Hays Journal 20 - Seven things we learnt from McAfee’s President EMEA
In this Hays Journal article, Adam Philpott, EMEA President of cybersecurity business McAfee, discusses how his organisation is adapting its talent strategy to new technologies in order to adapt to the future of work.
Read the Hays Journal to find out more: www.hays-journal.com
The Hays Journal is a bi-annual publication providing global insight and news for HR, recruitment professionals and hiring managers on the ever-changing world of work. Now in its 17th Issue, the Journal analyses current topics including workplace loneliness, the role of middle managers, returnship programmes and the rise in voice search technology: hays-journal.com
Hays Journal 20 - How can organisations improve on intersectionality?Hays
Hays Journal 20 - How can organisations improve on intersectionality?
Many organisations have made good progress in improving the diversity of their businesses in recent years.
But could understanding and embracing intersectionality help them improve the experience of all employees?
Read the Hays Journal to find out more: www.hays-journal.com
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
Issue 20 of the new Hays Journal is out now with expert insights from McAfee, the World Economic Forum, PwC and many more.
The latest edition focuses on the current trends surrounding the world of work.
Articles include:
• How organisations can improve on intersectionality
• Putting sustainability back at the centre of work
• Supporting new talent through the challenges of COVID-19
• Seven things we learnt from McAfee
• The mental health and wellbeing challenges faced by employees
• Capturing a culture of innovation
• The diverse talent needs faced by the life sciences sector around the world
Read the Hays Journal to find out more: www.hays-journal.com
Ferovalo Interim Management trends and casesFerovalo Oy
Work is done already and more in future by freelances - through Ferovalo Interim Management service companies find over qualified the best possible match.
Cases: COO in Start-up and CFO in growth company
The 2013 Kelly Global Workforce Index (KGWI)
brings work and workplace insights sourced from
more than 120,000 respondents from 31 countries
across the Americas, EMEA and APAC regions.
This fourth installment, on the topic of Social
Media and Technology examines the way that
social media is impacting on job selection, career
choice and recruitment in general. Just as social
media has changed the nature of communications
across communities, it is breaking down barriers
in the workplace. Employees are more social
and more connected, and want access to the
technologies and platforms that will enable them
to share their working lives with a wider audience.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
The Hays Journal is a bi-annual publication providing global insight and news for HR, recruitment professionals and hiring managers on the ever-changing world of work. Now in its 17th Issue, the Journal analyses current topics including workplace loneliness, the role of middle managers, returnship programmes and the rise in voice search technology: hays-journal.com
Hays Journal 20 - How can organisations improve on intersectionality?Hays
Hays Journal 20 - How can organisations improve on intersectionality?
Many organisations have made good progress in improving the diversity of their businesses in recent years.
But could understanding and embracing intersectionality help them improve the experience of all employees?
Read the Hays Journal to find out more: www.hays-journal.com
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
Issue 20 of the new Hays Journal is out now with expert insights from McAfee, the World Economic Forum, PwC and many more.
The latest edition focuses on the current trends surrounding the world of work.
Articles include:
• How organisations can improve on intersectionality
• Putting sustainability back at the centre of work
• Supporting new talent through the challenges of COVID-19
• Seven things we learnt from McAfee
• The mental health and wellbeing challenges faced by employees
• Capturing a culture of innovation
• The diverse talent needs faced by the life sciences sector around the world
Read the Hays Journal to find out more: www.hays-journal.com
Ferovalo Interim Management trends and casesFerovalo Oy
Work is done already and more in future by freelances - through Ferovalo Interim Management service companies find over qualified the best possible match.
Cases: COO in Start-up and CFO in growth company
The 2013 Kelly Global Workforce Index (KGWI)
brings work and workplace insights sourced from
more than 120,000 respondents from 31 countries
across the Americas, EMEA and APAC regions.
This fourth installment, on the topic of Social
Media and Technology examines the way that
social media is impacting on job selection, career
choice and recruitment in general. Just as social
media has changed the nature of communications
across communities, it is breaking down barriers
in the workplace. Employees are more social
and more connected, and want access to the
technologies and platforms that will enable them
to share their working lives with a wider audience.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
Hays Journal is een tweejaarlijkse publicatie met inzichten en nieuws voor HR, recruitment professionals en HR-managers over de steeds veranderende wereld van werk.
