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Elise is a specialized recruitment consultant with a focus on entry to senior hires for Business Intelligence roles in the Nordics.
700000kr - 900000kr per annum
Oslo
Harnham jobber retained med en av verdens best kjente konsulenthus innen multinasjonale profesjonelle tjenester.
VAC-224031/EM
750000kr - 950000kr per annum
This company has a large amount of data that needs to be collected so that the Data Scientist you are working alongside can use it for further analysis.
VAC-20948/EM
700000kr - 850000kr per annum
Stockholm
International, humble company with a start-up mentality (but backed by a blue-chip).
VAC-2904723/EM
800000kr - 900000kr per annum
We are looking for a Lead Data Consultant to mentor our data and analytics team and drive our data competency to a new level.
VAC-209490/EM
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.
Over the past decade, the world of Data & Analytics has seen consistent growth in the number of consultancies around, particularly throughout the Nordics. Naturally, the household names, the so called “Big Four”, dominate the industry, but an influx of more niche and targeted consultancies are starting to change the shape of the market. With new technologies and a never-ending stream of Data challenging businesses, it should be no surprise that many are turning to consultancies for help. And with this increase in demand, follows a need for top talent. But, with so many potential options out there, why should Candidates look to move away from client-side? THEY’RE INVESTING The Data & Analytics industry is booming, despite the fact that the demand for talent is significantly higher than the supply. As a result of this, a lot of the biggest consultancies are now trying to gain a foothold in this area of the market, investing money into building out their Data teams. However, they’re facing competition from a number of emerging niche consultancies with direct focus on Data, or even more specific expertise, such as Cloud computing. As a result, consultancies are putting a lot of time and resource towards getting the best people and securing the highest level of competencies. Not only does this put candidates in a strong position, but also means that the majority of consultants are working in environments surrounded by a very high level of expertise. THEY’RE FEELING ‘THE YOUTHQUAKE’ Consultancies generally have a very strong reputation and often feature highly on graduating students’ lists of preferred employers. In Norway, in the list for most attractive companies amongst students, three consultancies featured in the top ten. The promise of exciting projects, a fast paced environment, fast career progression and adaptability continue to draw the best young talent around. Interestingly, however, in neighbouring Sweden the list is drastically different, with no consultancies featuring. In fact, in the Swedish list, we see a greater emphasis on home-grown companies with Spotify, IKEA and Volvo all featuring. Potentially this is because Norway lacks tech giants, and world dominating furniture companies, and instead is home to Equinor, Telenor and Aker Solutions. EXPOSURE, EXPOSURE, EXPOSURE There’s no denying that success at a consultancy relies on a lot of hard work. But, with that, comes a number of benefits and working at one is a great way to get a lot of experience, quickly. Those early on in their careers in a consultancy will frequently face different projects, and will gain a lot of exposure to different situations and problems. Consultants also get hands-on experience in dealing with stakeholders, both internal and external, and, as a result, get to develop skills in explaining their findings to those who are non-Data literate. They’re also, often, prestigious and highly sought-after places to work at and, with that, comes a level of status and renown that looks great on a CV. Plus, the fact that they’re home to a lot of top talent makes consultancies great places to form a strong network of fellow Data Analysts. THERE’S SPACE TO GROW From working with a number of consultancies, it’s a abundantly clear that they offer great opportunities for internal growth. It’s not unusual for a Graduate Consultant to build a career and climb the ranks, gaining more and more responsibility as they advance. Plus, as I mentioned above, consultancies also provide lots of opportunities for your long-term career, given the hands-on skills Consultants develop in technological competence alongside stakeholder and client. Companies like people with consultant backgrounds on their CVs as it highlights exposure to and number of different projects and experience in stakeholder management. If you’re looking to take the next step in your career, and think a consultancy might be the right place for you to go, Harnham can help. Take a look at our latest opportunities or get in touch with one of our expert consultants to find out more.
