FIND YOUR PERFECT ROLE

How can you be sure the person accessing sensitive information is who they say they are? Authentication has become much more complicated during the pandemic. Having the correct account credentials is no longer enough to confirm a user’s identity. So, what are organisations doing to improve information security, and how is the field of authentication developing? The problem The threats to information security have surged during the pandemic; this coupled with the challenge of keeping remote workers secure has led to several high-profile breaches. While IT teams have been working hard to ensure that data is encrypted, anti-virus systems are installed and firewalls are configured, none of this really matters without effective authentication. It’s the information security equivalent of leaving the front door open. Poor authentication processes make your organisation an easy target for hackers. A hacker can gain access to a username and password via social engineering, phishing, social engineering, malware and more — all of which have increased during the pandemic. 95% of all web application attacks are because of weak or stolen credentials.   While malicious attacks are the primary concern, authentication is also important to maintain compliance with data privacy regulations. With the boundary between home and work becoming blurred, more and more employees have been accessing sensitive information on personal devices and some have even been sharing devices with family members. Multi-factor Authentication (MFA) Throughout some sectors, such as finance, MFA is already widely used. With the need for secure authentication of remote workers, other industries are now following suit. The reason being that MFA is extremely effective — according to Microsoft, only 0.1% of comprised accounts were those using some form of MFA. MFA significantly increases the difficulty of a successful hack. Therefore, potential attackers are deterred unless the incentive is worth the time investment. Most commonly, MFA works like this: you login to a system using your username and password, which triggers a second authentication process before you are granted access. The second process could be a text message to your mobile or a smart card/USB key.  Removing Passwords According to the 2020 Verizon Data Breach Investigations report, 80% of data breaches were due to compromised or ineffective passwords. Therefore, the strongest MFA approaches have been removing passwords completely. This includes secondary authentication methods that rely on a ‘shared secret’ such as one-time passwords or SMS codes, as these can be vulnerable to channel-jacking (a hacker taking over the channel which authentication attempts are sent through). Given that strong, unique passwords are often difficult to remember and manage, removing passwords also improves usability. Biometric authentication methods such as fingerprints, facial recognition and retina scanning are often held up as the gold standard. These are easy to use and cannot be stolen like a smart card or USB key can be (although biometrics are still vulnerable to coercion). However, some employees may object to sharing private biometric data and providing devices with biometric authenticators can be expensive. Continuous and Dynamic Authentication Although MFA is very effective, authentication is typically conducted once at the start of a session. MFA assumes that the user remains the same throughout the session. Some organisations with particularly sensitive data are adopting continuous authentication, where a benign background software monitors for changes in location, device or behaviour to trigger further authentication processes. Also, MFA does not usually consider the device in the authentication process. Dynamic authentication is being used to verify device identity and health by looking for factors such as unexpected screen resolution, suspicious IP addresses and CPU speed. This information will be continuously combined with predictions about user behaviour risk (and organisations can have input into defining what constitutes risk). Overall, it seems the simplest answer to the authentication challenge is implementing MFA. It’s an inexpensive method that radically improves security without significantly decreasing usability. While developments in continuous and dynamic authentication offer added protection, attacks on systems using MFA are rare, so this more advanced approach is only necessary for organisations at high-risk of a serious breach.

Data privacy compliance has been all about GDPR for the last few years. Now it seems that the ePrivacy Regulation is finally coming into force, so it’s time to switch focus. Here’s a brief update on the situation and a few ideas on how to prepare. What is ePrivacy? The ePrivacy Regulation is essentially an extension of the GDPR. Both were drafted to protect personal data, but ePrivacy specifically relates to personal online presence and activities. ePrivacy will address some limitations of the previous ePrivacy Directive and will extend data protection legislation to overlooked technologies such as the Internet of Things. Key aspects of the ePrivacy Regulation include changes to unsolicited marketing and use of cookies. For the former, marketers will now be unable to send emails, texts or social media communications to the user without their consent. For the latter, the rules surrounding cookie consent will be simplified (e.g., some cookies, such as those used for security, will be exempt from the consent ruling).  ePrivacy has been in the works for quite some time, leading some to conclude that it might be scrapped due to repeated delays. However, a recent report from the European Council suggests we may finally see some movement, as the EU member states have agreed on a negotiating mandate for revised rules on ePrivacy — talks can now begin to develop the final text. Lessons from GDPR Given that the details of the ePrivacy Regulation have not yet been finalised, we can’t prepare for the specifics. However, considering the significant overlap between the ePrivacy Regulation and GDPR, we can glean insights from the latter. The announcement of GDPR resulted in soaring demand for analysts, consultants, project managers and DPO’s with a strong understanding of the legalisation. In fact, reports showed that the majority of businesses intended to hire permanent or at least temporary staff to handle the transition. GDPR also caused an explosion of specialist data protection officer (DPO) roles.  Given the consequences of a GDPR infringement — up to a maximum of 4% of worldwide revenue or €20 million (about £18 million) — it’s hardly surprising that so many organisations took preparation seriously. Despite this, the GDPR transition was hugely challenging. In the year after GDPR came into force, an estimated third of European businesses were still not GDPR compliant. In 2020, both the number and size of regulation breach penalties increased, and so far, penalties imposed by the EU total £242.5 million. Preparing for ePrivacy Regulation Like GDPR, hiring a DPO with a strong technical background will help you prepare for the ePrivacy changes. GDPR didn’t stipulate the exact qualifications for what made a good DPO, but emphasised experience and knowledge. DPO’s can be sourced externally or internally, but the latter can raise challenges as GDPR stipulates that the DPO must operate independently. In larger companies, it’s vital that new regulations are understood across teams. For example, professionals working in Marketing will be particularly affected by the ePrivacy Regulation changes to unsolicited communication and cookies. Therefore, it’s crucial to hire data privacy experts with excellent communication skills, who are experienced at working with inter-departmental teams and are committed to spearheading data protection throughout the organisation. Overall, the coming ePrivacy Regulation presents a challenge similar to that of GDPR a few years ago. Those who were well-prepared experienced minimal disruption and protected themselves from potentially staggering fines. Approaching the ePrivacy Regulation in the same manner is likely to have positive results. If you wish to discuss this in more detail or your own firm plans, please reach out at your convenience. Paul Geist, Head of Practice, Regulation, Compliance and Financial Crime t: +44 (0)207 422 9030 m: 07791 806 434 e: PGeist@mcgregor-boyall.com    

The world is changing and with that businesses have to keep up with the progression in regulation and reporting requirements such as IAS, IFRS and GAAP. With this in mind we thought it would be useful to gain some insights into why Technical Accounting is so crucial to businesses today and the challenges it faces. For the first insight in this series I caught up with Kalpesh Shingala, Senior Director of Global Accounting Advisory and Policy at Cognizant, to find out their thoughts on why this area is so important.   Why is Technical Accounting so important in the world of modern accounting? The way companies do business has changed significantly over the last three decades. An exponential rise in the use of internet, innovative technologies, e-commerce, complex financial risk management and modern business strategies have changed the way commercial transactions are structured. Global organisations operate under various different regulations and have disparate financial reporting requirements. Although US GAAP and IFRS have been the two most comprehensive accounting frameworks in the world today, they are not fully converged and, as a result, differences in these accounting principles still exist. Accounting standard setters of many countries use IFRS as their initial reference point but they are required to make changes to the original standards as issued by the International Accounting Standards Board (IASB) to render them suitable for use within their local business environment. This introduces challenges that were not foreseen when we were living in a world with a handful of accounting standards. The U.S. Financial Accounting Standards Board (FASB) and the IASB have issued several new, and modified existing, accounting standards in the last two decades to keep up with the pace of a rapidly changing business landscape. Some of these standards are quite lengthy and complex. Also, several business transactions require application of more accounting standards than one. Accounting firms spend hundreds of hours in writing interpretive guidance on specific accounting topics for their clients and, understandably, many of their publications run into several hundred pages. This complexity and the regulators’ focus on consistent application of accounting standards necessitated accounting firms setting up specialist teams with subject matter experts (SMEs). Likewise, companies were required to expand their financial reporting teams by hiring new or dedicating existing resources who could focus on acquiring in depth knowledge of these accounting standards and who could run the new standards’ adoption projects across the organisation in an efficient manner. Global organisations having to prepare and file financial statements of their subsidiaries or legal entities operating in different countries for local/regional compliance face an added challenge of having to establish teams who have knowledge of local accounting requirements too. These specialist teams and SMEs came to be known as an Accounting Policy Team or Technical Accounting Group or Accounting Advisory and Policy Group etc. and assumed a critical role in ensuring timely adoption, policy documentation, consistent interpretation and application, and an overall compliance with the organisation’s diverse financial reporting requirements.     What are the advantages of having experts in this space in an organisation? Over time, technical accounting teams have gained significant importance within the finance function of organisations as commercial teams often need to engage with these experts to ensure that their planned transactions do not trigger any unexpected or undesired accounting and reporting implications. In fact, business teams even partner with these SMEs early on in the structuring of their transactions such that they achieve a desirable financial reporting outcome. These opportunities involve cross-functional engagement with other global functions such as Tax, FP&A, M&A, Corporate Development and other senior stakeholders, and provide a platform to technical accounting teams in playing an influential role in the decision-making process. They develop great insights into business activities of the company and thus build deep relationships within the organisation fairly quickly. This, in turn, creates several opportunities for these SMEs to take up senior roles within the finance organisation ranks. Given their subject matter expertise and a higher organisational profile, technical accounting champions command huge respect and are rewarded well within the finance organisation. And for these reasons, this team usually sits directly under the Chief Accounting Officer or Chief Financial Officer. The unique skill set possessed by these team members arm them with an ability to easily eliminate competition in their niche market. That said, a relatively higher compensation aspect has constrained many companies to upskilling their existing resources to take up additional technical accounting responsibilities rather than setting up an independent full-fledged technical accounting function. However, this has helped several SMEs take up consulting roles that offer steep per day rates and flexibility usually not available in permanent roles.       What are the risks of not having expertise in this space? Misinterpretation and non-compliance are the biggest risks companies face if they under-invest in a robust technical accounting function. As noted above, the length, complexity and number of accounting standards in the recent years have increased manifold. Adoption of many of these new standards requires companies to launch a multi-year adoption strategy and make significant changes to their existing systems and processes. Adoption of a new accounting standard also involves several hours of training, consultation and new policy documentation. Many companies fail to recognise this challenge and expose themselves to delays, inaccurate application or non-compliance. In several countries, the CFO and CEO have to certify completeness and accuracy of the financial statements filed with the regulator and in many countries directors even face personal liability for non-compliance or wrong decisions (e.g. declaring dividend in excess of distributable reserves in the U.K.). In the U.S., the Securities and Exchange Commission’s (SEC) reviews result in many public companies having to restate and reissue their historical financial statements due to an incorrect application of the accounting standards. Hence, the contribution of a robust technical accounting function cannot be over-emphasised.  Organisations with global presence face further challenges. Having to comply with different GAAP frameworks in multiple jurisdictions require careful planning and strategy such as alignment of accounting policies to minimize differences between the framework used for local reporting vs the GAAP used in the entity’s consolidated financial statements. Differences in local and consolidation GAAP also introduce several operational challenges such as different chart of accounts, financial reporting systems and tailored audit documentation. Most transactions also need to consider impact of local tax and company law requirements. Treasury transactions such as dividend distribution, foreign currency risk management and hedging often cause financial reporting volatility in local statutory financial statements as most of these strategies are planned to mitigate these risks at the global level in their consolidated financial statements. Lack of an experienced technical accounting team who can help decision-makers navigate through these multiple layers of responsibilities may result in companies missing out on such structuring opportunities.   What are future challenges/themes that will arise in this space?  Strong technical accounting skills take years to develop and require a good balance of passion, dedication and opportunities/exposure. Having a solid foundation and conceptual understanding of various accounting topics is an essential ingredient in developing subject matter expertise across several topics. Companies usually cannot afford to dedicate resources focusing only on a single topic and, as such, one has to develop a good grasp of several topics. Knowledge of available technical reference guides – both paid an unpaid – and innovative research capabilities go a long way in developing skills in this area. Continuing professional development plays a key role in keeping abreast of the changes in the accounting world. Although there are several free online resources available to assist with this, more interactive paid programs are, sometimes, more relevant in developing best practices in an organisation. Technical accounting specialists are also known to lack a key soft skill: ability to simplify complex accounting concepts while presenting them to senior stakeholders. Many organisations fail to support teams in developing these skills due to the cost considerations. A typical pitfall for technical accounting experts is over-confidence on their own analyses and conclusions. This leads to their lack of willingness or inability to identify situations when a wider consultation may be warranted. Many areas of accounting are extremely complex, require hours of research and could often lead to different interpretations. “Sleeping over” own findings and discussing with other members of the team or external advisors assist in arriving at conclusions that are more supportable from an audit perspective. Well-documented processes, techniques, checks and audit documentation are key to creating a healthy internal control environment. A mature technical accounting function uses tools, checklists and process documents to assist in an efficient and effective consultation. With the advent of Artificial Intelligence, innovative and sophisticated tools are being developed to assist with data-intensive analyses. While these technology-assistive tools can deal with data more effectively, they are a long way away in replacing human judgements required in interpreting and applying increasingly complex accounting standards.      *The views that Kalpesh has expressed are personal and should not be deemed to be those of Cognizant.