Bekijk de uitgave online op https://www.hays.nl/hays-journal/index.htm of vraag een print exemplaar aan bij marcom@hays.nl.
Gain knowledge about the Future of Work(ers) in an on-demand economy. Understand how baby boomers are retiring and exiting the workforce in mass, and the Millennials are taking their place. Learn how job and career expectations have changed because of the shift. This includes workplace expectations, how people are searching for jobs, and how companies are hiring. See in detail how this shift is being driven by mobile app adoption and technology. #YourFutureWorkforce www.shiftgig.com/future
COVID-19: Redefining The Role of Leadership in Your OrganizationMarianne Harness
Leadership during COVID-19 is challenging situation. Read this blog to find out how you can maneuver through the crisis safely and emerge as resilient.
The borderless workplace, anyone contributing from anywhere at any time, from any device, is fast becoming a reality.
This whitepaper will help you discover capabilities you and your organization need in order to thrive in the new world of work.
Contact us today, to find out how to thrive in the borderless workplace: enquiries@tmaworld.com
This presentation details the big changes in the HR technology market for 2019. If you would like a copy of these slides, please register at https://joshbersin.com/hr-tech-disruptions-for-2019/
Pwc workforce of the future the competing forces shaping 2030Peerasak C.
Foreword
We are living through a fundamental transformation in the way we work. Automation and
‘thinking machines’ are replacing human tasks and jobs, and changing the skills that organisations
are looking for in their people. These momentous changes raise huge organisational, talent and
HR challenges – at a time when business leaders are already wrestling with unprecedented risks,
disruption and political and societal upheaval.
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
The 2012 Roundtable on Institutional Innovation convened leaders to explore how organizations can stay atop today’s constant technological advancement. In the current economic environment, growth and underemployment are two outstanding national, indeed international, problems. While technological advances and globalization are often cited as instigators of the current plight, they are also beacons of hope for the future. Connecting the Edges concludes that by integrating the core of an organization with the edge, where innovation is more likely to happen, we can create dynamic, learning networks.
Independant work: Choice, necessity, and the gig economy, par McKinseyFrenchWeb.fr
Près de 162 millions de travailleurs aux Etats-Unis et en Europe ont aujourd'hui un statut d'indépendant, soit de 20 à 30% de la population active dans ces deux zones gégographiques, selon l'étude McKinsey.
Face à l'ampleur du phénomène, le cabinet de conseil américain a souhaité en apprendre plus concernant cette catégorie de travailleurs aujourd'hui méconnue, et déterminer s'ils étaient satisfaits de leur statut ou non.
Total learning keynote: The future of learning and workBrightwave Group
Total learning keynote: The future of learning and work by David Smith - Chief Executive, Global Futures and Foresight.
What does the future workplace look like? What will your people want? Who are they? How will they behave at work and at home? What are their behaviours? Do you know how to engage and retain them?
David shares his knowledge on the technological drivers of change and the emerging trends and conditions that will change learning in the future.
Instructions This is an online class please provide responses to .docxnormanibarber20063
Instructions: This is an online class please provide responses to each of these.
For each just write the response under each so I will know
Total Number of Words: 650 words (Approximately 108 words for each response)
1 day ago Rebecca McConnell
IT Leaders Aren't All Coming From Tech
COLLAPSE
I noticed that many of my classmates also chose this article, but I still decided to discuss "IT Leaders Aren't All Coming From Tech" because I felt like I connected with it the most. Although I am a millennial that grew up in the tech era and am able to quickly grasp new technologies, I do not have a tech background. I found it very interesting that the leadership roles in IT are evolving to include those with business expertise as well. As we have learned from Magal in our textbook, the global marketplace is becoming increasingly competitive, and IS is an important tool for businesses to keep up in this fast-paced environment. So, it is important for non-IS managers to still possess some general knowledge of IS in order to make informed IS decisions to benefit their company's IS strategy. This article reinforces the concept of the Information Systems Strategy Triangle, reminding us that business strategy, organizational strategy and IS strategy are interdependent to a company's success. As stated in the article, IT is increasingly becoming "a business strategy enabler", meaning that technology is an integral part of business. The example used int he article of Francis Li is a great example of the importance of the Information Systems Strategy Triangle. Li's experience in multiple fields of business allow him to be more innovative and to make the most informed decisions possible. He is able to relate his IS experience with his marketing and sales experience to develop successful strategies for his company by linking these two fields together.
