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 our recent posts below.
Charlie joined Harnham in 2014 as an Account Executive, after a number of years supporting the recruitment of candidates into our biggest clients she moved into a new function at Harnham. She now manages our UK and EU Internal Recruitment team and is tasked with finding the best talent for Harnham.
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 our recent posts below.
Ensuring that our workplaces are thriving with a diverse range of talent is, rightly, a topic that many organisations are focussing on. Yet, for the most part, this dialogue is centred around gender, ethnicity, sexuality and perhaps even physical disability. It is fairly uncommon therefore to see close attention given to exploring the challenges surrounding neurodiversity in organisations around the globe. Generally speaking, the term neurodiversity encompasses autism, attention deficit disorders, dyslexia, dyscalculia, dyspraxia and other neurological conditions. To hear a range of diverse viewpoints and perspectives is to contribute to an inclusive society and organisation. Leaving neurodiversity aside is no longer acceptable. Our research in the US highlights how 26 per cent of US adults have some form of disability, yet disabled individuals only account for 3.5 per cent of those working in Data & Analytics. As the global skills shortage worsens, it stands to reason that businesses will want to access this previously untapped talent pool. We know that in the UK, 56 per cent of organisations continue to experience skills shortages and in the US, two-thirds of employers hiring for full-time, permanent employees say they can’t find qualified talent to fill open jobs. An often-overlooked area of diversity is the impact a disability can have on an individual’s professional career. It’s no secret that all organisations would like to construct the best team – but are you doing enough to consider underrepresented talent? Creating a smooth recruitment and interview process One of the first barriers that neurodiverse candidates may encounter when seeking to enter an organisation is the recruitment and interview process. For these individuals, undergoing testing in this way puts pressure on communication skills, a tool that often allows us to better understand, connect and empathise with one another. When it comes to the recruitment process, the traditional in-person interview process — which assesses communication skills and personality fit — can be difficult to negotiate for neurodiverse candidates. In fact, this can be said to have been heightened by the pandemic too. The switch to virtual interviewing has added a new challenge to how neurodiverse candidates are able to participate in the process as miscommunication and interruptions come into the picture. For employers, tapping into the pool of data professionals with these invisible disabilities requires them to take the stress out of the interview and assessment process. It is critical to consider someone’s potential ability to do the job and the core skills that they have linking directly to the role on offer. Onboard a successful neurodiverse candidate efficiently Regardless of the size of an organisation, from global corporation to growing SME, they all share the same need to onboard new hires successfully and with limited disruption. It is this process that begins the relationship between an employee and an employer and although there will have been interactions through the recruitment process, it is the initial welcome into the organisation that will set the tone for the relationship moving forward. For neurodiverse employees this can be a daunting prospect; meeting new people while also familiarising themselves with a new environment and routine requires ongoing support and help from the employer. There are a number of ways that organisations can make this easier, from in-person or virtual meetings with smaller groups of the team to scheduled one-to-one chats with colleagues, the first few steps can be made more comfortable by promoting an inclusive culture. However, as there are such wide-ranging differences between neurodiverse conditions and individual requirements, employers need to implement policies that are tailored and highly individualised. Creating such policies and programmes can be complex and time-consuming, but it is critical to include your team in this. Ultimately it will boost your bottom line and the array of perspectives and views that are shared within the organisation. Retaining neurodiverse employees Neurodiverse candidates are capable, intelligent and have creative-thinking minds. To ensure their tenure within an organisation is lengthy and successful, we need to support these professionals and equip them with the tools and support they need to thrive. A standardised approach will not satisfy every need, and so it is important that every person in your organisation is accommodated as far as possible. The importance of this could not be clearer, as the BIMA Tech Inclusion & Diversity Report details how neurodivergent employees are more likely to be impacted by poor mental health (84 per cent against 49 per cent for neurotypical workers). This suggests that beyond attracting neurodiverse talent into the organisation, employers need to focus on the quality of the experience within the team. For example, take the time to book in regular meetings between the employee and their line manager. This will ensure that projects run smoothly, and any concerns or questions can be raised in a controlled environment. Listen to your team and their lived experiences to make informed and accurate plans to facilitate their growth within the team. After all, each employee brings a set of unique skills to a company. As more organisations realise the benefits of hiring neurodivergent candidates into their teams, employers have to act quickly to make routes into the business as accessible as possible. Ultimately, hiring neurodiverse people makes complete business sense. We know that diverse teams perform better, so now is the time to step up and tap into the huge pool of neurodiverse data talent. If you’re in the world of Data & Analytics and looking to take a step up or find the next member of your team, we can help. Take a look at our latest opportunities or get in touch with one of our expert consultants to find out more.