The Fundamental Review of the Trading Book (FRTB) has been a long time coming. However, it is thought that the European Commission will introduce legislation to trigger a three-year implementation period starting in 2021. With the FRTB finally approaching, now is a good time to review attitudes towards FRTB, and how organisations are preparing. What is FRTB? After the 2008 credit crisis, the Basel Committee on Banking Supervision (BCBS) extended and refined banking standards by creating the Basel III regulation, which includes the FRTB. The FRTB’s primary purpose is to better prepare financial institutions for periods of uncertainty by improving the calculations used to estimate the capital required to cope with losses from market risk. One of the key changes is to create a more objective boundary between the banking book and trading book — intending to reduce the incentive to arbitrage between them. Other changes include a revised standardised approach that encourages greater reliance on risk sensitivities as inputs into capital charge calculations, and a revised internal model approach that replaces value-at-risk with expected shortfall. Challenges and opportunities? The number one complaint about FRTB is the cost. Banks have expressed concern about the amount of capital they will be required to hold, the complexity of the regulations, and the additional staff needed to ensure compliance. The Basel Committee has made several amendments to FRTB since its initial proposal in order to reduce the financial pressure on organisations. However, the financial and logistical challenges of implementing FRTB should not be understated. Despite this, it is also important to recognise the opportunities FRTB offers. Banks that fully embrace FRTB have the chance to rebuild modelling approaches using tools such as big data, analytics, cloud technology and data science. This could provide a competitive edge and offset increased costs of compliance. For example, the FRTB requires enormous amounts of data, which could also be used to improve fraud detection and trend spotting. How are banks preparing? While there are a few banks whose existing infrastructure (i.e. those with bespoke and integrated trading and risk platforms built with advanced technology) facilitates the move to FRTB, for most organisations preparations are extensive. However, despite the pandemic, preparations for FRTB are still going strong. According to Risk.net’s conversation with Bloomberg’s Essan Soobratty, ‘banks have mostly continued along their established pre-Covid trajectories.’ And while there have been some inevitable delays, some banks are even viewing the current situation as an ‘opportunity to continue at a pace that allows for a more strategic implementation.’ These more strategic banks are viewing FRTB as an opportunity to improve their entire risk platform. For example, a key priority includes assessing and upgrading computing and operational systems to support the tasks that will be necessary to comply with FRTB (e.g. P&L testing, expected shortfall and sensitivity analysis). In addition, FRTB requires an unprecedented level of integration across departments. This means that banks are having to re-align roles and responsibilities across Risk, Finance and Trading, and co-ordinate FRTB implementation with other programs (such as BCBS 239) to achieve holistic transformation. This approach is likely to provide long term-gains and avoid the situation of the new system, which has been built on different data and models, conflicting with the existing one. Alternatively, many banks are considering third party platform and data vendors. With the number of infrastructure solutions on offer and the FRTB move towards increased standardisation, McKinsey & Co have suggested that it makes sense for banks to buy in certain solutions while building only the aspects of their infrastructure that provides a competitive advantage.  Clearly, a bank’s approach to FRTB preparations will depend on existing infrastructure, size and culture. However, more and more banks are using the delay caused by Covid-19 to implement deeper structural change. While it may make sense to outsource certain processes, investing in new technology and committing to the integrated culture required by FRTB establishes an organisation as a bank of the future.  

According to PWC’s 2021 survey, half of enterprise executives are now considering cybersecurity in every business decision. This security-first approach can include techniques such as multi-factor authentication, artificial intelligence and more — but DevSecOps is one of the most frequently talked about solutions to increased security threats. So, what is it and is it really the answer? What is DevSecOps? Development Security Operations (DevSecOps) is an approach to security that utilises an Agile framework — breaking down traditional silos to maximise speed and efficiency. Traditional silo-based approaches resulted in a production bottleneck once a completed software had been passed over to security teams, but DevSecOps overcomes this issue. DevSecOps prioritises security from the start, continually testing for vulnerabilities throughout development and automating key security processes. Automated tools such as web application firewalls, open source software governance and intrusion detection systems are commonly used to streamline a DevSecOps approach, while cross-functional teams prevent a production bottleneck. Benefits According to a 2020 survey by Sonatype, DevSecOps teams have fewer open source related breaches, and the majority deployed to production at least once a week. Almost half of DevSecOps teams said that they still didn’t have enough time to spend on security, but had built in more automation, meaning that security was being assessed throughout the process. Finally, the more evolved a DevSecOps team was, the higher their employee satisfaction. As well as being faster and more secure, DevSecOps allowed for the sharing of multi-disciplinary knowledge. By working with development operations, security professionals can gain a better understanding of how the software works. This allows them to better understand the DevOps team’s priorities. For example, security professionals usually advocate for a thorough encryption approach, but DevOps are focused on software performance — which encryption can sometimes reduce. By working together, the teams can strike the perfect balance between contrasting needs. Challenges DevSecOps offers huge potential, so why isn’t everyone using this approach? A commonly cited issue is the culture clash between a high-speed, pressurised DevOps approach and more traditional, cautious security practices. Most commonly, security is integrated with an existing DevOps team, meaning that security professionals are viewed as the outsiders. This, combined with entrenched preconceptions about security — that it is something that happens later or may even stifle innovation — can lead to conflict between teams. Security Compass’s ‘2021 State of DevSecOps’ report also highlighted technical challenges, cost, lack of time and lack of education as issues holding back adoption of DevSecOps. In addition, while automation is an important aspect of the DevSecOps approach, the surveyed participants still felt implementation was insufficient and that they were being slowed down by manual security processes. Maximising potential Clearly, successful DevSecOps adoption doesn’t just happen, it has to be nurtured. Cultural clash can be overcome by appointing a ‘security champion’ within the DevOps team who emphasises the importance of security and facilitates communication between teams. It can also help to have leadership explain the businesses case for improvement, so that teams understand the rewards for working through any teething difficulties. It’s equally vital to invest in automation. It’s a cornerstone of DevSecOps and yet still under-utilised. No matter how hard you work to prevent potential cultural clash between teams, if integrating security into development really does slow down the process, then resentment is inevitable. Using automation to streamline security could make the difference between a successful or failed DevSecOps adoption. Finally, most developers are not taught how to write secure code — according to Forrester, even the top Computer Science courses feature little security training, so it’s important to support education in this area. It’s clear that DevSecOps isn’t a panacea for the climate of increasing security threats. It comes with its own set of challenges and if implemented incorrectly, could end up causing more hassle than it’s worth. However, with the right attitude and commitment, you could end up with a well-oiled DevSecOps team who write secure code as second nature.  