Write response
Message Actions (Click to see options) Expand All Collapse All
4 Posts in this Thread 2 Unread
7 days ago Philtrina Farquharson
Digital and Innovation Chiefs Among Most In Demand C-Level Jobs
COLLAPSE
In order for a company to stay relevant today, they have to adapt to the changes through technology and news. I enjoyed this article because it gave me hope and confirmation on what I want to do with my future. My goal when I first started grad school was to find a job that I could ultimately see my self doing for the long run. The Term CMO came up and I researched it and realized that this is exactly what I wanted to do, and the demand for this position will only continue to increase from this year forward.
It is not always about what product or service a company can provide but the brand identity and how it is precieved to its customers. Consumers want to feel comforted and have that trust when buying into a brand. Digital and Innovation chiefs are in demand because they are able to understand what is in the now and apply that to the company or brand they work for. It can be difficult.
Hays Journal is een tweejaarlijkse publicatie met inzichten en nieuws voor HR, recruitment professionals en HR-managers over de steeds veranderende wereld van werk.
Bekijk de uitgave online op https://www.hays.nl/hays-journal/index.htm of vraag een print exemplaar aan bij marcom@hays.nl.
Gain knowledge about the Future of Work(ers) in an on-demand economy. Understand how baby boomers are retiring and exiting the workforce in mass, and the Millennials are taking their place. Learn how job and career expectations have changed because of the shift. This includes workplace expectations, how people are searching for jobs, and how companies are hiring. See in detail how this shift is being driven by mobile app adoption and technology. #YourFutureWorkforce www.shiftgig.com/future
COVID-19: Redefining The Role of Leadership in Your OrganizationMarianne Harness
Leadership during COVID-19 is challenging situation. Read this blog to find out how you can maneuver through the crisis safely and emerge as resilient.
The borderless workplace, anyone contributing from anywhere at any time, from any device, is fast becoming a reality.
This whitepaper will help you discover capabilities you and your organization need in order to thrive in the new world of work.
Contact us today, to find out how to thrive in the borderless workplace: enquiries@tmaworld.com
This presentation details the big changes in the HR technology market for 2019. If you would like a copy of these slides, please register at https://joshbersin.com/hr-tech-disruptions-for-2019/
Pwc workforce of the future the competing forces shaping 2030Peerasak C.
Foreword
We are living through a fundamental transformation in the way we work. Automation and
‘thinking machines’ are replacing human tasks and jobs, and changing the skills that organisations
are looking for in their people. These momentous changes raise huge organisational, talent and
HR challenges – at a time when business leaders are already wrestling with unprecedented risks,
disruption and political and societal upheaval.
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
The 2012 Roundtable on Institutional Innovation convened leaders to explore how organizations can stay atop today’s constant technological advancement. In the current economic environment, growth and underemployment are two outstanding national, indeed international, problems. While technological advances and globalization are often cited as instigators of the current plight, they are also beacons of hope for the future. Connecting the Edges concludes that by integrating the core of an organization with the edge, where innovation is more likely to happen, we can create dynamic, learning networks.
Independant work: Choice, necessity, and the gig economy, par McKinseyFrenchWeb.fr
Près de 162 millions de travailleurs aux Etats-Unis et en Europe ont aujourd'hui un statut d'indépendant, soit de 20 à 30% de la population active dans ces deux zones gégographiques, selon l'étude McKinsey.
Face à l'ampleur du phénomène, le cabinet de conseil américain a souhaité en apprendre plus concernant cette catégorie de travailleurs aujourd'hui méconnue, et déterminer s'ils étaient satisfaits de leur statut ou non.
Total learning keynote: The future of learning and workBrightwave Group
Total learning keynote: The future of learning and work by David Smith - Chief Executive, Global Futures and Foresight.
What does the future workplace look like? What will your people want? Who are they? How will they behave at work and at home? What are their behaviours? Do you know how to engage and retain them?
David shares his knowledge on the technological drivers of change and the emerging trends and conditions that will change learning in the future.
Instructions This is an online class please provide responses to .docxnormanibarber20063
Instructions: This is an online class please provide responses to each of these.