15. April 2021
Slowly but surely, we have seen the gender gap across the Data Science sphere closing year on year. In fact, we were pleased to report that women make up 30 per cent of the industry in 2020, a large uptick of 5 per cent from 2019. Whilst we’re edging closer to that desirable 50/50 split of men and women, it’s hard to ignore the issues that persist in the gender gap. A large proportion of women in the industry are at entry-level, and this has a big bearing on the problem, resulting in a gender pay gap that is above the national average in the Data Science sector; for every £1 a man earns, a woman earns only 89p. Here at Harnham, we want to go further than just reporting on the state of play, we want to be catalysts for change. It’s all well and good that these damning statistics are reported on and brought to the attention of the public eye, but if we go no further than this, how can we expect change to happen? We would like to welcome you to our newest series: "Meet Women in Data". A platform for incredible women in Data, and their male advocates, from across the globe to share their insights into the industry; its highs and lows, its challenges and wonders, and the steps we need to take to ensure diversity continues to be at the top of the priority list for the future generations of Data Scientists. To kick things off, we spoke to Kirsty Garshong, Senior Manager for Contract Recruitment at Harnham. About Kirsty Hi, I’m Kirsty, one of the Senior Managers here at Harnham, and I’ve been part of the UK contract team for six years, now heading up our Diversity Committee. I must admit, when I first joined the company, I thought the job was hard, and most days I really lacked confidence. I simply couldn’t get my head around the tech. However, as time passed, and as I spoke to the candidates I dealt with, as well as my colleagues and others within the industry, I began to make sense of it all. The struggle to grasp the technicalities wasn’t the only thing. I did feel my gender hindered me. A lot of the candidates I dealt with were men who were incredibly transactional and rather uninterested in what I had to say, something my male colleagues didn’t struggle with at all. It took a while to learn, but the only way to deal with this was to make it very clear as to what the benefits of speaking to me were, and I learned to meet abrasiveness with directness. Looking back on those first months, I feel incredibly proud that I persevered. Knowing what I know now, acknowledging how underrepresented women are in the industry, to be one of the few who can speak up, speak out and make a difference is fantastic. And anyway, I ended up being quite good at the job! How do you think the industry perceives women in the tech space? I think we’re like gold dust, especially in recent years. There’s not as many of us compared to our male counterparts, and we’re highly sought after. This positive approach to women has most certainly changed for the better. Even in my six short years of working, we weren’t always seen as such an asset. A few years ago, women would have to fit around companies, not the other way around. We had to have the right goals, the ‘correct’ outlook on life and we had to benefit our superiors; there was no question of how companies could benefit us, or how they could support our personal and professional development. How do you think those outside of the industry perceive women who work in tech? There’s certainly a stigma, not necessarily a negative one but you’re definitely seen as an exception to the rule. It’s widely known that the industry is male dominated and so, as a woman in tech, you’re expected to be a female who doesn’t have traditional female values, like wanting a family. Of course, this is inherently incorrect. I know that this stereotype arises from the very nature of the job. We work in a demanding industry of long hours which requires an extremely high level of skill in order to succeed. So, if you were to take time out and not keep up with your learning, it’s highly likely that you could fall behind and not be able to fulfil the expected demands on return. But it’s not just women that take time out, men do too, so why is there the assumption that it’s only maternity leave that runs the risk of dropping a couple of balls? Ultimately, whether you’re a man or a woman who takes time out (for whatever reason) and don’t take personal responsibility to keep up with the ever-changing curve of tech, you’ll fall behind. Do you, or have you, come against any issues in the sector because of your gender? I went to a meeting once with someone I managed - he was new, and we were meeting with a male stakeholder. Despite being said stakeholder’s only point of contact long before my junior colleague came on board, the stakeholder only addressed him. Any questions or topics of conversations, he simply wouldn’t regard me. When we sat down, I then explained who I was, and he looked very embarrassed. He didn’t acknowledge what he had done or apologise, but for the rest of the meeting he was very meek. Currently, for every £1 a man earns, a woman earns 89p. What are your thoughts on this? I think it’s