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Trust the worlds biggest data and analytics recruitment company to support your hiring or job seeking needs

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Harnham is one of the world’s leading  providers of recruitment services and advice  to the Data and Analytics marketplace 

We support global corporations through to ambitious local start-ups, so whether you need a Credit Risk Manager in London, a Data Scientist in New York, or a Head of Analytics in Frankfurt we can help you achieve your business goals.

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With over 10 years experience working solely in the Data & Analytics sector our consultants are able to offer detailed insights into the industry.

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What does it take to be a Chief Data Officer?

By Noam Zeigerson Noam Zeigerson is a Data & Analytics Executive and entrepreneur with over 16 years’ experience delivering Data solutions. What does the role of the CDO entail and how can we succeed? Researchers at Gartner estimate that 90 per cent of enterprises will have a ‘Chief Data Officer’ (CDO) in place by the end of 2019. It also predicts that by then only half of CDOs will have been successful. So, what does the role of the CDO entail and how can we succeed? The rise in the use of data in the enterprise to inform business decisions has led to a recent phenomenon - the Chief Data Officer. Organisations will have a CDO in place to handle the many opportunities and responsibilities that arise from industrial-scale collection and harnessing of data. Unfortunately, it is rare to be successful, due to a number of challenges. As a new role, the CDO need to be in a position to increase business efficiencies and improve risk management, especially since the General Data Protection Regulation (GDPR) came into effect in May 2018. This puts the CDO in a position where business expectations will be high, and we have to make tough and potentially unpopular decisions, because the CDO’s role sits at the crossroads of IT and business. We typically responsible for defining the data and analytics strategy at our organisation. The CDO becomes instrumental in breaking down siloed departments and data repositories, which makes information easier to find and also have ramifications for the IT team. As Gartner notes, many CDOs have faced resistance, but the successful ones are working closely with their Chief Information Officer (CIO) to lead change. To be a key part of any organisation’s digital transformation, the CDO need a wide range of skills. The skills required of a Chief Data Officer The role of the CDO is multifaceted. For this reason, CDOs need to be able to combine skills from the areas of data, IT, and business to be successful. Data skills: A background in data science is crucial. A passion for statistics and a clear understanding of how to interpret data to glean insights is core to the role of the CDO. The CDO then needs to be able to communicate what those insights mean in a business context and make information easily available to all. A knowledge of data security is also critical. In the UK, the Information Commissioner’s Office (ICO), whose job it is to enforce GDPR in the country, recommends the creation of a Data Protection Officer (DPO) at each organisation. This should fall within the remit of the CDO. The value of sharing data at a senior level is recognized by UK organisations, by and large. Further down the authority chain the picture is different, with about three-quarters of executive teams and nearly half of front-line employees actually need to have access to detailed data and analytics. The CDO needs to ensure that those who need data to further inform decision making can do so and are sufficiently trained to gain business insights from that data. IT skills: Understanding how information flows is an advantage as the CDO is well placed to recommend and implement technology to democratise and operationalise data, as well as improve security. The CDO will need to manage expectations across the enterprise, so appreciating what technology can deliver is the key. Artificial Intelligence (AI) and machine learning are going to feature heavily of UK data projects, so many CDOs need to get to grips fast with this technology. Business skills: Strategic business logic is essential to success as a CDO. If the expectation of the CDO is to influence strategy based on data, then consulting experience will be valuable. Project management skills is at the forefront of the CDO’s day-to-day role. Being able to bring siloed groups together and get them striving for the same common goal is a vital skill for any CDO. It’s clear that data analytics is only going to be deployed more heavily throughout the enterprise, so the CDO’s role is only going to become more influential and pivotal within organisations as different business units seek to gain insights to improve the business further. Making a success of the CDO role Every organisation will have different objectives and expectations of their CDO. Gartner estimates that four in every five (80 per cent) CDOs will have revenue responsibilities, meaning we will be expected to drive new value, generate opportunities, and also deliver cost savings. No pressure! Given those expectations, it’s no wonder that Gartner expects only half of CDOs to succeed. The core responsibilities of the CDO includes data governance and quality, and regulatory compliance. The CDO must also address the way that technology is deployed to address these issues. The CDO needs leadership and team building skills, as we are the chief change agent in the organisation for creating a data-driven culture. This means first-class communications skills will be valuable.The Chief Data Officer is going to be essential in delivering digital transformation. Organisations who create a CDO role must support that individual and make sure that they are integrated across departments, not isolated in a silo. The C-suite must lead from the front on this and, as we saw earlier, the support of the CIO will be critical. Harnham are the global leaders in Data & Analytics recruitment.  Take a look at our latest roles or get in touch with one of our expert consultants to learn more. 