According to the BCS, neurodiversity remains an overlooked issue in the tech industry — employment rates for neurodiverse people remains low and stigma remains. However, a growing number of companies are recognising that it’s not only right to offer opportunities to all, but people who think differently provide a competitive advantage and help to create an inclusive environment for everyone. For example, both Microsoft and Dell have an established autism hiring programme. So, what are the barriers to a neurodiverse tech industry and how can organisations help? What does neurodiversity mean? Neurodiversity refers to the differences in thinking patterns, interests and motivations that naturally occur throughout the population. A neurotypical brain functions in the way that the majority expects. However, an estimated 15% of the UK population are neurodivergent. This is an umbrella term that refers to people who have Autism, ADHD, Dyspraxia, Dyslexia and other neurodevelopmental conditions. Barriers to employment Employment rates vary across conditions. For example, according to research conducted by the National Autistic Society, just 16% of autistic people are in full-time paid work and many are working in a job below their skill level. Worryingly, a recent study found that half of leaders and managers would be uncomfortable hiring a neurodivergent person. The highest level of bias was against people with Tourettes, ADHD or Autism. In addition, the majority of neurodivergent people surveyed felt their workplace was not inclusive to their needs. Up to 40% of employees in the tech industry have not disclosed their neurodivergent traits, meaning that their needs are unlikely to be supported. Benefits of neurodiversity It’s important to firstly point out that stereotypes around neurodivergent behaviour are unhelpful and often cause unrealistic expectations. For example, the idea that autistic people are maths or computer savants. However, there are many benefits that go beyond superficial abilities including: People with Autism: often have strong attention to detail, are good are observing rules, are thorough in their work, possess a direct communication style and a high level of subject expertise due to their special interests.  People with Dyslexia: often highly creative, have a talent for story-telling and possess strong problem solving and communication skills. People with ADHD: often display a passion for their work and thrive when completing urgent or physically demanding tasks. Software and data quality engineering start-up, Ultranauts, is a fantastic demonstration of a company leveraging the power of a neurodiversity. 75% of the workforce are on the Autism spectrum. The small company is now winning contracts from Fortune 100 companies over established global IT consultancies. The company’s founder credits their success to their neurodiverse workforce, saying that, ‘with different learning styles and information processing models, to collaborate and focus on attacking the same problem, we’re just going to be better at it.’ Crucially, Ultranauts also worked hard to create an inclusive culture that supports neurodivergent people. Importantly, hiring neurodivergent people has a positive effect on the entire workforce by fostering a culture of inclusion. Accommodating individual needs is a wonderful thing that everyone can benefit from by encouraging both innovation and empathy within the organisation. How to facilitate a neuro-diverse workplace? Many neurodivergent people will require accommodations in their workspace. For example, Autistic people who suffer with sensory processing disorder may benefit from adjustments in lighting and noise (however, it’s important to highlight that variation exists — one autistic person could be over-sensitive and another under sensitive). ADHD people who experience periods of hyper-fixation accompanied by distractibility may benefit from a flexible schedule. In addition, making interviews neurodiverse friendly will support fair assessment practices and encourage hiring of neurodiverse candidates. Finally, many neurotypical people overestimate their knowledge of conditions such as Autism and ADHD. Awareness training can help build understanding and avoid further workplace barriers being created for their neurodivergent peers.  

There is an increasing pressure for QA testers to automate their processes. This is due to the assumption that automation is an easy way to cut costs and speed up testing — which can often be true. However, depending on the application being tested, automation isn’t always the right call. In some cases, it might not be worth the initial time and financial investment. So, what are the pros and cons of automation, and how can you find the right balance? What is automation in QA testing? When a QA engineer tests software manually, they’ll interact with it as if they were a real end user. They will log any bugs and implement a fix. Increasingly, QA engineers are utilising automation tools, which involve running numerous pre-scripted test suites. These tools include AI bots, which explore an application as a person would (in theory), testing functions and generating data about the process. What are the pros? Speed: automated testing is often faster than manual testing because thousands of tests can be run simultaneously, and the data can be generated quickly. In large scale projects, it’s essential to automate at least part of your QA testing process due to the sheer number of manual testers you would need to meet turnaround times. Reduce Human error: people make mistakes — especially on repetitive and monotonous tasks — so automating tests that fall into this category is good for everyone. According to research, organisations that utilise automation in their processes are more likely to be both highly productive and ‘human-friendly’ workplaces. Efficiency: repetitive tasks such as smoke tests and regression tests are ideal for automation. There’s no real advantage to having a person do these manually, and in the long run this will free up the tester’s time to focus on complex tasks, data interpretation and software fixes. What are the cons? Set-up costs: Automation can be expensive at the beginning. Specialist QA testers with a knowledge of automation command a higher salary, and you’ll also have to consider the cost of purchasing and maintaining automation tools. However, in the long-term automation should be cost-saving, as fewer engineers are needed to complete everyday testing tasks. Adaptability: If your product frequently changes, that means the scripts will also need to be updated. Therefore, it may not be worth the hassle of creating automated scripts because you’ll miss out on the time and cost-saving benefits. Context: Automation is simply inappropriate for many QA tests. For example, automated programs like Selenium can’t recognise video controls, so they’re not useful for testing video streaming. In addition, more subjective tasks like UX testing require a creative human input that can’t be automated. How do you find the right balance?  Considering how the pros and cons of automation apply to your application will help establish the right balance of automation in your testing process. For example, if your product is relatively stable then the automated test script is likely to have a long shelf life, meaning that’s its going to be worth the initial investment. Experienced software tester, Shilpa Chatterjee Roy, suggests that selecting appropriate test cases and calculating return on investment (ROI) are key to adopting automation in your testing process. How you do this will depend on your application, but she suggests considering attributes such as the purchasing and licensing cost of the tool, time to develop the scripts, time to maintain the scripts, time to analyse the results manually and automatically, time and cost to train the resources, and management overheads. To summarise, automation provides a host of time and cost-saving benefits, but it’s not a sure fire way to improve software. Automation is not an all or nothing proposition, but a tool to maximise efficiency and allow QA testers to focus on the more complex tasks. Ultimately, you should evaluate your tests on a case by case basis and make the decision to automate on a micro level.  

Several major employers, such as Twitter and Facebook, have announced that remote work will continue indefinitely. For those who enjoy the flexibility and lack of commute that working from home offers, this will be welcome news. For others who thrive in an office environment or who lack a suitable home-working space, a remote future could be a nightmare. There are also growing concerns about what remote work will mean for training, teamwork and sustaining company culture. The hybrid office is being touted as a solution, where employees split their week between their home and the physical office space. However, this comes with its own set of problems. For example, there is concern over a two-tier system arising between office and home workers, and a possible breakdown in communication as a result. Luckily, there are a number of innovative new technologies being designed — could they help build a hybrid office that people want to be part of? Creating togetherness One of these new technologies is Yonderdesk, a custom digital workspace. One of the main issues with a hybrid office is that it lacks the ‘sense of togetherness’ created by physically being in the same space. This means employees miss out on socialising and are less likely to ask their colleagues quick queries. Yonderdesk is a digital floor plan that can mimic the organisation’s actual office space. Employees are given an avatar and a desk, so that it’s easy to see where your colleagues are at (e.g., in meetings, available or working on a task). Digital floor plans have been a key element of online games, such as Habbo, for years because they are fun, engaging and make people feel like they are having a shared experience, so it will be fascinating to see whether ideas like Yonderdesk prove popular. Virtual co-workers On a more tech-heavy futuristic note, there is plenty of development in virtual and augmented reality technology. Digital start-up, Spatial, are working on augmented reality filters that create the illusion that your co-worker is right in front of you (similar to Pokemon Go). The avatar has facial expressions and can even sit down on a chair. It also works on existing virtual reality headsets, but Spatial are particularly excited by the idea of lightweight glasses, which are likely to be far more practical for everyday use. In addition, Spatial allows your avatar to interact with virtual tools. In their words, ‘Your room is your monitor, your hands are the mouse.’ There are plenty of other virtual reality meeting applications, such as the ones on this list, but Spatial is one of the most immersive. Productivity software A more controversial development is the increase of monitoring software, sometimes known as ‘Tattleware’. Some of these products can be used without employee knowledge to spy on emails, software use and more, which can have serious data privacy implications and undermine trust. Given that, on average, people have been working longer hours during the pandemic, it seems unwise to use monitoring software in this way. However, when used ethically and transparently, such tools can provide a rich understanding of employee behaviour that can improve productivity, engagement and prevent fatigue and/or burnout. For example, software like Time Doctor has time-tracking features that can help employees and managers gain a better understanding of how long tasks actually take, which can be fed into future estimates and used to reshuffle schedules. Collaboration tools Last but not least, collaboration tools. If you haven’t done this already, finding and implementing effective collaboration tools is vital to successful remote and hybrid working. You are probably most familiar with services like Slack — instant messaging chat rooms are a great way for employees to show their availability and engage in more casual conversations. Take this further with tools like Donut, a slack channel that makes introductions with a random employee every couple of weeks and encourages virtual or in-person meet-ups. This helps build a cohesive company culture by structuring those random encounters from the pre-pandemic days. Clearly, it will take time to build a hybrid office that suits your organisation. Exploring new tools is a great way to avoid complacency and ensure the hybrid office experience is something your employees want to be part of.  