absolutely ridiculous. What can a man do that a woman cannot if facilitated in the right way? If I’m on a level playing field with a male counterpart, I should be paid the same. End of story. Why do you think it’s important that there is a good representation of women in tech? A woman can do anything a man can do in tech. There’s nothing biological about the job, it’s all reliant on skill but unfortunately, there’s still this ingrained idea that tech is a man’s job. Despite this stereotype, some of the best data scientists were women, they quite literally changed the world. But without diversity, the number of girls looking to take-up and apply for STEM-based subjects at school and university will decline. Unfortunately, women won’t want to be trapped in an industry perceived as a ‘boys club’. We need to continue to work hard to inspire the younger female generation and create a balanced gender split across the whole industry, and that’s only going to happen if women are the face of data as much as men are. During your time within tech, has the gender conversation changed? It’s become very much an expectation that employers have a mixed list of genders when it comes to the recruitment process. If I was to give a client a candidate list made up of just men, I am confident the client would push back on the lack of diversity. Even just six years ago, this would not have been the case. In fact, more questions would probably have been asked if there were several women on the list around whether we had stressed the role would be in a highly pressured environment with long hours. There is still a very low number of women in tech. What more do you think could be done to change this? I think employers need to start to look inwards at themselves. Do they know what they’re do-ing to help diversify their business, do they know exactly what they’re doing to attract candidates and, most importantly, are they aware of what women want from an employer? In Harnham’s most recent Diversity and Inclusion report, we found that the top five important working benefits for women are: the option to work from home, a bonus scheme, health insurance, enhanced pension contributions and an education or training allowance. Employers that don’t offer these benefits are discounting a large pool of female talent. It’s not always the case however that employers don’t offer these sought-after benefits, it’s that employers don’t bring awareness to them, so potential employees simply have no knowledge of them. For example, this year in the UK, only 22 per cent of employees knew about their company’s parental leave scheme. We also need to address the way women are recruited into tech. STEM subjects (Science, Technology, Engineering and Maths) are not the only areas Data Science candidates can come from, but this is where they are most widely recruited from. We need to change and update this conversation. For example, having a marketing degree can set up you up for a great career within data marketing and insights if given the correct training on programming. What do you love most about working in tech? We live in an ever-changing world and tech is undeniably at the heart of everything that we do – from Apple Pay to Track and Trace – it’s part of every process. It’s amazing to be a facilitator of this. I also love speaking to clients and hearing about their pain points and, with my knowledge and expertise, being able to offer tangible solutions. Does being a woman give you any advantages in the tech sphere? I think those inherently female skills, such as empathy and the ability to listen and understand on an emotional level, have certainly helped me in tech. I can make those around me feel like we’re working together, not against one another - which is very common between two males within the industry. Who is your biggest role model for women in tech and why? Sunmee Jang – she works for Sony Playstation as its Global Analytics Manager. She is one of the best people I’ve ever come across in tech, woman or man! She is incredibly solutions-focused and intelligent, running a team that produces some of the best games in the world. Not only does she hold impressive skills, her kindness is second-to-none. She is empathetic, lighthearted and just an all-round lovely human being. For the next generation of women in tech, what advice would you give? Think about what you actually want from a career and how the company you're interviewing for fits with that. Look at what the deal breakers are for you and don’t be afraid to ask companies if they offer those things. Men are traditionally more likely to demand and negotiate, whereas women aren’t. However, I would encourage you to do so. It’s not unprofessional to know what you’re looking for in a role. In fact, I would argue it’s an attractive quality in any candidate as you will come across as driven. Also, don’t be afraid to shout about your technological achievements! Make a log of these for potential employers as examples when interviewing to open more doors for yourself. So even if you have a gap in your career, your achievements make up for it - don't give anyone an excuse to deny you from that role or promotion.
