Insights Executive
City of London, London / £35000 - £41000
INFO
£35000 - £41000
LOCATION
City of London, London
Permanent
INSIGHTS EXECUTIVE - 12 month FTC
UP TO £41,000
LONDON,EC2M (HYBRID, 1-2 days/monnth)
THE COMPANY
Harnham is working with a FTSE 20 company, that would be focusing on providing commodity intelligence to a range of clients. They are looking for an insight executive to manage a range of research projects end to end for their clients in global markets.
THE ROLE
You will:
* Manage end-to-end research projects
* Manage NPS studies
* Liaise and present insights to a range of stakeholders
* Conduct survey design
YOUR SKILLS AND EXPERIENCE
You will need to have:
* Proven experience in research project management
* Strong quantitative research skills and experience i.e survey design
* Excellent communication skills, both written and verbal.
* Ability to work well in a team and independently.
* Strong attention to detail and ability to manage multiple projects
BENEFITS
You will get:
* Flexible working
* Travel opportunities
* Supportive and collaborative work environment
* Training and development
INTERVIEW PROCESS
The process looks like:
* 1 stage - Initial chat and 5 min presentation task on a topic you have presented on before
CONTACT
Semilore Adeyemi
Recruitment Consultant
SIMILAR
JOB RESULTS
The Long Game – Sports Analytics and Social Media Insights | Harnham US Recruitment post
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The Eagles just took down a Super Bowl dynasty, the New England Patriots. They did it with a quarterback only three games in before the Bowl. In 2002, the Oakland A’s in a bid for the Championship won 20 consecutive games with, as quoted in the movie Moneyball, “an island of misfit toys.” Football, baseball, basketball, whatever the sport, New York is the home for league headquarters. The New York Metro area is one of only two cities in the country to boast eleven sports teams in the five most important professional leagues. Here, numbers, stats, and algorithms are just as important as plays, training, and wins. Okay, so wins are important. But, how do you get there? How do you know your play will hit a home run or make a touch down? It’s in the numbers, the data. Even fan engagement can offer insights across social media channels – every channel, fuel to the win, plus of course great players, well-trained, who go for the win.Sports Get Social (Media)Sports have always been social; a place for friends and family to gather and cheer on their favorite team. In the age of digital, sports teams and their players join the social media landscape to better engage with fans and businesses are paying attention. Social media value in sports translates to the transfer of power of popular players and teams to products. Something like the athlete on a cereal box, but on a much wider scale. For customized up-to-the minute dashboard analysis, companies spend anywhere from $50,000 to $100,000 to determine their social media measurements. Comparing their mentions, fan reach, engagement and so on to see how they measure up against other teams and players within a specific location or sport.As social media continues to preoccupy marketing and advertising executives in sports, decision-makers are digging deeper. They want to know what’s working, what isn’t, what to focus on, who’s being reached, and how effective their efforts are. Data is weighted depending on the sport, but across the board social media is quickly becoming one of the most important ways to speak to sports fans.Â
Sports Marketing Insights Though TV, radio, and in the seats are still valuable and viable, the sheer magnitude of social media fandom is on the rise. Wherever you are, you can check your favorite teams scores, find player stats, and compare notes with others around the world. The key selling point for marketers? Instant feedback. Marketers now have instant access to what’s working and what isn’t when it comes to social media. They’ll know immediately whether a brand campaign is successful or not and can gauge its effectiveness via comments and critiques. Insights via these channels allow businesses to see at once what might take them hours or days to compile via polls, surveys, or focus groups. Fan engagement insights are invaluable to not only launch follow-up campaigns, but to ultimately have user-generated content to spur engagement.In play, a team’s success is measured on the scoreboard, but in social media channels, teams, players, and brand successes are measured with fan engagement. Though not everything can be controlled, we would be remiss in not mentioning analysis of pain points and injury reduction through machine analysis. Pain Points While ultimately, coaches decide who is at risk for injury and must make the determination to keep them on or take them off the field, they must first understand the computer-generated analysis. As seasons progress, fluctuations in a player’s fitness and appetite for risk determine the probability of injuries.This type of analysis requires a level of computation only machines can process. But, if coaches don’t understand what they’re reading, they can’t make informed decisions. They need to know such variables as how the predictions and analysis were calculated as well as the exact effects of analytics on performance. They need to trust the numbers generated by the machine, then combine that with their domain knowledge and experience to make their decisions. Predictive injury analysis, fan engagement, brand awareness, and sports business executives can all benefit from insights gained through analytics. Marketing insights help to propel successful campaigns into the limelight and this knowledge helps to feed everyone’s bottom line.Â