For each just write the response under each so I will know
Total Number of Words: 650 words (Approximately 108 words for each response)
1 day ago Rebecca McConnell
IT Leaders Aren't All Coming From Tech
COLLAPSE
I noticed that many of my classmates also chose this article, but I still decided to discuss "IT Leaders Aren't All Coming From Tech" because I felt like I connected with it the most. Although I am a millennial that grew up in the tech era and am able to quickly grasp new technologies, I do not have a tech background. I found it very interesting that the leadership roles in IT are evolving to include those with business expertise as well. As we have learned from Magal in our textbook, the global marketplace is becoming increasingly competitive, and IS is an important tool for businesses to keep up in this fast-paced environment. So, it is important for non-IS managers to still possess some general knowledge of IS in order to make informed IS decisions to benefit their company's IS strategy. This article reinforces the concept of the Information Systems Strategy Triangle, reminding us that business strategy, organizational strategy and IS strategy are interdependent to a company's success. As stated in the article, IT is increasingly becoming "a business strategy enabler", meaning that technology is an integral part of business. The example used int he article of Francis Li is a great example of the importance of the Information Systems Strategy Triangle. Li's experience in multiple fields of business allow him to be more innovative and to make the most informed decisions possible. He is able to relate his IS experience with his marketing and sales experience to develop successful strategies for his company by linking these two fields together.
Write response
Message Actions (Click to see options) Expand All Collapse All
4 Posts in this Thread 2 Unread
7 days ago Philtrina Farquharson
Digital and Innovation Chiefs Among Most In Demand C-Level Jobs
COLLAPSE
In order for a company to stay relevant today, they have to adapt to the changes through technology and news. I enjoyed this article because it gave me hope and confirmation on what I want to do with my future. My goal when I first started grad school was to find a job that I could ultimately see my self doing for the long run. The Term CMO came up and I researched it and realized that this is exactly what I wanted to do, and the demand for this position will only continue to increase from this year forward.
It is not always about what product or service a company can provide but the brand identity and how it is precieved to its customers. Consumers want to feel comforted and have that trust when buying into a brand. Digital and Innovation chiefs are in demand because they are able to understand what is in the now and apply that to the company or brand they work for. It can be difficult.
The 10 Most Disruptive Business Leaders to Follow in 2022.pdftimeiconic007
“The 10 Most Disruptive Business Leaders to Follow in 2022” is all about emerging businesses and individuals who are making a difference. We've picked out some of the most inspiring and empowering entrepreneurs, startups, and businessmen who are really making things happen. Their success stories and journey to achieve that success is truly inspirational. Their mindset and out-of-the-box thinking are something that we can all learn from. To Get access to our magazine make sure to check out https://timeiconic.com
Presented at Interaction Intranet conference. London September 2015.
Sam Marshall ClearBox Consulting.
Digital Workplaces should be driven by an employee-centred view. Here I present a manifesto for what typical matters to them, arguing that the technology to serve these needs over time will evolve, but the needs themselves are more enduring.
Making sense of your Digital WorkplaceSam Marshall
One of the challenges of a modern intranet is that the boundaries are becoming blurred by the growth of social and collaboration tools, mobile access and cloud applications. In this evolving landscape, intranets remain highly important, but the roadmap needs to plan for the digital workplace as a whole. Based on hands-on experience of developing strategy, Sam Marshall shows how approaching this from an employee perspective can bring clarity and purpose, but also how the emphasis needs to be as much on management as on technology.
Making sense of your digital workplaceIntranätverk
One of the challenges of a modern intranet is that the boundaries are becoming blurred by the growth of social and collaboration tools, mobile access and cloud applications. In this evolving landscape, intranets remain highly important, but the roadmap needs to plan for the digital workplace as a whole. Based on hands-on experience of developing strategy, Sam Marshall will show how approaching this from an employee perspective can bring clarity and purpose, but also how the emphasis needs to be as much on management as on technology.
- What is the opportunity for the digital workplace?
- Why you can’t plan an intranet in isolation
- What are the things that matter most to your employees?
- What changes in management and mindset are needed?
Presented at Intranätverk 2014: Malmö, 6 September by Sam Marshall.