08. October 2020
Virtual interviewing may have erupted over the last few months but the trends are showing that this is something that is likely to last well beyond the remote reality that many people are facing. Virtual interviewing is not as easy as it seems, in fact we’ve found our clients asking us over and over again for advice on how to run an effective video interview process. With that in mind, we’ve compiled a list of some of our top tips for clients and hiring managers for a successful video interview: 1. DON’T FORGET THE PRE-INTERVIEW PREP Confirm: Just like you would confirm a face to face interview with an email with the right address, instruction of how to get there and what to expect – the same applies for virtual interviews. Ensure to email candidates in advance with a link, information about who they are meeting and, most importantly, what you expect from a dress code. One of candidates biggest areas of concern is usually about what to wear for a virtual interview, so setting this out clearly in an email is a great way to start the process off on the right foot.Do not forget to provide instructions for using the video conferencing platform. Whether it is zoom, skype, google hangouts or another – keep in mind the candidate may not be familiar with your platform of choice. Test: Make sure to log onto to the interview early to ensure your camera, microphone and set up works. Be sure to ensure that your image is clear and that the volume is adequate. It is likely that the candidate will do the same and will ensure that the first few minutes of the interview aren’t focused on the technical side of things and ‘can you hear/see me?’. 2. PROVIDE A CLEAR STRUCTURE Opening: A usual face to face interview provides opportunity for warming a candidate up, however this time there is no shaking of hands and asking about commute.Just because you are video interviewing does not mean therefore that icebreakers shouldn’t exist, consider still incorporating an icebreaker to put the candidate at ease. Ease concerns: One of the biggest concerns that candidates have when video interviewing is that there is a lot more out of their control in comparison to sitting in a meeting room opposite your interviewer. To ease any worries that the candidate might have, and to create a great candidate experience, let them know that background noise is okay and not to panic if the connection drops out. It’s likely that the candidate will have done everything they can to stop both of these from occurring, but ultimately, they could happen and it’s important the candidate knows that this will not negatively affect their outcome. Set the agenda: Once you are through the icebreaker and have eased concerns, make sure to set an agenda for the interview. Let the candidate know what to expect. For example, introduction, CV run through, competency questions, Q&A and end. End the interview the right way, finish up by telling the candidates about the next steps and the timescales that you expect for that. 3. PREPARE THE QUESTIONS IN ADVANCE Due to the nature of video interviews, you will find the experience quite different to what you were used to. Usually you would have the CV and question sheet in front of you on the table, or on a laptop and the candidate separate to that. This time, you will potentially have all of that information on one screen. Preparing for how to optimise your screen and information therefore is important so that you can focus more on the candidate. Read up on the candidate: Complete your CV read through and background prior to the interview to ensure that you do not need to rely wholly on the CV to make sense of the candidate’s answers. Don’t try and wing it: Prepare your questions in advance, have the questions in front of you and use them to help you to keep the interview on track and ensure all your questions get answered. 4. BE AWARE THAT EYE CONTACT IS DIFFERENT One of the biggest issues that clients and candidates alike feedback to us is that the concept of eye contact when video interviewing has as slightly different meaning. Having real eye contact in a virtual interview is challenging, because it means that you are going to be looking at the camera and not at the candidate, which takes some adjusting to. Top Tips: Train yourself to look at the camera when you are talking, as this will give the candidate more of that personal feeling.Avoid the temptation to gape at your image on the screen, or the candidate when you are speaking. If possible, turn off your picture so that the only image that shows on the screen is that of the candidate – this avoids the very familiar desire to look at oneself. 5. AVOID DIGITAL DISTRACTIONS There’s only so much you can do to stop your child running into the room, or your partner forgetting you’re on an interview and heading to the fridge but you can control the digital interruptions. It is important that you give the candidate your full attention. If your entire process is virtual, these are the sole ways that the candidate has to judge whether this is the right opportunity for them – so remember that this is a key part of their experience. Turn off notifications: Interviewing on a computer means that you are more likely to be distracted by your emails, IM messages, we’d advise turning off your notifications for both emails and IMs and closing all unnecessary tabs. Turn your phone onto airplane mode or DND. Harnham are currently supporting our clients within the Data & Analytics space on running completely remote interview processes for candidates. If you're looking to hire we can help you optimise your process in order to get the best talent then get in touch with one of our expert consultants.
