Harnham

Harnham becomes a top 25 socially engaged staffing agency

our consultant managing the role
Author: Rob Quirk
Posting date: 10/19/2017 12:40 PM

Out of over 60,000 staffing firms based in the EMEA region, Harnham has ranked 21st within the list which is based on certain key social metrics such as social reach, employee engagement, employer brand and content marketing.

 Harnham remains a specialist niche recruiter within the Data & Analytics space and has beaten tough competition from larger generalist staffing companies. To be recognised as one of the leading recruitment agencies is a fantastic achievement that we are immensely proud of and highlights the hard work put in across the business to engage our customers on one of the biggest social channels.

 Harnham’s Senior Partner, David Farmer, has been driving many social initiatives across the business and believes that empowering teams has been key. “All our teams are very passionate about the markets they work in. Every day they are talking to customers developing an unrivalled insight and are therefore relied upon to give career advice and market updates. We encourage our consultants to use Linkedin to share this expertise and join discussions with an ever-growing audience. Becoming a Top 25 Most Socially Engaged business is an important accolade for Harnham and will further strengthen our profile on Linkedin helping us to deliver an even better service to our customers.”

Follow Harnham on Linkedin for Data & Analytics events, jobs, insights and more!

Related blog & news

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

Visit our Blogs & News portal or check out the related posts below.

Fighting Crime with Data: An Ethical Dilemma

Can you be guilty of a crime you’ve yet to commit? That’s the premise of Steven Spielberg’s 2002 sci-fi thriller ‘Minority Report’. But could it actually be closer to reality than you think.   As technology has advanced, law enforcement has had to adapt. With criminals utilising increasingly sophisticated methods to achieve their goals, our police forces have had to continuously evolve their approach in order to keep up.   New digital advances have refined crime-solving techniques to the point where they can even predict the likelihood of a specific crime occurring. But with our personal data at stake, where do we draw the line between privacy and public safety?  Caught on Camera   The digital transformation has led to many breakthroughs over the past few decades, originating with fingerprint analysis, through to the advanced Machine Learning models now used to tackle Fraud and analyse Credit Risk.   With an estimated one camera per every 14 individuals in the UK, CCTV coverage is particularly dense. And, with the introduction of AI technologies, their use in solving crimes is likely to increase even further.   IC Realtime’s Ella uses Computer Vision to analyse what is happening within a video. With the ability to recognise thousands of natural language queries, Ella can let users search footage for exactly what they’re after; from specific vehicles, to clothes of a certain colour. With only the quality of CCTV cameras holding it back, we’re likely to see technology like this become mainstream in the near future.   Some more widespread technologies, however, are already playing their part in solving crimes. Detectives are currently seeking audio recordings from an Amazon Echo thought to be active during an alleged murder. However, as with previous requests for encrypted phone data, debate continues around what duty tech companies have to their customer’s privacy.  Hotspots and Hunches Whilst Big Data has been used to help solve crime for a while, we’ve only seen it begin to play a preventive role over the past few years. By using Predictive Analytics tools such as HunchLab to counter crime, law enforcement services can:  Direct resources to crime hotspots where they are most needed.  Produce statistical evidence that can be shared with local and national-level politicians to help inform and shape policy.   Make informed requests for additional funding where necessary.   Research has shown that, in the UK, these tools have been able to predict crime around ten times more accurately than the police.   However, above and beyond the geographical and socioeconomic trends that define these predictions, advances in AI have progressed things even further.   Often, after a mass shooting, it is found that the perpetrators had spoken about their planned attack on social media. The size of the social landscape is far too big for authorities to monitor everyone, and often just scanning for keywords can be misleading. However, IBM’s Watson can understand the sentiment of a post. This huge leap forward could be the answer to the sincere, and fair, policing of social media that we’ve yet to see. Man vs Machine  Whilst our social media posts may be in the public domain, the question remains about how much of our data are we willing to share in the name of public safety.   There is no doubt that advances in technology have left us vulnerable to new types of crime, from major data breaches, to new ways of cheating the taxman. So, there is an argument to be had that we need to surrender some privacy in order to protect ourselves as well as others. But who do we trust with that data?  Humans are all susceptible to bias and AI inherits the biases of its creators. Take a program like Boulder, a Santa-esque prototype that analyses the behaviour of people in banks, determining who is ‘good’ and who is ‘bad’. Whilst it can learn signs of what to look for, it’s also making decisions based around how it’s been taught ‘bad’ people might look or act. As such, is it any more trustworthy than an experienced security guard?  If we ignore human bias, do we trust emotionless machines to make truly informed decisions? A study that applied Machine Learning to cases of bail found that the technology’s recommendations would have resulted in 50% less reoffenders than the original judges’ decisions. However, whilst the evidence suggests that this may be the way forward, it is unlikely that society will accept such an important, life-changing decision being made by a machine alone.  There is no black and white when it comes to how we use data to prevent and solve crime. As a society, we are continuously pushing the boundaries and determining how much technology should impact the way we govern ourselves. If you can balance ethics with the evolution of technology, we may have a role for you.   Take a look at our latest roles or contact one of our expert consultants to find out how we can help you. 

Henry Rodrigues

15. November 2018

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. 

Guest Blog

08. November 2018

View all blogs