In the Forefront Exemplary Leaders of the Business World.pdfCIO Look Magazine
This edition features a handful of The Exemplary Leaders of the Business World to Watch that are leading us to a better future
Read More: https://ciolook.com/in-the-forefront-exemplary-leaders-of-the-business-world-november2023/
Marketing IT to the Business Strategic Insights Reportpatmisasi
The IT Media Group interviewed several IT executives to find out how they are raising the profile and stature of IT and gaining buy-in from all levels of the organization. What we discovered were a remarkable and highly diverse group of strategies for doing so. This report examines three of these strategies in detail, and provides insightful commentary from the CIOs responsible as well as a wide range of best practices used by several other IT executives.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Why Delegate and Empower?" and will show you how you can use delegation and empowerment to transform your organisation.
Similar to Hays Journal 20 - Seven things we learnt from McAfee’s President EMEA (20)
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But do you know what skills you need to be a contractor, or what the benefits of project work are?
In this presentation by Travis O'Rourke, President of Hays Canada, Travis shares insights into the benefits of life as a contractor, the skills needed to succeed and the steps to take.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our 2017 edition provides an analysis of the employment markets and economic status of countries, featuring insights from Hays experts across the globe.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our 2015 edition provides an analysis of the employment markets and economic status of countries, featuring insights from Hays experts across the globe.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our 2014 edition provides an analysis of the employment markets and economic status of countries, featuring insights from Hays experts across the globe.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our 2013 edition provides an analysis of the employment markets and economic status of countries, featuring insights from Hays experts across the globe.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our 2012 edition provides an analysis of the employment markets and economic status of countries, featuring insights from Hays experts across the globe.
Hays Journal 20 – How to capture a culture of innovation: lessons from the CO...Hays
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In order to quickly respond to new demands bought on by the pandemic, many businesses have been forced to adopt a more innovative mindset.
And while many of us look forward to the world returning to what will be the new normal, this inventive way of thinking is something that many organisations will want to hold onto.
Read the Hays Journal to find out more: www.hays-journal.com
Hays Journal 20 – How to build sustainability into your organisation’s COVID-...Hays
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Whilst the COVID-19 crisis has shifted business priorities away from sustainability initiatives, how can organisations ensure that being greener moves back up the agenda as they adapt to a new era of work?
Read the Hays Journal to find out more: www.hays-journal.com
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Watch our live event during which our Managing Director for Hays Spain, Chris Dottie MBE, shares his top tips to succeed at each stage of the interview process.
For more advice, download our Interview Guide: https://bit.ly/3abmpWv
Hays Live - How to create or update your CV
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On Tuesday 26th January 2021, our UK&I Director, Karen Young shared her top tips to help you create a winning CV that gets you noticed.
To re-watch the live session, click here: https://youtu.be/dkLt--EKmcY
To view the full guide, click here: https://cloud.email.hays.com/cv-guide
How can leaders support their employees mental health?Hays
As employees become more willing to talk about their mental wellbeing in the workplace, how can leaders be better prepared to support them? Read this Hays Journal article featuring expert insights from the World Health Organization and MHFA England to find out more: https://social.hays.com/2020/10/06/how-can-leaders-support-employees-mental-health/
The Hays Journal is a quarterly publication providing global insight and news on the ever-changing world of work. Now in its 19th issue, we analyse current topics with expert insight from leading organisations including Headspace, Manchester City Football Club, McKinsey & Company and many more: www.hays-journal.com/
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our latest edition provides an analysis of the employment markets and economic status of 33 countries, featuring insights from Hays experts across the globe.
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- Organisations offering employees the chance to nap at work in Japan
- The rise of the minimum wage in Spain
- New plans for a universal basic income in the UK and USA
- A training fund aiming to grow skilled workforces in Canada
- Reviewing the disclosure of youth convictions in the UK
- Working hours in India
You can read the full Hays Journal 17 here: www.hays-journal.com
Do you have a job interview coming up? Follow these steps to ensure it's a success:
BEFORE THE INTERVIEW
1. Do your research
2. Prepare tailored questions and answers
3. Run a practice interview
4. Plan ahead
DURING THE INTERVIEW
1. Make a good first impression
2. Be mindful of body language
3. Make your answers relevant and impactful
4. End on a good note
For more interview tips, visit our blog: https://social.hays.com/category/professional-development/interview-tips/
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For more expert CV tips and advice visit our blog: https://social.hays.com/category/professional-development/cv-tips/
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The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our latest edition provides an analysis of the employment markets and economic status of 33 countries, featuring insights from Hays experts across the globe: https://www.hays-index.com/
Are you updating your CV?