18. June 2020
We recently spoke to Sarah Nooravi, an Analytics professional with a specialism in Marketing who was named one of LinkedIn’s Top Voices in Analytics. Sarah found herself working in Analytics after being attracted to the culture, creativity and the opportunity to be challenged. Having spent the first four years of her career working within the Marketing space, she has seen a real transition in the way that Analytics and Data Science has informed Marketing decisioning. “I started my career in a Marketing agency within the entertainment industry, at the time it was doing things that most of the entertainment industry hadn’t considered doing yet”. At the start of her career she’d meet entertainment giants with advertising budgets of millions of dollars who were, at the time, making mostly gut decisions with how to approach campaigns. “It was common that I’d hear, ‘I think our audience is females over the age of 35 with a particular interest and we should just target them’” she expands. However, agencies quickly recognised the need for something more Data-driven. Entertainment businesses were going too narrow and were misunderstanding their audiences. The next step was to embed into these businesses the insights from a greater variety of sources, including social media, and to introduce more testing. That translated into a better media buying strategy that could be continuously optimised. It was a big step forward in the utilisation of Data within this realm and its clear focus on ROI. Suddenly, the market was changing, “There was a massive spike of agencies popping up and claiming to leverage Data Science and Machine Learning to provide better optimisations for entertainment companies, mobile gaming – you name it. There was a huge momentum shift from using these gut decisions to leveraging agencies that could prove that”. What she saw next seemed only natural, with more agencies offering Data-driven optimisation, companies looked to develop this capability internally. Sarah elaborates; “Now I am seeing these companies starting to take ownership of their own media buying and bringing the Marketing and Data Science in-house”. This shift in-house has been propelled by the major players, companies like Facebook, Google and Nooravi’s own company, Snapchat, working directly with companies to help them optimise their campaigns. This shift has changed the landscape of Marketing Analytics, specifically within the advertising space. Sarah explains, “You no longer need an agency to optimise your, for example, Facebook campaigns, because Facebook will do it for you. They are minimising the number of people behind the campaigns. You give up a little of your company’s Data for a well optimised campaign and you don’t have to hire a media buyer. There is definitely a movement now to becoming more Data-driven. Companies are really leveraging A/B tests and also testing out different creatives”. It is this change in strategy that is seemingly taking the Marketing Analytics challenge to the next level. With opportunities to pinpoint specific audiences, companies are using their Data to understand how to approach their content, take the opportunity to experiment, and to find out what it takes to resonate with their audience. Sarah has seen the potential of this first hand: “We are starting to see a lot of AR and VR. There are meaningful ways to engage with technology to connect with the world. Moving forward, content will have to become more engaging. People’s attention spans are becoming shorter and with each decision someone makes it is changing the direction of content in the future. There has been a massive shift from static images to video advertisement and, more recently, from video into interactive video like playable adverts. People want to engage with adverts in order to understand a company’s message”. It is within this space that she sees a gap for the future of ROI positive advertising: “The biggest issue that I find with the creative and the content is that the value add is missing. The resonance with the brand or company, their values and mission is what is missing. Analytics alone cannot fix that. You need to understand what the company stands for, people want to connect with brands because of what they stand for – whatever it is. Especially in a time like we are dealing with right now, a pandemic, advertising spending has gone down. However, maybe there is a way to properly message to people that would resonate. Not that you want them to buy your stuff but maybe right now is the perfect time to do outreach and to help people understand your brand”. The ability to understand and predict customer behaviour is evolving, but with that, so is the customer. Whereas at the moment, you can build out experiments, you can create models that will be able to, as Sarah explains, “in real-time decide whether a user’s behaviour is indicative of one that is going to churn” and then try and create offers to increase retention. This is the challenge of the current analytics professional – our behaviours in a global pandemic have shifted consumers into a new world. Now working for Snap Inc, she sees the potential of this from a new perspective. Naturally, like most social media channels and communication technologies, they have seen an increase in usage over the last month. “People are wanting to communicate more as we are forced to social distance. However, we are seeing different regions engaging a lot more heavily. For example, it's Ramadan right now, people want to share those moments with one another and at the moment the way that they are having to do that is changing”. So, it will be a question for all those required to predict behaviours to determine how many of these new lines of communication, these new habits, will have evolved. Once people are out of quarantine, are they going to continue to utilise the apps, games, social channels in the same way that they are currently? It certainly is going to be something that many within the marketing analytics space will be trying to forecast. If you’re looking to take your next step in Marketing Analytics, or are looking to build out your team, Harnham may be able to help. Take a look at our latest opportunities or get in touch with one of our expert consultants to find out more.