How Data Is Making Mass Marketing Personal

“Pretend that every single person you meet has a sign around his or her neck that says, ‘Make me feel important.’ Not only will you succeed in sales, you will succeed in life.” – Mary Kay Ash, Founder of Mary Kay Cosmetics From the very first market stall, sales have always relied on convincing individuals that what you’re selling is meant for them. The ability to connect with a person’s instincts, likes, and dislikes, is one of the key skills of any good salesperson. But as sales have moved from the market to the masses, businesses have needed to be increasingly innovative with the ways they target their specific audiences. To do this, they’ve looked to data. However, as customers become increasingly sceptical of targeted ads, just presenting your audience with a tailored advert is no longer enough. We’re having to get creative with data. Speaking to the Masses One approach brands are utilising to be more creative is, rather than using data to target, they’re using it to inform campaigns for a wide-audience. For example, Spotify’s end of year campaigns use data to recap highlights of the past year. These range from broader data about what music performed well, to data highlighting unusual behaviour from individuals.  This tongue-in-cheek approach helped reaffirm Spotify’s position as a brand who represent the zeitgeist. Furthermore, it feels personal even though it isn’t specifically targeted. If users identify themselves as part of a group being discussed they can feel as though the ad is personal to them, even if it’s on a billboard in Time’s Square.  However, there are still some risks to being so transparent with your use of data. Netflix stirred up a minor controversy when using viewing data for a light-hearted tweet. Whilst some saw the funny side, others felt that the post was invasive. Either way, it got people talking and ultimately led to an increase in views of the film they mentioned.  Using Insights to Incite Change Whilst some companies, like Spotify, use data to reaffirm their current brand, others utilise it to help them define their position. This doesn’t have to take the form of a radical change.  Nike’s recent campaign was fronted by a divisive figure within the world of US sports, Colin Kaepernick. Whilst some audiences found the move controversial, Nike’s core audience of under-35s saw this as a principled stand, repositioning one of the world’s biggest companies as a challenger brand. The move paid off and Nike saw their share price rise to an all-time high as a result of the campaign.  Data also has its place in reshaping an actual product. Take Hinge, a dating app that started life with few differentiators from its competitors. In 2017, they relaunched with a revolutionised app informed entirely from insights from their existing userbase.  Their data told them that users were “over the game” of swiping and wanted an app that allowed them to make more meaningful connections. Armed with this information, Hinge re-established themselves as an app led by unique, personal insights through a UX and brand overhaul, and are now a major player in the world of online dating.    Getting Engaged Data-driven advertising is also an excellent way to engage your audience. For example. Snickers brought their ‘You’re Not You When You’re Hungry’ campaign to life in Australia with their ‘Hungerithm’ algorithm.  The algorithm scanned 14,000 social posts across three sites every day throughout a five-week period, searching for users in a bad mood. If they found a post complaining about a traffic jam or the weather, they’d send a personalised promo code for a discounted Snickers to the ‘Hangry’ user. Across the campaign over 6,600 coupons were redeemed, and both sales and online engagement dramatically increased. Additionally, by using data that people had publicly posted, rather than their own stored information, Snickers managed to swerve any controversy.  If you are looking to create personalised ads based upon cookies and profile data, you can engage your audience without appearing too invasive. Animal rescue non-profit, the Amanda Foundation, used data to target groups without appearing too specific.  Fans of staying in and reading books were shown programmatic banner ads suggesting they adopt a cat, whilst athletic types were presented with active puppies. By loosely targeting demographics they created personal adverts that didn’t feel overly intrusive.  If you can creatively interpret data to inform targeting strategies, we may have a role for. From Marketing Analyst opportunities to Campaign & CRM jobs, we work with some of the best agencies around. Get in touch if you’d like to know more. 