Data Science has become an umbrella category for a number of roles. It is being increasingly recognised that the ‘unicorn’ data scientist who is a master of all the in-demand skills is largely a myth, and that data science roles need to be further specified to serve business needs. Unfortunately, job titles are still sometimes used inconsistently, which can be confusing if you are looking to pursue a new direction or find a new job. Here is a quick and handy guide to the top job roles, and a breakdown of what each one involves. Data Scientist This is probably the most common overarching job title. A data scientist’s core responsibility will be to provide actionable business insight from a dataset. Stitch Fix’s Director of data science, Michael Hochster, suggests that the roles tend to fall into two camps: analytical or building. The first focuses on the statistical interpretation of data, whereas the latter builds models based on data. The extent you’ll be expected to diversify your talents will depend on the structure and size of the data science team (i.e. your role is likely to become more focused on true data science in a larger team). Regardless, a data scientist will need to be comfortable with a range of machine learning and data mining techniques. Key skills include expertise in programming languages such as R, MatLab, SQL and Python and a strong background in computer science or related field. Business analyst / Data Journalist / Data Translator These titles refer to a number of related roles which all focus on communicating data insights and putting them in context of the wider business goals. People in these roles will need a talent for creating a data story and presenting it to people without data expertise or even without much IT knowledge. The focus will be on understanding how data trends can be leveraged to drive the business forward, whereas a data scientist may want to know the root cause of such trends. Though a statistical and coding knowledge are important, it is communication, a business background and an in-depth industry knowledge that are the key skills to these roles. Data Analyst / Statistician  Now, an analyst and a statistician may rely on similar methods to analyse datasets, but they are very different roles. Harvard Business Review describe the difference as a narrow and deep approach (statisticians) vs wide and shallow (analysts). Statisticians can estimate how data insights might hold up in a variety of circumstances by incorporating error into a model — so they are useful for in-depth insights and minimising the risk of reaching an incorrect conclusion. On the other hand, a data analyst can code at lightning speed and discover potential insights extremely quickly — they can then point statisticians in the right direction. Utilising both a statistician and an analyst can make for a highly efficient system. Data Engineer / machine learning engineer Engineering roles often fall under data science (and these roles can often be combined), but when there is a specific engineering role, these people are likely to work with data at an early stage. As a data engineer, you will build and optimise data and data pipeline architecture. Think of engineering as creating the infrastructure necessary for further analysis. As a result, a technical computer science background and exemplary coding skills are essential to this role. It will also be an advantage to gain experience with big data tools, SQL and NoSQL databases, data pipeline tools and cloud services. Machine learning engineering is an additional specialism, which focuses on identifying and applying appropriate models to big datasets. Data Architect / Data Administrator / Data Manager Big data just keeps growing, and in response many companies are hiring specialists to manage these large datasets. If you are working in one of these roles, you will be expected to create systems that enable integration, centralisation and protection of datasets. You ensure the data engineers and data scientists have an efficient dataset to work with, that it is safely backed up and can be easily recovered. Therefore, you will need to be comfortable in data modelling techniques, data warehousing and security procedures.  

QA testing is an evolving world. Digital transformation means there’s more demand than ever for high-quality software to be delivered at record speed. In addition, QA professionals are being asked to adapt to Agile and/or DevOps approaches, take an interest in AI and automation, all while working from home. It’s a lot to keep up with, so here are the web’s favourite resources to help on your QA journey. Test scenario checklist A testing checklist is an essential tool for any QA tester. Maintaining a checklist of the most useful, reusable test cases means that the most common bugs can be quickly and easily identified. Software Testing Help have provided a master list of 180 (and counting!) test cases applicable to a variety of web and desktop applications. Test scenarios include those for GUI and usability, filter criteria, result grid, a window, database testing, image upload functionality, sending emails, export functionality, performance, security and other more general functions. They recommended you continue to build a checklist tailored to your own needs, but this will save you lots of time getting started. Real-world examples The Google Testing Blog is a QA gold mine of expertise. Each article deals with a topical issue or new challenge encountered by the Google testing team and provides a breakdown of how the problem was dealt with, clearly communicated with screengrabs, diagrams and infographics. Recent articles have covered Test Flakiness - One of the main challenges of automated testing and Fixing a Test Hourglass. Keeping up with this blog is a sure-fire way to expand your QA knowledge. API automation workshop A recent TechBeacon article highlighted the need for more API-level tests — but many testers lack experience in this area, being more familiar with GUI-based automation. Bas Dijkstra offers an API workshop focusing on REST (which most modern APIs are developed by). This free workshop, hosted on Github, covers RESTful APIs, REST Assured and provides hands-on exercises to get you up to speed. It’s a great resource that has been well received by the testing community. Community StickyMinds is an active community of software testers. Signing up gets you access to a large archive of the Better Software magazine, more than a decade of TechWell conference presentations and regular articles on what’s new in software testing. Best of all, there’s a lively Q&A forum where you can ask questions about best practices, industry hot topics and more. It’s free to join but, as with most online communities, you’ll get out what you put in. Comprehensive skills boost If you’re looking to boost your testing skills, then Nikolay Advolodkin’s site, Ultimate QA, might be just what you’re looking for. It offers a combination of paid (but not expensive) and free courses covering all aspects of QA testing. Popular courses include Complete Selenium WebDriver with Java Bootcamp and Selenium WebDriver Masterclass with C#. Ultimate QA also provides a number of articles and resources — their collection of websites to practice automation is a particularly useful one you’ll want to bookmark straight away. Bug tracking systems QA testing revolves around a cycle of finding, reporting and tracking bugs (anything that stops software operating correctly). Spreadsheets and emails quickly become inefficient to manage larger projects, so you will need to turn to a bug tracking software — a good one will save you countless hours and make communication across teams much easier. Software Testing Help provides a fantastic breakdown of the best bug tracking options. Their recommendations include Airbrake, which is the most popular bug tracking software with over 50,000 users, and Mantis, which is free and one of the most easy-to-use systems.  

For many, the adaption to working from home has been a challenge. Maintaining productivity while also facing health, financial and family concerns can be stressful enough — so understandably many employees would rather not add information security to their list. However, you would have been hard pushed to have missed the sharp rise in data breaches last year. Under the GDPR and Data Protection Act of 2018, companies must protect data in a way that ensures ‘appropriate security’ by using ‘appropriate technical or organisational measures’ — and COVID-19 doesn’t provide an exemption. What can organisations do to keep data safe in such difficult circumstances? Evaluate current measures Many organisations already have remote working policies in place (93% according to a study by OpenVPN), however, 25% of these companies have not updated these policies in over a year. Hackers will easily exploit out-of-date systems, so now is the ideal time to update policy, which will also provide the opportunity to remind employees on proper remote working procedure. Additionally, ensure that existing security measures are working as intended. For example, most organisations will use a virtual private network (VPN) for employees to access company data via an encrypted connection. However, many corporate VPN’s have vulnerabilities IT teams do not regularly patch or do not allow for constraints like lack of bandwidth, which may stop the VPN working properly. Many companies, including Dell, have said that evaluating their VPN was a top priority during the pandemic. Be realistic A recent study by IBM concluded that the current workforce, who have been rushed into remote work, poses a significant risk to information security. 52% of surveyed newly working-from-home employees reported using their personal devices for work (often without new tools to secure the device) and 45% have not received any new security training — yet 93% felt confident that their company would keep personal identifiable information safe. This suggests that employees are underestimating the security risks of working-from-home and IT teams may be overestimating employee knowledge of information security. Therefore, IT may be unaware of the risks employees are actually taking, such as sharing devices with family members, which means that data could be downloaded and unknown software installed with the employee’s company credentials entered. It’s important to both enforce regular training on how to keep data safe and repeatedly communicate the business consequences of failing to follow policy. Additional security layers On a related note, being realistic about the risk employees pose to a security system means limiting the potential damage. Employing multiple layers of security, such as multi-factor authentication and encryption, will help businesses stay safe. Encryption is specifically mentioned by GDPR when outlining what constitutes appropriate technical and organisational security measures — the reason being is that even if a breach occurs, the data will be unreadable. It’s crucial that all devices used for work (including phones and tablets) are encrypted. Plenty of widely used software, such as Microsoft Office or Adobe Acrobat, also provides an option to encrypt files — it’s a good idea to get into the habit of encrypting everything. Then, in the potential situation that a device is remotely or physically accessed by an unknown person, the data stays safe. While many businesses are juggling a number of concerns during the pandemic, it’s essential that information security remains a priority. GDPR means data must be kept safe at all times by evaluating security systems, understanding the risks your employees take in home-working situations, and responding to this with training and failsafe measures like encryption. Given the financial and reputational consequences of a data breach, it’s vital that businesses are proactive in ensuring information security.  

Diversity remains a key issue for the technology industry. According to a recent BCS report, 18% of IT professionals have BAME backgrounds. BAME people are also less likely to hold senior positions — only 9% are directors and 32% are supervisors (for comparison 43% of white employees have a supervisory role). The lack of diversity becomes even clearer when considering specific ethnic groups. For example, black women make up just 0.7% of the technology industry — a representation rate that is 2.5 times lower than in other industries. Clearly, the technology industry is still struggling to achieve true diversity, so what can companies do about it?  Set targets It’s easy to say the right thing, harder to put this into action. Setting targets, continually measuring diversity and reviewing progress helps organisations to commit to change. For example, some big companies like Facebook and Pinterest have tried to use the ‘Rooney rule’ where at least one woman and one person of colour are interviewed for director positions within the company. However, progress has been limited and concerns about it being a ‘diversity tickbox’ exercise have been raised. More recently, it’s been emphasised that targets need to be set at all levels of seniority, and that there needs to be external accountability for failure to meet targets. Make a stance On the other hand, sometimes companies fail to say enough. Statements of diversity support are important to attract new staff and ensure existing employees are reassured by an inclusive company culture — both those with BAME backgrounds and beyond. For example, Unilever recently pledged their support for a campaign working to end discrimination against hairstyles associated with racial, ethnic and cultural identities. Given that this kind of discrimination often happens in the workplace, a major employer taking a stance sends out a powerful message. Outreach Many people from under-represented groups have concerns that a career in tech is ‘not for them’. This can be reinforced by a lack of people who look like them in senior positions. In addition, some BAME communities prioritise traditional jobs such as medicine, law and finance over technology careers. Companies can participate in outreach in schools and other settings to expand on what a technology career looks like and address concerns someone might have about entering the world of technology. Outreach can help to shed a light on available opportunities while also sending a clear message about the company’s commitment to a diverse workforce. Training There’s been a recent discussion about diversity training — particularly the low reliability of the implicit association test and its lack of impact on reducing real-world biases — to the extent that the civil service has stopped all unconscious bias training. However, while certain tools have been criticised, research shows that ongoing diversity training is successful when it combines a range of techniques and is complemented by other diversity initiatives. It’s clear that diversity training needs to be ongoing and not seen as a substitute for wider policy change. Seek external advice After the Black Lives Matter movement put the spotlight on diversity in 2020, many companies turned to their staff for advice. There have been several instances of people from BAME backgrounds being asked to speak about and advise on diversity practices amidst a climate of emotional trauma and, in some cases, fear of later reprisals from the organisation they were asked to defend. It’s important not to place the burden of improving diversity on individuals — especially if they are unsure how to refuse and are not being compensated for their extra work. Diversity — like any other organisational strategy — should be managed by qualified professionals and engaged with by interested employees. The technology industry’s track record when it comes to diversity is far from perfect. However, changes are being made. It’s clear that actionable, long-term strategies are needed to truly support organisational diversity in tech.