28. May 2020
It’s no secret that jobs within the Data & Analytics market are more competitive than ever and with some jobs having hundreds of applicants (if not more), having a CV that stands out is more important than ever. It’s well known that many Hiring Managers spend a short amount of time reviewing a candidate, so you need to consider what they can do to have the best impact. We’ve seen it all over the years, from resumes sorely lacking detail through to those that have almost every accomplishment written over too many pages – so we’ve complied a list of the 10 things that could help you create a resume that makes an impact, complete with top tips from our team of experienced recruiters. 1. Keep it Simple All of our recruiters are unanimous in suggesting to candidates that the perfect CV length is no more than two pages, or one for a graduate or more junior candidate. Sam, our Corporate Accounts manager suggests that candidates keep it simple: “In analytics, it’s all about the detail and less about how fun your CV looks. My best piece of advice would be to keep it to two pages, use the same font without boxes or pictures, and bold titles for the company and role. It sounds pretty simple but it’s really effective and often what our clients seem to be drawn to the most”. 2. Consider the audience & avoid jargon Before your CV gets to the Hiring Manager, it may be screened by an HR or recruitment professional so it’s crucial to ensure that your CV is understandable enough that every person reviewing it could gauge your fit. Whilst showing your technical ability is important, ensure that you save yourself from anything excessively technical meaning only the Hiring Manager could understand what you have been doing. 3. Showcase your technical skills There is, of course, a need to showcase your technical skills. However, you should avoid a long list of technologies, instead clarify your years of experience and competence with each of the tools. Within the Data & Analytics market specifically, clarifying the tools that you used to analyse or model is very important and writing those within your work experience can be very helpful. Wesley, who heads up our French team, explained where candidates can often go wrong: “Candidates often write technical languages on their CV in long lists and forget to make them come to life. My clients are looking for them to give examples of how and when they have used the listed tools and languages” 4. Consider the impact of your work Just writing words such as ‘leadership’ or ‘collaboration’ can often easily be over-looked. It’s important that you are able to showcase the impact that you work has beyond the traditionally technical. Think about how you can showcase the projects that you have lead or contributed to and what impact it had on the business. Often people forget the CV isn’t about listing your duties, it’s about listening your accomplishments. Ewan, our Nordics Senior Manager brings this to life: “I would always tell someone that whenever you are stating something you did in a job you always follow up with the result of that. For example, ‘I implemented an Acquisition Credit Risk Strategy from start to finish’ – but then adding, ‘which meant that we saw an uplift of 15% of credit card use’”. Joe, New York Senior Manager, concurs: “Actionable insights are important, results driven candidates are what our clients are looking for. So instead of ‘Implemented A/B Testing’, I’d get my candidates to make that more commercial, such as ‘Implemented A/B test that result in 80% increase in conversion’”. 5. Use your Personal Summary A personal summary is effective when it comes to technical positions, as some people can often overlook them. Use this to summarise your experience and progression as well as indicate the type of role and opportunity you are looking for. If this is highly tailored to the role you are applying for, it can have an extremely positive impact. For example: ‘Highly accomplished Data Scientist, with proven experience in both retail and banking environments. Prior experience managing a team of five, and proven ability in both a strategic and hands on capabilities. Proven skills in Machine Learning and Statistical Modelling with advanced knowledge of Python, R and Hadoop. Seeking Data Science Manager role in a fast-paced organisation with data-centric thinking at it’s heart’. 6. Consider what work and non-work experience is relevant If you’ve been working in the commercial technical sphere for more than five years, it’s likely that your part time work experience during university or the non-technical roles that you took before you moved into your space are no longer as relevant. Ensure you are using your space to offer the Hiring Manager recent, relevant and commercially focused information. However, do not leave gaps just because you took a role that didn’t relate to your chosen field, you don’t need to describe what you did but have the job title, company and dates to ensure you are highlighting a clear history of your experience. It’s important to note that you are more than just your work experience as well, Principal Consultant Conor advises candidates to talk about more than just their work accomplishments: “Listing non work achievements can help make the CV stand out. If someone has a broad range of achievements and proven drive outside of work, they will probably be good at their job too. Plus, it’s a differentiating point. My clients have found interesting talking points with people who have excelled in sports, instruments, languages and more specifically for the Analytics community – things like maths and Rubik’s cube competitions”. 7. Don’t forget your education For most technical roles, education is an important factor. Ensure that you include your degree and university/college clearly as well as the technical exposure you had within this. If you did not undertake a traditionally technical subject, make sure you highlight further courses and qualifications that you have completed near this section to highlight to the Hiring Manager that you have the relevant level of technical competence for the role. 8. Don’t include exaggerated statements It goes without saying that if you are going to detail your experience with a certain technical tool or software that you could be asked to evidence it. Saying your proficient in R when you’ve done a few courses on it won’t go over well, especially if there are technical tests involved in the interview process. At the same time, don’t undervalue your expertise in certain areas either, your strengths are what the Hiring Managers is looking for. 9. Don’t get too creative Unless you’re in a creative role it’s unlikely that the Hiring Manager will be looking for something unique when it comes to the CV. In fact, very few people can pull of an overly flashy CV, most of them being those that work specifically in design. When in doubt, stick to standard templates and muted tones. 10. Tailor, Tailor, Tailor! Time is of the essence and when it comes to reviewing CVs and you don’t have long to make an impact. Make sure to customise your resume using keywords and phrases that match the job description (if they match your own, of course). For example, if the role is looking for a Business Intelligence Analyst with proven skills in Tableau you would not just claim, “experience in Data Visualisation”, you’d list the software name, “experience in Tableau based Data Visualisation”. Although every job description is different, all it takes is a few small tweaks to ensure your maximising your skillset. If you're looking for your next Data & Analytics role or are seeking the best candidates on the market, we may be able to help. Take a look at our latest opportunities or get in touch with one of our expert consultants to find out more.