Join the ClubMultiple revenue streams such as match day, broadcasting, commercial, and now digital are driving sports teams’ executives and clubs to a healthy bottom line. Fan data segmented by any number of factors include age, location, and gender while store sales and season ticket holders can be monitored to understand where and when sales are being made. Clubs use this information in their marketing campaigns to decide the best place for their stores based on demographics and fan behavior. By analyzing these results they can even boost ticket sales based on past results to balance profit margins through predictive analytics.The potential for analytics in sports has been utilized prodigiously in every sport from baseball to football to basketball and everything in between, yet its benefits are still up for debate. Data-driven insights offer a glimpse into the inner workings of teams as one unit, can help prevent injuries, as well as help individual players improve their game. When the dynamics come together the return on investment can be huge. Though the data must be translated for humans to understand, most sports clubs recognize data can create insights humans can’t replicate.Analytics may offer immediate insight once played, but investment in analytics is a long game. Affecting everything from player recruitment to injury prevention to business decisions, for some the debate of its benefits remain. Yet, as the jocks claim the money and fame, the back-office nerds are developing algorithms to help businesses determine everything from player picks to ticket prices.Want to join our club? We specialize in digital and analytics recruitment and currently have an opening in our roster for a Lead Marketing Scientist with a data-rich sports media firm in New York. For a list of all our current vacancies, check us out here.For the East Coast team please call 212-796-6070, or email newyorkinfo@harnham.com.For the West Coast team call 415-614-4999 or email sanfraninfo@harnham.com.Â
What does it take to be a Chief Data Officer? | Harnham Recruitment post
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By Noam ZeigersonNoam 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 OfficerThe 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 roleEvery 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 data and technology jobs or get in touch with one of our expert consultants to learn more.Â
How data can help business achieve their diversity and inclusion (D&I) objectives | Harnham Recruitment post
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Since the #BlackLivesMatter campaign went viral in 2013, the subsequent groundswell of information shared online highlighted that racial inequality continued to reside across society. Many tech companies responded quickly by releasing equality and diversity statements, spearheaded by tech giants Microsoft, Facebook, Google, and Apple. The resulting reports were not a cause for celebration. The contents shone a spotlight on the overwhelming white and Asian male biases. The reporting did however galvanise the industry into action. Action to create a culturally richer, more diverse workforce in tech, IT and Data.However, despite movement in the right direction over the past eight years, we still have a long way to go until true diversity and inclusion is reached within the industry, and the pandemic has played a significant role in the regression of progress. Take women in data as an example. While Harnham’s UK Data & Analytics D&I report 2020 shows a steady increase in women in tech over the past decade, our UK Salary Guide 2021 reports a decline in women in tech from 30 per cent to 28 per cent this year.BUT WHY IS DIVERSITY IN THE SECTOR SO IMPORTANT?In 2015, McKinsey published research showing that gender-diverse companies were more likely to financially outperform their homogenous competitors by 15 per cent, while ethnically diverse companies were more likely to outperform by 35 per cent. A follow-up report in 2017 established the correlation between profitability and value creation in gender diverse executive teams. The evidence for cultivating a diverse workforce is compelling and 75 per cent of business leaders identify that D&I is both of value and a priority for their organisation.  Just this year, Sky announced via Twitter that they have appointed seven D&I leaders to their Diversity Advisory Council to guide the business. They are investing  £30m in creating a more diverse and inclusive workforce over the next three years, to deliver a measurable impact on both business and society.So how can data help meet D&I goals? DATA IS INTEGRAL TO ORGANISATIONS MEETING THEIR D&I GOALSA recent Intel report found that a majority of Gen Z would be hesitant to take a job from a company that does not have diverse representation within their senior leadership and a nationwide poll carried out by the Institute of Coding found that more than half 16–18-year-olds believe that the digital workforce lacks diversity. The industry is facing a potential skills gap crisis and needs to act now by using data insights to inspire the next generation.ROBUST DATA LEADS TO BETTER DECISION MAKING It is easier, and more effective, to make decisions with a clear understanding of the starting point. Data can provide baseline evidence from which to plan D&I initiatives and work towards inclusivity goals.WHAT TYPE OF DATA INSIGHTS TO GATHER FROM YOUR WORKFORCE?Having a data driven approach into the diversity of your workforce that goes beyond the simple hiring numbers is the key to setting progress markers and measuring the effective ness of your D&I initiatives. Progressive teams will consider gathering and monitoring D&I data as part of their ongoing business strategy:  ·      Total workforce composition against leadership composition·      Compensation and compensation history across demographic groups ·      Hiring and promotions across all departments ·      Internal mobility by demographic group ·      Leavers by demographic group ·      Access to and usage of benefits ·      Diversity in hiring v diversity in recruiting HOW TO GATHER D&I DATA FROM YOUR WORKFORCE Employees will want to be reassured that their data is being given for useful purposes, and some will be sceptical about giving it away freely. Ensure you work with your team to highlight the benefits of your data collection and reassure them on data privacy.·      Explain reasons why data is being collected ·      Be transparent in your data requests ·      Allow anonymity in data gathering  ·      Give options to ‘not specify’ in any survey data ·      Feedback data insights to your whole workforce to insure inclusivity ·      Be clear in your follow-up initiatives towards meeting your D&I  USING DATA INSIGHTS TO MEASURE THE JOURNEY TO D&I GOALSData insights will enable stories of success to be shared both in the boardroom and at the water cooler, evolving a culture of positivity throughout the organisation. Regular, robust data-capture as part of your business’s strategy will enable you and your team to see progress, instilling them with the confidence to set progressive goals year on year, driving D&I data metrics in the right direction.  A D&I strategy will enable businesses to be more innovative, make better decisions, improve staff engagement, and deliver better results. A good strategy requires meaningful data –data gives business the power to act. Â
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