One thing I’m fortunate to have in my role is almost constant contact with other people. After all it’s my job is to talk to Finance Professionals in the market. It’s through conversations with these individuals that I have gained a real insight into the impact the pandemic has had on Finance Teams, and the challenges and adjustments they have faced to ensure a continued level of service.  The common theme amongst the businesses I’ve spoken to is that whilst challenging, Finance functions have adapted incredibly quickly to the sharp switch to remote working and have utilised video conferencing technologies to continue to operate efficiently. Whether for work or catching up with colleagues at the end of the week for a virtual wine, it’s become part of daily life. It’s clear though, that home working is not without its risks. One concern for Managers and new hires alike has been recruiting and onboarding during lockdown. I was told that at the beginning of lockdown some businesses simply didn’t have the resources to onboard remotely but have found that by re-engineering their processes they actually now find it better than before. “A video conference (VC) will never replace a face to face but you can make it work and it can be very effective” said a Finance Manager for a large retail bank, whose main concern was being able to provide support to new starters. “[In the office] you’re always near someone who can help you or provide support and I was concerned that we might not be able to offer the level of support we normally would through VC’s”. This led to her ‘Open Zoom’ policy where any of her team could call her at any time and talk through any issue (big or small). “[Again], it’s not quite the same as being able to sit next to someone but it encourages each of us to try and work out problems together and it builds camaraderie”. A video conference (VC) will never replace a face to face but you can make it work and it can be very effective I wanted to explore the other side of the coin, so I spoke with a recently employed Financial Accountant who had been onboarded in April. She told me that she had struggled joining a new company during lockdown. “My manager is great but it’s just not the same, I need the facetime. I feel like a pain calling my manager five times a day. The social side is also tough, and I did worry about fitting in virtually over Zoom”. While home working generally receives a thumbs up from the Finance professionals I’ve spoken with, one Head of Finance for a National Bank told me that concern around burnout of employees was high on the agenda for them. When lockdown kicked in, their trades trebled overnight and in addition to learning to work from home, it was a perfect storm. This led to very long hours for his Finance Team. Speaking with his team he found that like himself, his team were also allocating their morning commute time to work as well as their evening commute. Already that’s two extra hours in the virtual office every day. “So what?” some people will say, or “that’s only an extra couple of hours, that’s nothing!”. However, people by nature need a change of scene every so often and when you’re staring at the same four walls for twenty-four hours a day it can be tough mentally. My manager is great but it’s just not the same, I need the facetime. I feel like a pain calling my manager five times a day Though people may approach their day differently, chances are you need that transition period between home, coffee shop and work to wind down or gear up. People use the time to reflect on challenges, take a step back and to be able to view things holistically that can then present solutions you may not have thought of. Furthermore, going out to grab a coffee or heading to the work kitchen can be hugely beneficial to someone’s own wellbeing and motivation. The same Head of Finance also told me that employees haven’t been taking holidays because “there is nowhere they can realistically go”. A holiday is not just about the travel but the mental break, so with many people not taking breaks, this is where burnout is occurring. As a solution, he was keen to make sure his team were strict about the hours they worked and that team members could finish early or take half days as needed to ensure they were rested and motivated. “There is a huge intensity of working from home” he told me, which is something that I resonate with. I spoke with a CFO of a Brokerage who said that home working, had been largely successful but was quick to point out that not everyone’s situation is the same. “Some may own their own home; others may be in flat shares or have children. We have to be very sensitive to people’s needs”. This led to the business offering office space set-ups for people locally and paying for travel should employees wish to temporarily relocate or if younger staff members wanted to move back home with their parents. In one case the business paid for flights to fly one of their recently joined Accountants back to Australia where she could work remotely. Providing this for their staff, they saw no loss in quality or productivity but quite the opposite, they witnessed an increase in quality and productivity as well as an increase in engagement. Another Finance Director I spoke with mentioned that they had kept their offices open specifically for employees who lived in flat shares. Some may own their own home; others may be in flat shares or have children. We have to be very sensitive to people’s needs One of the CFOs of a start-up I spoke with had actually just cancelled the lease on their office “We’re only a small brokerage and we can’t see the possibility returning to the office until the end of 2021 so we paid the exit clause.” This has been common amongst London businesses as according to a survey conducted by CBI and PwC, 74% of Financial Services firms are reviewing their office space needs. Most organisations are looking to either use space differently, get rid of it, or both. And according to a report led by Professor Alan Felstead of Cardiff University most “people are as productive working from home, if not more so”. This of course has an adverse reaction on the local economies but I’m not here to talk about that – see the BBC article here that references this. While this is only a small sample of some of the conversations I have had, the themes have been consistent, it seems evident that home working can be successful if organisations are mindful of potential pitfalls and maybe office working has changed forever? My clients have been able to adapt with some teething problems but like me, every single person I have spoken with is still ideally looking for some form of presence in a physical office, just maybe not on a 5 day per week basis. After all we are social beings by nature and whether we’re introverts or extroverts we all need some degree of human interaction.   Simon Taylor Principal Consultant - Finance & Audit Recruitment  McGregor Boyall Associates Ltd t: +44 (0)20 7422 9076 e: staylor@mcgregor-boyall.com 

Next in our series of HR Insights we focus on some of the current challenges’ facing organisations around the mental health and wellbeing of their employees. When the pandemic first hit the priority for most businesses was putting robust plans and systems in place to support remote working. With working from home now pretty much the norm, we thought it would be useful to gain some insights into what longer term strategies organisations should be putting in place to support employees and line managers with their mental health and overall wellbeing. We spoke to Mike Thompson – who runs a wellbeing company that advises organisations around wellbeing and engagement. Additionally we spoke to two senior HR professionals, Anna Lees Head of Engagement & Growth at Refinitiv and Jonathan Mayes Head of HR for Technology, Operations & Central Functions and Head of ER at TSB Bank to gain some insight into what their organisations have embedded to support their employees.   Below we hear from Jonathan Mayes, Head of HR for Technology, Operations & Central Functions and Head of ER at TSB Bank. Jon is the Head of HR Business Partnering and Employee Relations for TSB. He has most recently been responsible for supporting the technology function in the design and build of a new operating model for CIO, data and digital and is currently leading the Future Ways of Working Programme for the Bank. We are moving into a new era where longer term flexible working environments and remote working is becoming the norm. What challenges is this new way of working presenting organisations when it comes to employee mental health and wellbeing? In our most recent engagement survey our colleagues perception of wellbeing support had increased since the start of the pandemic and a significant majority feel that the organisation is supporting their wellbeing and work life balance well – which is brilliant, but we mustn’t be complacent. It’s important to remember that just over 60% of our colleagues are working from a branch or one of our sites serving our customers brilliantly day in, day out. We must continue to ensure we provide a safe working environment for them whilst understanding the challenges everyone is facing whether it is childcare, self-isolation or for those working at home, being detached from colleagues.   How has this evolved from when COVID first hit, now you have navigated the initial challenges around remote working? Our priority was to keep serving our customers – whilst keeping our customers and employees safe -  and that meant ensuring that our branches could continue to work under COVID restrictions and that our telephone teams could continue to talk to our customers – so a large part of our organisation wasn’t working remotely. We very quickly advanced our plans to allow us to serve customers more digitally and we were able to do the same with our people plans – we quickly clarified our approach to colleagues who needed to self-isolate or look after children. We brought forward the launch of the UnMind App to support with wellbeing, created a specific intranet page that consolidated existing support tools and resources (including webinars and a guide to ‘checking in’ with your team to ensure they were well supported) and continued with our excellent manager programme where there was already a heavy focus on wellbeing and managing teams in a range of environments. During this year we have also launched our Carers Policy which allows our colleagues who have specific caring responsibilities up to 2 weeks paid leave a year to support them. Communication has been key; the CEO regularly speaks to both senior leaders and the whole organisation and managers have increased the frequency of their meetings to ensure everyone remains connected.   What are the challenges you need to be aware of as you look to the future in this space? We have been thinking hard about future ways of working for TSB. We want to find the right balance between the importance of face-to-face interaction for collaboration, innovation and team connectivity and the benefits of home working, making sure we do what’s best for our customers, our teams, and individuals. In the future, our sites will be used to connect, collaborate and learn in person and colleagues can split time flexibly between sites and home depending on their role and personal circumstances. This won’t be a one size fits all model and will vary by team. We are working with our property and IT teams to ensure we combine the human, physical and digital elements of this future working. From an HR perspective we need to make sure that we have a strategy and suite of polices that ensures we drive an inclusive culture for all of our colleagues and are able to continue to attract diverse talent to our organisation