30. April 2020
Large parts of the world may have moved to working remotely for the foreseeable future, but that doesn’t mean that their projects have ground to a halt. And, with Data & Analytics at the forefront of many businesses ongoing strategies, their Data teams are continuing to grow regardless. As a result, we’ve seen a huge increase in the number of video interviews taking place as companies look to continue hiring and meet their growth and business goals. For many, however, video interviewing will be an entirely new experience, one that throws a number of complications into the mix during an already unusual situation. With that in mind, we’ve put together our ten top tips for acing a video interview: UNDERSTAND THE TYPE OF VIDEO INTERVIEW “Live” interviews are ones where you’ll see another person on the end of the connection. These are typically conducted using Skype, Zoom or Google Hangout. For some interviews you’ll be recording your answers, expect these to be done using sites like Sparkhire. Ask your recruiter or contact with the business in advance so you know what type of video interview to expect. TEST YOUR INTERNET CONNECTION AND WEBCAM Test your connection for Skype, Zoom Google Hangout, or whichever interview platform you are specifically using. Do a test run to see how fast/slow your connection is to see if you will have any problems with the video that you may need to resolve beforehand. SOUND CHECK Equally as important is how you sound. Having to repeat your answer because the interviewer couldn’t hear you will not only annoy the interviewer, it may disrupt your flow and throw you off guard. If possible, try not to use headphones, as they may make you look less professional (video interview or otherwise!), but audio quality is more important than appearance here, so check the audio in advance to be sure. CONNECT WITH YOUR INTERVIEWER IN ADVANCE If you know who you’re interviewing with connect with them on LinkedIn beforehand or get their phone information. This is so you have a backup in case the video platform isn’t working and will save any last-minute panicking if the platform isn’t working. DRESS THE PART Just because the interview is over video doesn’t mean you don’t get dressed up for it. Dress how you would if you were having the interview face to face – first impressions count! Plus if you’re dressed smartly from head to toe it’ll help you feel best set up for success. LOOK BEHIND YOU Interviewers can easily be distracted by what is happening behind you. If you don’t have a home office, use a room where you’ll have a wall or bookcase behind you which will look professional. REMOVE DISTRACTIONS Noise, music, children and pets can all be distractions to you and your interviewer. Be prepared to continue through the interview if your pet makes noise or your child barges in. Ideally if you can find a quiet space away from these distractions you won’t be interrupted. MAKE EYE CONTACT Interviews over video won’t replicate a live meeting. You have to proactively make sure you smile, make eye contact and speak clearly. Don’t fidget or make a lot of movement – if the connection is slow, you’ll appear fuzzy and out of focus. DON'T PREPARE AT THE LAST MINUTE You wouldn’t leave preparing to the last minute if you were meeting face to face so a video interview shouldn’t be different. Prepare your answers, questions to ask the interviewer and use post it notes if you need helpful reminders for video-specific tips (Look at the webcam! Smile! Speak clearly!). KEEP A GLASS OF WATER NEXT TO YOU It’s an ideal prop if you do need to take a couple of seconds to collect your thoughts before answering a question. Don’t substitute for a hot beverage (tea or coffee for example) as if you do spill you don’t want to be distracted by a burn or stain. If you are looking for your next role, we may be able to help. Take a look at our latest jobs, where you will find a number of remote working opportunities. Or, if you are looking to make a remote hire, get in touch with one of our expert consultants and we can help you manage the process.
31. March 2020