by Elise Myhren
16. January 2020
Is Data the world’s most valuable asset? Every business has it, most use it, and the best transform their businesses with it. It’s unsurprising, then, that there is now an enormous demand for Data Scientists, Data Engineers, and all forms of Analysts. Whilst many enterprises are now beginning to see the benefit of internal Data education, progress in upskilling remains slow. But how is this impacting the industry? Education, Education, Education For starters, with the evolution of Data, we have also seen an evolution in education. Universities have long been our source for acquiring knowledge, skills, values and beliefs. As such, they continuously reinvent the way they educate, modernising and adapting to the present day. So, it will come as no surprise that we are seeing more and more Data focused programmes and degrees in top universities around the world, including in the Nordics. This is a great way of organically growing Data talent and supplying businesses with freshly educated minds, and should, in the long term, help conquer the short supply of talent available. As there is little to no sign that Data will become irrelevant anytime soon, providing an education in this area makes sense. And, with so many training and educational opportunities now available, businesses looking to upskill their employees have the option to externally fund their development. A Fountain of Youth Another highly visible effect of this talent shortage, and something unique to the Data & Analytics industry, is a lack of experienced leaders. Whilst there definitely are great leaders within this space, all with plenty of knowledge, the young make-up of the market means that their experience is often limited. Having reported on the state of the industry in our Diversity Report, Harnham found that over 60% of the Data & Analytics community is aged between 25 and 34, with 35% aged between 35 and 44. In other words, those leading the industry are young, or at least younger than in many more established industries. There are some obvious reasons for this, as Data is a relatively new field, and its importance to businesses has only emerged somewhat recently. Of course, having young leadership does not imply ignorance or inadequacy, but simply highlights how young the industry is, and how those leading may still have plenty of room to develop. Fast-Paced Progression Going hand-in hand with young management is, unsurprisingly, an industry that offers fast progression. From the moment you step out into the wild world of Data & Analytics, there are numerous opportunities to progress quickly into specialist and management roles. However, this has stabilised somewhat recently. Our 2019 Salary Guide uncovered that it now typically takes 10 to 12 years to reach a Director/Head of position. Obviously these numbers are an average, with those in Digital Analytics progressing significantly faster than those in Risk Analytics, alongside natural variations depending on the sector and size of individual businesses. What remains apparent is, with such a high demand for talent that’s in short supply, it is crucial that businesses can both recruit and retain the best individuals out there. By keeping the above in mind, and ensuring that education, progression and leadership opportunities are on each employee’s career path, enterprises stand a better chance of getting hold of, and keeping, the best people in the industry. If you’re looking to get hold of the best employees in a talent-short market, or are looking to take the next step in your career, Harnham can help. Take a look at our latest opportunities or get in touch with one of our expert consultants to find out more.
12. December 2019
Business Intelligence, along with Business Analytics and Big Data, is one of the terms often associated with decision-making processes in organisations. However, there is little discussion around the importance of what skills decision makers in your organisation need to use the technology efficiently. In recent years, the development of user-friendly tools for BI processes, Self-Service BI are increasing. Self-Service BI is an approach to BI where anyone in an organisation can collect and organise data for analysis without the assistance of data specialists. As a result of this, many businesses have invested in comprehensive storage and information processing tools. However, many are beginning to find that they are not able to realise the gains of these investments as they were expecting, may often due to underestimating the difficulties of introducing these systems into the current processes and transforming existing knowledge into actual actions and decisions. In a worst-case scenario, if left unplanned, Self Service BI can sabotage your successful BI deployment by cutting mass user adoption, impairing query performance, failing to reduce report backlogs, and increasing confusion over the “single truth”. To prevent this from happening, here are our top three tips for ensuring the right implementation of SSBI in your company: UNDERSTAND YOUR USERS’ NEEDS There are three major user areas for analytics tools: strategic, tactical and operational. The strategic users make few, but important decisions. The tactical users make many decisions during a week and need updated information daily. Operational users are often closest to the customer, and this group needs data in its own applications in order to carry out a large number of requests and transactions. Understanding the different needs of each group is necessary to know what information should be available at each given frequency to help scale the BI solution. HARNESS THE POWER OF ADVANCED USERS To ensure a successful BI deployment, utilising advanced users is key. Self-service BI is not a one-size fits all approach. Casual users usually don’t have the time to learn the tool and will often reach out to ‘Power Users’ to create what they need. Hence, these users can become the go-to resource for creating ad-hoc views of data. Power Users are the ideal advocates for your business’ self-service BI implementation and should be able to help spur user adoption. UPGRADE INTERNAL COMPETENCIES Our final tip for a successful implementation is to communicate the new tool thoroughly to the users. It is highly unlikely that employees who have not been involved in the actual development project will immediately understand what the tool should be used for, who needs it, and what it should replace. By upgrading internal competencies, you can avoid becoming dependent on external assistance. Establishing a cross-organizational BI competence centre of 5-10 members, who meet regularly to share their experiences will help drives and prioritise future use of the tool. The added benefit of a successful implementation is that it will generate new ideas from users for how the organisation can use data to make better decisions. If you have the skillset to implement Business Intelligence solutions, we may have a role for you. Take a look at our latest opportunities or get in contact with our team.
08. October 2018
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