Next in our series of HR Insights we focus on some of the current challenges’ facing organisations around the mental health and wellbeing of their employees. When the pandemic first hit the priority for most businesses was putting robust plans and systems in place to support remote working. With working from home now pretty much the norm, we thought it would be useful to gain some insights into what longer term strategies organisations should be putting in place to support employees and line managers with their mental health and overall wellbeing. We spoke to Mike Thompson – who runs a wellbeing company that advises organisations around wellbeing and engagement. Additionally we spoke to two senior HR professionals, Anna Lees Head of Engagement & Growth at Refinitiv and Jonathan Mayes, Head of HR for Technology, Operations & Central Functions and Head of ER at TSB Bank to gain some insight into what their organisations have embedded to support their employees.   Below we hear from Anna Lees, Head of Engagement and Growth at Refinitiv. Anna is the Head of Engagement & Growth which is part of the Talent, Leadership & Inclusion Team and the People Function at Refinitiv. She is responsible for defining the Engagement Framework, providing cross Refinitiv Employee Engagement support and running the GLINT Engagement survey. She is also responsible for Career Development and Growth, with a focus on providing all colleagues across Refinitiv with support and development on topics that are critical in the current environment (e.g.  wellbeing, resilience, connection, parenting, mental health and inclusion in the virtual environment). Anna also leads a number of Integration Workstreams including articulating the approach to Career Growth and Development, defining how we will approach work and the office in the future, engagement and wellbeing.   We are moving into a new era where longer term flexible working environments and remote working is becoming the norm. What challenges is this new way of working presenting for Refinitiv when it comes to employee mental health and wellbeing? At Refinitiv we have a comprehensive range of support on offer to employees from day one of working virtually.  However, despite a range or resources (including webinars, toolkits, smaller workshops, local support, wellbeing resources, parenting support, EAP etc.) we are still seeing people struggling with creating effective boundaries between work and home.  Employees are feeling mentally and physically more tired due to excessive video meetings and increased workload and have feelings of always “being on”. Being able to switch off is a real challenge for parents and carers, who are dealing with home schooling and providing emotional support to their children at this time. Overall it is tough for many people despite the benefits of no commute, more time with family and a more inclusive flatter culture.   How has this evolved from when Covid first hit, now that you have navigated the initial challenges around remote working? In the early stages the main focus for most people globally, was on safety and adjusting to this new and alien way of working. Colleagues needed very practical help with home office set up, managing remote teams and generally coming to terms with a totally different way of relating to one another. The support we offered early on addressed those immediate needs, as well as starting to provide support for mental health and emotional wellbeing strategies and tools. Once it became clear that we were in this situation for the longer-term the practical support stayed but the focus shifted to helping people stay resilient, practical tools and techniques for parents and carers, and an increased focus on our employee networks and local initiatives.   Can you share some examples of solutions that have been successfully embedded? Initially we threw together support and tools very quickly with an intranet offering called “Thriving through Turbulent Times” which launched just a week after we went virtual. This included Leader’s webinars on managing change and webinars on working remotely. There was a huge appetite for these. In the background we assembled existing resources and created new ones specifically to help people transition.  For instance, a dedicated Covid helpline, clear FAQs around how to set up a home office and clear expectations of how everything would work. This was followed by a global campaign, championed by our CEO and CHRO about wellbeing and support which was called “We Evolve”. This allowed us to be agile and use insights from our quarterly Employee Survey to target support and resources where people needed them most. For example, we created “me time”, an hour every day with no internal meetings that are focused on giving some time and space back to individuals.  We also created monthly “We Days” which are themed and have no internal meetings, so people can connect with others, come to virtual events (set up locally and globally) as well as have some time back to focus and re-set. We have also deepened the focus on emotional wellbeing over time and have been working with our managers to fairly and flexibly manage performance, where you maintain standards, but allow colleagues to work flexibly to achieve them. Dispelling myths about e-presentism.   What are the biggest challenges you need to be aware of as you look to the future in this space? What this means for the long-term is that we have to be very deliberate in considering how people work at their best, and part of that is thinking about what we have lost by working remotely, which is often named as a sense of community, connection and the feeling of belonging. People also mention that it is more difficult to be creative and that development, coaching and mentoring is more challenging. How we get that back while retaining the flexibility and inclusiveness that virtual working offers is the key question for us in building our approach to work in the future. Wellbeing and mental health is not just about being kind, it is good business, as we know, that when colleagues are supported to work at their best they are also more creative and more productive. Everyone benefits! This means we are looking at hybrid working where there is no one size fits all, but we take the best from both worlds. The right work needs to be done in the right place and the office facilitates collaboration, creativity and development while individual tasks can be done effectively remotely. The focus on wellbeing will continue for a long-time to come in how we design work and our working environments.

Next in our series of HR Insights we focus on some of the current challenges’ facing organisations around the mental health and wellbeing of their employees. When the pandemic first hit the priority for most businesses was putting robust plans and systems in place to support remote working. With working from home now pretty much the norm, we thought it would be useful to gain some insights into what longer term strategies organisations should be putting in place to support employees and line managers with their mental health and overall wellbeing. We spoke to Mike Thompson – who runs a wellbeing company that advises organisations around wellbeing and engagement. Additionally we spoke to two senior HR professionals, Anna Lees, Head of Engagement & Growth at Refinitiv and Jonathan Mayes, Head of HR for Technology, Operations & Central Functions and Head of ER at TSB Bank to gain some insight into what their organisations have embedded to support their employees.   Below we hear from Mike Thompson, Managing Partner at Gen Healthy Minds. Mike Thompson is former head of Early Careers at Barclays and now runs wellbeing company Gen Healthy Minds. His passion is the wellbeing of young people progressing through their early careers and his business provides training and support tools for both graduates and apprentices to help them thrive on their programmes. We are moving into a new era where longer term flexible working environments and remote working is becoming the norm. What challenges is this new way of working presenting organisations when it comes to employee mental health and wellbeing? Over the past 9 months we have all been through a real rollercoaster ride of emotions as everyone’s lives have been turned upside down by the arrival of COVID-19. Whilst all workers have been impacted, one group have been hit particularly hard and that is young people, including apprentices and graduates making their way in their careers. The expected journey from education into the workplace evaporated overnight, to be replaced by virtual inductions from a bedroom or living room, meeting your line manager via a Teams call and never stepping foot in an office or factory environment. Dealing with the change brought about by COVID-19 has been hard for all of us but for apprentices and graduates it has felt particularly hard and living in the new world is having an impact on their wellbeing and performance. The team at Gen Healthy Minds work with groups of new apprentices’ day in and day out to equip them to stay well and thrive. On our workshops two common themes come through consistently. Stress levels are heightened - every group we work with are sharing with us the classic signs of increased stress ranging from problems sleeping/nightmares to reduced concentration and heightened anxiety levels Motivation levels are low – the prolonging of lockdown has hit motivation levels even amongst the most highly motivated self-starting individuals These two challenges are often interlinked with heightened stress levels impacting upon our emotional state and making it harder for us to concentrate and maintain motivation levels. What solutions can organisations embed to address these issues? At Gen Healthy Minds we focus on positive psychology. The essence of positive psychology is that we can all lead happier healthier lives by adopting simple positive daily behaviours. These behaviours are all grounded in research and are shown to lift our mood. We have been working with apprentices and graduates to put in place some simple positive psychology behaviours. Here are 6 of the behaviours we recommend everyone should consider as they think about their wellbeing and motivation. Be self-aware – check in on yourself every day as to how you are feeling. How energised are you and how do you feel? We use a simple 1-10 scale where 1 is feeling very low and 10 is totally flourishing and wherever you are on this scale how can you take action to make small steps up the scale? Be structured and planned – having goals, be they short term or long term, is motivational and gives us purpose and satisfaction in life Be grateful – practicing gratitude helps us to be more positive individuals and offset worries and negative thoughts. Writing down three good things every day changes the shape of our brains and triggers “happy hormones” such as oxytocin to offset our stress hormones Be healthy – introducing simple daily practices around diet, activity, sleep, and hydration improves our energy levels and ability to deal with challenges when we face them. Simply drinking more water or cutting down sugar levels can boost our mood and resilience Be Mindful – practicing mindfulness (living in the here and now) helps boost our happiness and stimulate “happy hormones” and positive thinking. Adopting daily routines such as mindful breathing or mindful body scanning makes us more aware of how we are feeling. Be connected – having strong connections with others who you can share your feeling and emotions with is very important. A problem shared is a problem halved has never been more relevant as it is in modern society Are there differences between small and large companies? Whether you employ 5 people or 5000 the questions you should be asking yourself are the same: Environment - do you provide the environment and the tools for your young people to be able to practice these behaviours each day? Do you have an environment where people can connect and share or are encouraged to check in with themselves? Development and tools - are you supporting apprentices with the development needed to understand their mental health and equip them with the tools to proactively manage it? There are many excellent Apps out there that support wellbeing including our own Gen Healthy Minds App. Theses can provide just in time support or tools to manage your mental health such as mindfulness. Support – do you have sufficient wider support in place such as mentors and mental health first aiders as well as a good occupational health provider where more specialist support is needed? Why is it so important for organisations to focus on the mental health and wellbeing of employees and what are the benefits? In our new COVID-19 impacted world we are seeing increased levels of mental ill-health because of the extra stress and anxiety people are facing. If companies do not address this and put in place proactive practices then, at best, they will see productivity fall and at worst a growth in sickness and long-term absence from work. Employers who neglect to look after the wellbeing of their colleagues are also more likely to see lower employee engagement and higher attrition levels. The opposite is the case where employers genuinely care for their colleagues and put in place proactive support strategies. Here we see higher engagement levels, productivity and loyalty. How can you measure success? Communication is key. It is vital to stay in touch with colleagues and check in regularly on how they are feeling. You can do this in numerous ways through buddy systems, short surveys, line manager 1-1s etc but the most important thing is to keep checking in. This is particularly important given how we can no longer see each other in an office environment. Look out for individuals who are living alone in particular where the risk of isolation and loneliness is far greater. Technology can also support your measurement. Online surveys or apps can be used very effectively to reach colleagues and check-in on them. Our Gen Healthy Minds app provides wellbeing training and support but also asks individuals how they are feeling each time they log in thus building a picture for the employer of the wellbeing of their workforce. It has always been important to focus on positive mental health but in the current environment it has moved up to number one priority in my opinion. As HR and Early Careers Professionals we can no longer sit back and hope our occupational health colleagues or providers can support us. We must take the bull by the horns and build wellbeing into the heart of the programmes we run.   Mike Thompson Managing Partner - Gen Healthy Minds and former Head of Early Careers at Barclays mike@genhealthyminds.co.uk www.genhealthyminds.co.uk  