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Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
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Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
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In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
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Hays Journal 20 - Seven things we learnt from McAfee’s President EMEA
1. 19
19
LEADERSHIP
ADAM PHILPOTT, PRESIDENT EMEA OF
CYBERSECURITY FIRM MCAFEE, DISCUSSES
HOW THE FIRM CREATES BALANCE BETWEEN
ITS TECHNOLOGY AND TALENT STRATEGIES,
TO KEEP MOVING INTO THE FUTURE
SECURING
TALENT
HEADSPACE
2. 20
20
UNCERTAINTY ABOUT THE FUTURE
is something many businesses have felt in recent
months. While this can make many uneasy, Adam
Philpott, President EMEA of cybersecurity firm
McAfee, believes that a path can often unfold for us if
we’re able to step back, look at the information
available to us and act upon it.
His career journey is an example of how different
experiences and interests can make sense later on,
even when we’re unsure of what they are leading to
at the time.
“Like a typical young man, I had no idea what I
wanted to do,” he laughs. “I wasn’t even going to go
to university. I was on holiday with my pals in Ibiza
and just decided to do it and went to study marketing.
That was the first time I really started to take an
interest in studies and academics.”
He says it was at this time he started creating
different business plans, even though he still
wasn’t sure what direction he hoped to go in after
he graduated.
One such plan led to him launching his own
streetwear company with a friend. Although the
business folded, it also showed Philpott that selling
was something he enjoyed and was good at, leading
him to spend the next few years in distribution until he
felt ready for his next challenge in 2000. “I felt that I
could offer more in a consulting-led value proposition
role,” he explains. “I quit my job and moved to
Australia without anything lined up and then ended
up working for Cisco.”
While he had a clearer idea of what he wanted to
do, he still had to prove himself within the
multinational technology company. “I started there
at the very bottom of the ladder,” he says. “In fact,
I started below the bottom of the ladder, working
as a bag packer on a two-month contract.”
He soon secured a permanent sales role and the
company sponsored his residency in Australia before
he gained citizenship. “I then moved to Singapore and
then relocated back to my native UK – all with Cisco,”
he says.
With the experience of leading sales in various
countries under his belt, alongside 15 years of service
in one company, Philpott was again ready for a new
challenge and it was at this point that he found
himself joining McAfee.
“I didn’t want to just be seen as the guy who can do
things in one company. I wanted to demonstrate that
my skills are effective regardless of company and I
knew the CEO of McAfee pretty well, so I came to help
him drive the transformation here.”
“
LIKE A TYPICAL
YOUNG MAN, I HAD NO
IDEA WHAT I WANTED
TO DO”
ADAM PHILPOTT, PRESIDENT EMEA, MCAFEE
3. 21
21
CHANGE OF DIRECTION
Philpott’s change in direction coincided with McAfee’s
own, as the company moved from a software-focused
strategy, to a cloud-first offering. With his sales
background, Philpott understands better than most
the risks of failing to meet customer needs, and it was
exactly this that drove the change at McAfee.
“Our customers were using more and more cloud
services, whether applications, storage or anything
else to more dynamically run their business,” he
explains. “If we want to be relevant to our customers,
to help them face the risks they’re exposed to and
assist them in accelerating their strategy securely, we
have to be more cloud-centric. The money was going
in that direction and our customers needed us to go in
that direction to support them.”
Of course, this change in direction required a
change in the company’s talent strategy too, and
Philpott says that McAfee focused on three areas.
“I like replicable models – little things I can use to
remember a structure when dealing with external
challenges – and the one I use in this area is the three
Cs: capacity, capability and commitment.
“When you look at your talent, have you got
enough capacity? Are there enough people with the
knowledge necessary to go and do this thing? One
particularly important area for us is to continually
enhance our consulting-led skillset, both at an
operational and executive engagement level, and
across technical and go-to-market resources.
“In terms of capability, you might have enough
people, but are they used to building or selling legacy
technology rather than cloud products? If so, how do
you build that capability?”
The commitment, he says, has to come from
colleagues, but also from the organisation. This means
rewarding people for adapting to new ways of
working. “It’s great if you’ve got enough people and
they’re skilled, but if you’re not rewarding them for
supporting change, they aren’t going to do it,” he
says. “From a sales side for example, if they are going
to make their quota selling old products, they aren’t
going to sell new ones. It’s harder, so they’ll find the
easiest path to revenue that they can. But if you blend
these things together, it gives a nice framework for
how one takes talent through that process.”