Being Human: How the Interview Process is Evolving

Should we make our interview processes more like a talent show? That’s what a job centre in France thought when they introduced ‘This Is The Job’, an interview more in the style of ‘The Voice’ than a traditional Q&A session. Complete with spinning chairs and buzzers, this ‘technique’ has been swiftly brought to an end following public outcry.  But whilst it might not be the best idea to base the recruitment process on a popular TV show (let’s not use ‘Bodyguard’ as an inspiration for problem-solving tasks), we are seeing an evolution in how interviews are conducted. Here’s a look at some of the most popular trends we’re seeing businesses apply to their recruitment processes.  Cultivating a culture  Perhaps the most significant change we’re seeing at the moment is the increased prominence placed on cultural fit. No longer an afterthought, this is now a make or break factor for most employers.  Interview panels are looking for a candidate’s personality to come through when they discuss previous projects they’ve worked on. They’re keen to know that they can explain their findings to a wider audience. This includes being open about where they can improve and showing a level of humility. We’ve seen candidates rejected for being overly-defensive when receiving critiques of their technical work.  Alongside this, businesses are adapting their interviewing techniques to reflect this more human approach. First-round telephone interviews are being replaced by video calls, offering an experience closer to face-to-face. Agencies, in particular, are taking interviews out of the office and into coffee shops, with the ambition of creating a more social interaction.  All of these changes should mean that both businesses and candidates have a better understanding of what they’re signing up for before an offer is made or accepted.  Ironing out the creases  Given the fast pace of working life, finding time to dedicate to an interview process is a challenge for businesses and candidates alike. Fortunately, we’re seeing processes streamlined.  Whereas we had seen a trend for employers sending out time-consuming tasks to thoroughly test people’s abilities, the amount time required led to delayed processes and candidates dropping out. As a result, businesses are now including technical screenings within the interview itself, alongside short demos, presentations of work and online coding sessions.  By keeping things simple, we’re now seeing less candidate drop off early in the process. This, alongside combining technical and competency questions, has resulted in a more concentrated, yet just as detailed, way of assessing an applicant’s suitability for a role.  Getting hands on Employers have always looked for someone who can walk the walk, as well as talk the talk. Now they’re taking matters into their own hands by requiring candidates to react to real world examples. Most commonly, we’re seeing these take the form of case studies, generally falling into one of two categories: Quantitative, where a relevant business situation and data are provided and need to be addressed.  Conceptual, where there are no figures, and the interviewer is trying to gain an insight into the candidate’s approach and thought processes. On top of this, we’re beginning to see new methods introduced that test applicants even further. Job Auditions are becoming an increasingly popular way of assessing how well a candidate can perform in a real-world situation. There’s even talk of introducing Virtual Reality to push this idea even further within a controlled simulation.  Regardless of what the future may hold, companies are clearer than ever with what they’re looking for in the interview process. Don’t be surprised if we continue to see innovations that offer more depth into a candidate’s true behaviour, personality and working styles.  If you’re on the lookout for a new role, we can support and guide you through the interviewing process. We have a variety of roles in both Junior and Senior positions, both Contract and Permanent.  Take a look at our latest roles or get in touch with one of our expert consultants to see how we can help you progress you career. 

Vision 2020: Challenges of Today and the Skills of Tomorrow

Yesterday is history. As businesses race to stay competitive and relevant in today’s world, they face unprecedented changes to the way business works. The increasing speed at which digital advancements transform our ways of working has forced all of us, from entry-level to CEO, to adapt. If business leaders can’t add digital leadership to their expertise, they’re in danger of being left behind.  Key Characteristics of a Data & Analytics Strategy Data is driving business and it is increasingly important to build an effective Data & Analytics strategy. To do this, companies need the right people in place. They’ll need to get familiar with pressing topics and trends such as GDPR, AI, and Blockchain. Though GDPR is currently only within the EMEA region, it’s important for all businesses to adopt worldwide as part of their ongoing strategy.  There are three key characteristics businesses will need to bear in mind when formulating their strategy: Trust Robust Capabilities Insights By engaging with these characteristics, business can help secure their enterprise for the long term.  Skills to Have for the Future of Work While technologies such as AI can take over routine tasks allowing human employees more time to solve complex problems, we all need to review what other skills we can contribute.  Whether you’re in school or looking for your next opportunity, here are a few skills which can help you rise above the competition in the next year or two. According the World Economic Forum’s 2018 Future of Jobs Report, these are the skills employers will need, whether they know it yet or not: Cognitive flexibility and critical thinking. This involves logical reasoning, problem sensitivity, and creativity.   Negotiation skills. This applies to every industry from Data Analysis and Software Development to those in commercial and industrial Art and Design fields. Service to others. Are you known for helping those on your team, your supervisors, and those in your industry? These skills will be more important than ever. Judgement and decision making. Getting buy-in from a colleague and offering a strong suggestions to managers and executives at the right moment.  Emotional Intelligence. Can you gauge someone’s reaction by their body language or the slight hesitation before they answer a question or make comment? This skill will become increasingly important as the workforce of the future begins to blend robot and human.  Coordinating and collaborating with others. The ability to adjustable, flexible, and be sensitive to others’ needs. People Management. For managers and higher, it will be crucial to choose the best people for the job, motivate them, and help them develop their talents and skills. Creativity. Employers will need people who can think creatively and not only apply it to new products and services, but also to discern new ways to solve a problem. Critical thinking skills coupled with creativity just may be the one-two punch needed for the workforce of the future. Complex problem-solving. Humans who can analyse data results and have intelligent conversations with the employees who need them will be highly sought after in 2020.  One thing that’s important to note in the list above is the prominence of ‘soft skills’. Though Data & Analytics roles remain the top technical arena, what employers need in the future is individuals with highly developed social skills too. As robots and AI take on mundane, routine jobs, employers will need people who can be, well, human.  Can you bring a group of people with diverse opinions together? Can you morph from cold analytical numbers to warm greetings? Can you explain complex topics in varying degrees to people at different levels – graduates, managers, the boardroom? Continue to harness these skills and you will be even more valuable by 2020.  Have you got 2020 vision for the future? We may have a role for you. We specialise in both Junior and Senior roles.  To learn more, check out our current vacancies or get in touch.