We have been speaking to clients and candidates across the market and are seeing a number of organisations either halting or substantially reducing, their hiring in the graduate space due to the Coronavirus Pandemic. This is an alarming trend. Graduate Programmes are vital for many organisations, as they provide a future generation of talent and not hiring in this space could present longer term challenges. They also have a huge impact on employer brand, especially if they are delivered successfully. They offer a fresh perspective and innovative ideas which, in turn, allows organisations to grow and thrive.    With this in mind, we have spoken to three Early Careers Specialists to gather their insights into how businesses can address the challenges around delivering Graduate Programmes in the current market. We have spoken to 2 consultants, Jessica Jones and Samantha Ridgewell (see below) to get a holistic overview of their approach and potential solutions. Additionally, we have a deep focus interview with Kimberley Rowling, Graduate Programme Manager for the BT Group to get insight to what she is driving internally within BT.     Below we get the thoughts of Samantha Ridgewell, Managing Director at Empower Development. Samantha Ridgewell is a passionate Talent Professional who has built up a strong reputation in the insurance market, helping insurance organisations develop their businesses and people by delivering credible and relevant learning and development programmes, with one key area of focus being Early Careers Programmes. Samantha has run very successful graduate programmes for her clients since the pandemic hit and quickly identified key areas where she had to make changes and adapt. Mindset and Attitude Samantha had to firstly look at changing her attitude towards technology and embrace this going forward. “Come March I had never run an online course, by April I was running multiple online programmes.”   “It can feel exposing at first as for many trainers it is outside their comfort zones, but it soon feels natural and enjoyable”.   Sam embraced Zoom and WebEx and has found these to be great tools when training.  She also highly recommends using a “virtual host” so you can concentrate on delivering the training and less so on the technical issues that arise. Structure Structure is key to any Graduate Programme and more so now it’s all online. “Where there is a lot of structure in place the programme had more chance of being successful”. This helps both the Graduates and their Line Managers.   “Remote working requires a lot more effort from the Line Managers to guide the Graduates and plan their days.”  So, if you can give them structure around the planning of their days which will help a lot. “What is really needed is experiential learning”. This is very useful when running online programmes - “you can set case studies and hypotheticals and give the grads time to go away and complete these, working independently”. Coming back into “bite sized training sessions”. Consideration of being inclusive “We now create all our workbooks as electronic interactive documents as many learners won’t have access to a printer at home.” Sam is now working to design continual learning programmes which will drip feed theory and activities between courses.   Big thank you to Samantha for giving us some great tips on how you can evolve and adapt to continue to deliver your Early Careers Programmes in the current climate. If you would like more information please drop Sam an email - samantha@empowerdevelopment.co.uk Kara Feller Principal Consultant - HR & Talent Management Recruitment t: +44 (0)20 7422 9035 e: kfeller@mcgregor-boyall.com Other articles in this series: "Early Careers are vital to the future of a business." Click here to hear from Kimberly Rowling, Graduate Programme Manager at BT Group. "Delivering a successful Graduate Programme." Click here to hear from Jessica Jones, Director of Human Resources at Jessica Jones Consulting.

We have been speaking to clients and candidates across the market and are seeing a number of organisations either halting or substantially reducing, their hiring in the graduate space due to the Coronavirus Pandemic. This is an alarming trend. Graduate Programmes are vital for many organisations, as they provide a future generation of talent and not hiring in this space could present longer term challenges. They also have a huge impact on employer brand, especially if they are delivered successfully. They offer a fresh perspective and innovative ideas which, in turn, allows organisations to grow and thrive.   With this in mind, we have spoken to three Early Careers Specialists to gather their insights into how businesses can address the challenges around delivering Graduate Programmes in the current market. We have spoken to 2 consultants, Jessica Jones and Samantha Ridgewell to get a holistic overview of their approach and potential solutions. Additionally, we have a deep focus interview below with Kimberley Rowling, Graduate Programme Manager for the BT Group to get insight to what she is driving internally within BT.     Below we hear from Kimberly Rowling, Graduate Programme Manager at BT Group. Kimberly is the Graduate Programme Manager for BT Group, with a wealth of experience within talent and development specialising in Early Careers. Kimberley has successfully continued running the Graduate Programmes for BT, and with many organisations putting their graduate programs on hold, it’s great to hear how she has managed to run these programs successfully during the coronavirus restrictions. Thanks for talking to us Kim. Can you tell us a bit about how you built your career in Talent Management and Early Careers? Straight after university I joined the recruitment sector and worked for an employment agency, which I loved. I really enjoyed working with a variety of different people and helping them navigate careers and roles. After a few years of progressing in a number of different roles, I decided to join an in-house recruitment team. I joined the BBC’s talent team and quickly realised that HR covered so many different areas, that I really should explore to help me find my passion. So that’s what I set about doing, gaining as much insight and experience across the different HR departments across different industries and sectors as possible. I moved into generalist HR within the retail sector and from there I found a role within the real estate sector where I had the opportunity to work in Learning and Development, which was an incredible and invaluable experience. This is where I found my passion within Early Careers owning to the end to end cycle for Graduate and Apprentice Programmes.  “At BT, my current role is Pan-BT Graduate Programme Manager. Working for a company that is leading in innovation and technology with around 700 Graduates is awe-inspiring. I get to meet brilliant young people who are passionate, eager and keen to take their first steps in the industry.”  Also, for me personally my job is so important because it plays a huge part in closing skills gaps, meeting future skills demand and recruiting and developing the future lifeblood of the organisation.  Early Careers is a particular passion of mine. It is your responsibility to design and implement a best in class experience, creating a Graduate/Apprentice end-to-end programme which meets the need of the individuals as well as the future demands of the business, while also ensuring a diverse future talent pipeline.  Many organisations have either cancelled or placed their Graduate Programmes on hold due to not finding ways to run the Programmes remotely.  How have you managed this? Firstly, BT made a bold statement early this year because we knew these were unprecedented times. We contacted every Graduate who had been through the recruitment process and told them that we would honor their contracts. This was really reassuring and supportive to the new cohort coming into the business.  “Early Careers play a huge role in the future success of our business, so there was never any doubt we would continue with the Programmes.”  As a technology business we have the tools, technology and platforms to continue to deliver so switching everything we did physically to virtually was the natural solution. We have learned a lot of lessons and will take these with us into next year to ensure the continued success of our Graduate and Apprentice Programmes. When we started exploring virtual onboarding it became clear we needed to focus on five key experiences the new starters would have: 1.    Logging into a laptop 2.    Sending an email or message 3.    Joining a MS Teams call 4.    Accessing Workplace 5.    Being able to send a text.  When we agreed those were the five things that were most important when joining an organisation and getting set up, our teams within Technology and HR worked closely together to prioritise them.  “That’s ultimately what we focused on; the end-users and how we could make their lives as simple and easy as possible.”  It was all about immersing the new Graduates in the BT culture, and getting them excited about starting their careers with us virtually, and this is something I’ll be taking into next year. Recording welcome talks and having these available online was so helpful to reassure people. Virtual onboardings and inductions can still be interactive and engaging if you get the design and timings right, and ensure there is enough variation with guest speakers, training, and insights into different areas of the business. It was a huge team effort and a great success. What were the main challenges (if any) you overcame when designing the programme? The biggest challenge was logistics and the distribution of equipment to all the Graduates. Due to COVID, people had moved around quite a lot and were either living with family members or had moved to a new location, so making sure we could get equipment to them was crucial. Our Digital Experience team did an incredible job to make sure our Graduates had laptops, phones and dedicated technical support to help them get set-up. Another challenge we had was keeping engagement going, helping them to network and keeping them motivated. However, the adaptability and resilience of our Early Careers Team and the events we hosted remotely in order to encourage a sense of community and belonging is something we are incredibly proud of.  Did you have to make many changes to your program in light of the coronavirus restrictions? We had to move some of our development programmes to virtual learning and our induction was also entirely digital. It’s made us think really differently about how we approach this next year.  Don’t get me wrong, COVID has been a huge disruption to all! As a mother of three children that works full time, I have spent next to no time with my extended family and friends and rarely left the house! But what it has done, is made me approach and look at things very differently, and given me a totally different view of what is possible, virtually. And that’s what I’m focusing on – the positive learnings and reflections that we can continue with year on year.    In light of all the discussions around Diversity & Inclusion at the moment how have you managed to incorporate D&I into your programme? At BT, we are determined to build an open, inclusive culture that celebrates and promotes diversity. We are working with organisations such as the Aleto Foundation to attract and engage talent from diverse backgrounds. These initiatives play a vital role in identifying and developing the next generation of leaders from communities and students from diverse backgrounds providing mentoring, coaching and development programmes.  Earlier this year, BT launched its Ethnicity Rapid Action Plan to help us go further and faster as a business. Our Ethnicity Rapid Action Plan focuses on the four areas where we feel we can make the biggest initial difference: Accelerating diversity within: We’re creating a new fast-stream for high potential people from ethnic minority backgrounds, all of whom will be personally mentored by a Senior Mentor. We will also have diverse shortlists for every senior management role. Educating and empowering our people: We’re introducing a new programme of mandatory race awareness training for everyone in BT. It will be immersive, offer guidance, champion diversity and it will support managers to tackle these critical issues. Leading by example: Every member of our Executive Committee will have a greater understanding of issues faced by ethnic minority communities and is equipped to lead the fight for equality. Each of the Executive Committee has committed to either have an ethnic minority reverse mentor or serve as a non-executive director for a community organisation serving ethnic minorities. Building transparency: We are addressing the gaps in our own data, encouraging self-declaration of identity, to help us build a rich profile of our workforce. This will underpin the introduction of an annual ethnicity pay audit, backed by action, and a new ethnicity dashboard will enable us to track progress across the colleague lifecycle and set targets for the Senior Leadership Team. There is a real drive for change, and I think that is representative across all industries and sectors and it feels great to be a part of that driving force.    Big thank you to Kimberly for giving us some great insight into what BT Group are doing to ensure their Graduate Programme stays on track in these challenging times. Kara Feller Principal Consultant - HR & Talent Management Recruitment t: +44 (0)20 7422 9035 e: kfeller@mcgregor-boyall.com Other articles in this series: "Delivering a successful Graduate Programme." Click here to hear from Jessica Jones, Director of Human Resources at Jessica Jones Consulting. "Don't abandon Early Careers - evolve and adapt!" Click here to hear from Samantha Ridgewell, Managing Director at Empower Development.