He says that once this framework is established it is
vital to communicate it effectively and frequently.
“The saying ‘repetition is the mother of learning’ is
completely true. It takes time to sink in, but if you put
all those things together and make people competent,
you can then remove some of the safety nets until the
risk of not doing it is greater than the risk of doing it.”
He says that not being afraid to fail is also key in
moving quickly as an organisation. “We pride
ourselves that we will call out quickly where we’re
Who is your hero and why?
My current hero is Jake Burton Carpenter. He invented the
snowboard, but he did a huge amount of work to ensure it
was safe and built a culture for snowboarding. I think it’s
fascinating what he did for that sport.
What’s your biggest passion outside of work?
I have quite a lot actually, but one commonality is that I
like doing things that are connected with nature. I don’t
mean gardening particularly, but things that are maybe
slightly more extreme. I like trail running, snowboarding,
mountain biking, things where you are undulating a little
bit in nature.
What was the first bit of technology that really blew
your mind?
The first Macintosh. I remember when I was at school,
secondary school, I remember seeing the first one. I was
amazed as it was a really cool design and almost had a
personality!
What’s your favourite gadget?
I DJ techno music, mainly to myself, and I have a four-deck
digital mixer, which connects with an algorithm app and
you can create sound loops and all sorts of stuff on there.
It’s very cool.
What technology would you like to see become
commonplace in your lifetime?
The one that interests me the most is energy technology.
Regardless of what device we have, it needs powering. It’s
about the source itself and how reusable it is so we’re not
constantly consuming and discarding electronics.
ADAM PHILPOTT AT A GLANCE
ALAMY,
MCAFEE
4. 22
22
failing, because we’ll recognise it quicker than other
people and that is actually a competitive advantage.”
DIVERSE VOICES
In order to give colleagues confidence to flag up
things that are not working, Philpott says that McAfee
has created feedback channels that allow concerns or
ideas to be shared across the organisation.
“At a leadership level, on a weekly basis we have an
extended leadership meeting of 90 minutes where
marketing, HR and all manner of different leaders
participate and have the opportunity to share updates
on their domain.”
He also hosts quarterly meetings called Post-It
Sessions to allow frontline staff to feedback to him
directly. “I’ll talk for five minutes and then I’ll shut up
and let people ask any question they want to. I have
built some trust with them by being candid and
transparent and non-judgemental, and they feel they
can ask questions and get an honest answer.”
Customer voices are also added to the mix of
feedback, with all leaders going out to see clients,
listen to them and alter their plans as a company
accordingly. “We talk about diversity a lot and I think
this is a good dimension of diversity,” says Philpott.
“There’s no point in listening to one type of individual
otherwise you’ll get a narrow breadth of input.”
Of course, being open to hearing diverse voices is
only half the battle. Like any technology business, the
talent McAfee requires is scarce as it is, even before
trying to ensure the organisation has a diverse
workforce. A 2020 report from SP Global examined
IT departments in 550 companies worldwide and
found that just under half of them said women
accounted for less than 25 per cent of staff, while
9.5 per cent reported no women in their company’s IT
department. It’s a challenge that Philpott says they
are only too aware of within McAfee, but one they are
working to address.
“I’m a big fan of facta, non verba – deeds not words
– which is an appropriate phrase for diversity,” he
says. “I think it’s important to contribute to the
debate, but I’m really interested in the actions that we
take as well. So, our primary focus when I joined was
to put in place a gender diversity programme. That’s
where we felt there was the biggest gap at McAfee.”
McAfee took steps to retain their existing female
tech talent, such as implementing pay parity for all
employees working in the same roles at the same
level and location. “We felt so strongly about this
cause at McAfee that we achieved full pay parity in
just one year,” he explains. “This marks McAfee as
the first cybersecurity company to reach pay parity
for women globally and for under-represented
professionals.”
However, they also worked to improve the numbers
of women interviewing to join the organisation. From
altering the language used in job descriptions, to
ensuring there was always a minimum of one female
candidate that made it to the interview stage of roles
CV
ADAM PHILPOTT’S CAREER
2019–present President EMEA, McAfee
2017–2019 Vice President EMEA, McAfee
2017–2017 Senior Director, EMEAR Cyber
Security, Cisco
2012–2017 Director, EMEAR Security
Sales, Cisco
2010–2012 Director, Singapore, Cisco
2008–2010 Regional Manager, Cisco
2007–2008 Account Manager, Cisco
2002–2007 Commercial Sales, Cisco
2000–2002 Sales Manager, Ingram Micro
5. 23
23
and putting women on each interview panel, McAfee
has taken several steps, and Philpott says the
numbers are going in the right direction.
“We massively increased our incoming female
talent pipeline. It was around 23 per cent when
I joined in 2017, and last year 39 per cent of our
hires were female. That doesn’t mean that we’re
at 39 per cent female talent overall, but it shows
actions can drive results.”
He says that, more recently, he has begun focusing
on ethnic diversity within the organisation, following
the killing of George Floyd in 2020. “I’m from Bristol, a
diverse UK city, I care about humanity and I wanted us
to do something on ethnic diversity and inclusion as
well. We’ve started working with a society college
in London that has a very diverse population. We’re
about to launch some of the things that we’re doing
with them.”
Prioritising tasks is a big part of technology
development, and Philpott says that this approach
can also be helpful for organisations not sure where to
start on improving diversity. “It’s not always about
doing something global and massive, it’s about doing
small things as well,” he adds. “Big things are made up
of small differences, and that’s what we seek to do.”
CONSTANTLY EVOLVING
While McAfee has made its transformation to a
cloud-first organisation over the past few years,
the Covid-19 pandemic means that many other
businesses have had to adopt similar approaches,
some for the first time.
Philpott says that McAfee’s products were well
placed to support their customers in this transition,
but that they have still altered their approach slightly.
“The strategy we have in place is robust because it
was seeking to drive this change, and the pandemic
has simply accelerated it,” he says. “That said, some
things have changed, like how we prioritise different
technologies working together. There’s definitely
some change there that we’ve had to react to.
“Again, it comes back to early warning systems and
being quick to recognise something has changed,
understanding it and addressing it when we go to
market. I think of it as a factory floor; the toolsets that
we use to create a quality product are no different to
that. We have telemetry in place that understands the
quality of what we’re doing and the impact in the
marketplace as well. That means we recognise where
we need to improve as rapidly as possible.”
There was also a sharp spike in cyber attacks
during the pandemic. Philpott says this is something
McAfee was very aware of as customers faced these
new threats. “In order to allow organisations to thrive,
our role is to ensure we help them manage the
dynamic risks to which they’re exposed,” he says.
“These grow in both volume and sophistication, whilst
the manpower required to address them is insufficient
on its own. Ensuring efficiency, visibility and control,
augmenting human capacity with intelligence and AI
has been a key dimension of how our security
architecture and its components have evolved.”
More widely, Philpott is considering which of the
changes brought on by the pandemic will affect
McAfee’s own operations in the longer term. “For me,
one of the interesting things is what it will mean for
how we consume real estate services in the future,” he
says. “Life is about balance. We’re not all going to be
working completely virtually, but equally we’re not all
going to completely go back to the office because of
pollution, the lost productivity in commuting and
mental health challenges that come with that. Those
things don’t make sense and nor does paying for real
estate which sits there idle most of the time.
“Flexible consumption models – driven by data –
can understand what we are using, what we can use
more of and how we can tweak our real estate
investment profile to reflect what we really need.
I’m really keen to see what happens in that area.”
Aside from organisational goals, Philpott also has
his own ambitions. But, as with taking a late decision
to pursue higher education, or taking a chance on a
new career in Australia, they are broad and are likely
to leave him with many different options to pursue in
the future.
“While most of my roles have been about
go-to-market leadership, I have never, ever conducted
them as that. I have always taken a general
management approach to them,” he says. “Having a
good comprehension of trends and insights and
toolsets that one can use across functions is of huge
interest to me.”
To gain this insight, he has joined one board and is
in the process of joining two others. By doing so he
hopes to expand both his knowledge of cyber and of
other functions, and allow his path to reveal itself to
him. “No one can be an expert in everything, but
broad leadership really interests me as an area to
grow in,” he concludes. “Sometimes our skills lead us
in the right direction, whether we know it or not.”
“
SOMETIMES OUR SKILLS
LEAD US IN THE RIGHT
DIRECTION, WHETHER
WE KNOW IT OR NOT”
ADAM PHILPOTT, PRESIDENT EMEA, MCAFEE