We have been speaking to clients and candidates across the market and are seeing a number of organisations either halting or substantially reducing, their hiring in the graduate space due to the Coronavirus Pandemic. This is an alarming trend. Graduate Programmes are vital for many organisations, as they provide a future generation of talent and not hiring in this space could present longer term challenges. They also have a huge impact on employer brand, especially if they are delivered successfully. They offer a fresh perspective and innovative ideas which, in turn, allows organisations to grow and thrive.  With this in mind, we have spoken to three Early Careers Specialists to gather their insights into how businesses can address the challenges around delivering Graduate Programmes in the current market. We have spoken to 2 consultants, Jessica Jones (see below) and Samantha Ridgewell to get a holistic overview of their approach and potential solutions. Additionally, we have a deep focus interview with Kimberley Rowling, Graduate Programme Manager for the BT Group to get insight to what she is driving internally within BT.     Below we hear from Jessica Jones, Director of Human Resources at Jessica Jones Consulting Jessica is seasoned HR Professional with experience across the investment banking industry, retail finance, technology and pharma. She has 20 years’ experience focusing on developing and engaging Talent, including Early Careers. She is genuinely passionate about talent, and Early Careers in particular. She believes that in the last 3+ years there has been a strong need to move online with graduate engagement initiatives, programme delivery and training alike. The Coronavirus pandemic has expedited this shift, meaning some organisations have been on the back foot with technology and the necessary internal skills to deliver programmes in this way. Jessica believes there are some key elements that will ensure success in delivering a Graduate Programme in the current market: Leadership The organisation will need leadership that embraces remote training. Leaders must believe in the product and see it as an opportunity to drive the talent agenda in an innovative way.  “Successful grad programs present a strong and consistent brand message, irrespective of market conditions”. Larger organisations will be able to utilise in house Talent Teams, but if you are smaller there are many external providers and consultants that will be able to design and deliver remote programs, upskill internal teams and support organisations in making this shift. Content Jessica believes that the content of the Graduate Programme doesn’t necessarily have to change dramatically but as there will be a shift to online, organisations will need to upskill their Talent Managers or Graduate Program Managers to deliver online training in an engaging way. “The delivery of the training will need to be adapted to reflect your audience. Short sharp content training for Graduates will be key to some organisations especially when looking at the younger tech savvy generation.”  This generation is high touch and high tech, meaning organisations need to remember the personal touch and how they support their new hires in building relationships and strong networks. Data “Organisations will need data to be able to adjust and pivot in the current market.” Data will provide organisations with information on their new Graduates, including their mindset, motivations and engagement levels. This will ensure you can tailor your Graduate Programmes and ensure success in a remote environment. Diversity and Inclusion Diversity and Inclusion is very topical right now. So should organisations refocus on this for their Graduate Programmes after the recruitment piece?  “Inclusion is vital for any organisation, and strong inclusion methodologies will support diversity. But organisations shouldn’t be complacent. This is topical and we are all still learning. You will need to have a strong handle on your data to look at interventions to put into play”.   Jessica advised that the data should stem from the beginning of the process from recruitment, onboarding through to 30 – 60-90-day plans. “If you take it back to the recruitment and assessment processes these should identify the motivations and needs of the graduates so you can tailor the training and ensure all employees are engaged and feel included”. Big thank you to Jessica for sharing her hints and tips for making your Graduate Programme a success in a virtual world. Kara Feller Principal Consultant - HR & Talent Management Recruitment t: +44 (0)20 7422 9035 e: kfeller@mcgregor-boyall.com Other articles in this series: "Early Careers are vital to the future of a business". Click here to hear from Kimberly Rowling, Graduate Programme Manager at BT Group. "Don't abandon Early Careers - evolve and adapt!" Click here to hear from Samantha Ridgewell, Managing Director at Empower Development.

McGregor Boyall are pleased to announce the appointment of Terry Witham as Director of our Info & Cyber Security Recruitment Practice. Terry has over 20 years’ experience in recruitment that ranges from building international recruitment teams to solution selling around the globe. As a specialist in the Info & Cyber Security recruitment space, he will drive the growth of McGregor Boyall’s Info & Cyber Security Practice on a national and international basis. Commenting on his appointment Terry said, “I’m really excited to have finally landed at McGregor Boyall, who possess a phenomenal name in the recruitment industry both in the UK across the Middle East and APAC regions.” “I am delighted to have Terry on board to build on and expand our Info & Cyber Security Practice both in the UK and internationally” said Group CEO Laurie Boyall. “His experience speaks for itself, and his proven track record of delivery across consultancy and project solutions will be pivotal as we expand our offering in this area.” “I’m really looking forward to enhancing both McGregor Boyall’s recruitment and consultancy solutions across the UK and internationally” added Witham. “I truly believe McGregor Boyall has a unique brand to take to market to integrate value-add talent solutions and contingent recruitment.”  

Despite the turbulent times of 2020 we have continued to see high demand for Data Governance / Data Management / Cloud Professional. Over the past 10 years there has been a huge push for firms to manage their data and it is imperative that they build a strong data governance strategy to ensure they are compliant with any current and future regulations. With the fast approaching Basel III deadline, it is extremely important that firms have their data processes in order. During these uncertain times it is crucial that firms manage their data correctly and input it accurately, as this will stand firms in a good stead when building crucial new data strategies for the future. Additionally, Data Analytics remains a top priority for many organisations. Now, more than ever, is the time to utilise the data we have and use it to build a robust strategy for the future. Data Governance The importance of Data Governance cannot be underestimated and for firms nowadays their data infrastructure has to be transparent and auditable. For the data governance to be compliant, there needs to be a robust data infrastructure in place, so that when there are potential moments of crisis all the data processes and infrastructure remain intact. Data governance is the most important element of the data infrastructure, along with the definition of your data strategy and data lineage, to ensure that performance is regularly assessed. As we know data and risk are intertwined and it is extremely important that your data is of the right quality before any risk calculation is conducted. Improving data quality is something that cannot be taken for granted. This can be done by ensuring that your data quality is tracked, taking steps to ensure that data is clean at the points of entry and finally utilising automation processes to limit human error and save time. Cloud With so many cloud migrations and upgrades, there has been lots of demand for cloud data professionals with AWS, Azure or GCP experience, to assist with a new cloud-based Data management structures within many financial services firms. With the dramatic increase in remote working in recent months having a robust cloud platform has been essential in ensuring employees can access their data from the cloud and work as they would in the office.    Firms that have utilised these cloud platforms have been able to continue working successfully in these uncertain and unpredictable times. Data Science/Data Engineering The continual growth of Data Science/Data Engineering technologies and functions is more important than ever in these challenging times. The UK Government and major organisations around the globe are reliant on intelligent technology, which is underpinned by Data Science.  Machine Learning and Data Science technologies have allowed for regular data driven updates and advances in Artificial Intelligence have created a robust digital age. Next day deliveries (e.g. Amazon), streaming services (e.g. Netflix) and near real time takeaway services (e.g. Deliveroo) have become the norm during lockdown and they will continue to grow beyond this.  Organisations have switched to remote working and technological advances have meant that almost anything that previously had to be done in the office can now be done online. As a result of this, we are expecting to see strong demand for Data Engineers and Data Scientists going forward. The increase in the number of digitally aligned companies means that organisations will require Data Engineers to implement fit for purpose, secure data analytics platforms and they will need Data Scientists to derive insights from the complex data sets.  It is more important than ever to be able to use data to prepare for potential scenarios and inform our decision making, and candidates who are able to crunch data and turn it into valuable insights and data strategy are going to be in high demand over the course of the next year or so. Advanced Data Science is becoming an essential component of almost every industry in both the public and private sectors.  Nathan Ballin Associate Director - Data & Analytics t: +44 (0)20 7422 9212 e: nballin@mcgregor-boyall.com Nathan Carolan Principal Consultant - Data Science & Data Engineering t: +44 (0)20 7422 9213 e: ncarolan@mcgregor-boyall.com  

In light of the Covid-19 Pandemic we have seen a significant dip in the number of vacancies both in the UK and globally. Multiple businesses are downsizing and restructuring due to poor market performance across a range of sectors.  With talent acquisition being one of the biggest costs to business, we have seen immediate hiring freezes, rapid reduction of talent acquisition teams and a halt in the use of third parties except where absolutely critical. Whilst this is the case across most sectors, even in areas that have been less impacted revenue wise, there also caution around hiring decisions. There will always be a need to hire fresh talent Whilst these actions have helped to reduce business costs in the short term, in the long-term businesses will need to start scaling up again and hiring the talent needed.  However, they will no longer have the effective resource to do this! Despite the downturn there will always be the need to hire fresh talent.  So how are organisations navigating their way through talent acquisition in the current market?  Below we examine some of the challenge’s businesses are facing. Challenge 1: When/where/who/what to hire Understandably firms are being cautious when hiring new talent. They are waiting for market stability prior to committing. However, it is critical to review the opportunity costs to delaying recruitment. This can lead to inertia for a business, not having the right people in the right roles to take the business forward, especially in these tough times. The challenge for HR is knowing at which point the cost of not hiring talent becomes detrimental to the business while also ensuring that the positions they want to hire are the right roles/ levels/ technical capabilities that the business needs to succeed. Successful businesses are looking to their HR teams to work with their leaders to identify and define talent needs effectively by; using strategic workforce planning and talent development programmes to ensure they are hiring the right talent externally; utilising the capability of existing internal talent. This has the benefit of increasing both engagement and productivity of existing employees with expanded international career prospects, and additionally reduces costs by not always having to seek the talent externally.  Challenge 2: The virtual hiring process How do you hire successfully when you can’t physically meet face to face? When lockdown first hit, some firms delayed hiring processes as they wanted to physically meet individuals prior to making final decisions. This has slowed down and even halted hiring processes and decisions resulting in firms losing out on critical talent. Other companies quickly embraced virtual technologies such as Zoom, Microsoft Teams and Google Meet to drive remote interviewing processes. They have found that this has led to a leaner, faster and more effective system. Candidates and clients alike have had greater accessibility and availability without the constraints arising from physical face to face interviews. As time has progressed the comfort level of candidates accepting a role where they have not necessarily seen the office environment has also increased.  In the most effective organisations, HR has been instrumental in designing ways of sharing the company culture, ethos and values through virtual means and communicating these effectively to candidates. This has ensured consistent approaches and messages throughout the interview process. A crucial aspect has been to select interviewers who are best placed to promote the organisation and engage candidates remotely. This has been achieved through effective training and support for these interviewers. Some organisations have been less effective in the virtual hiring process due to lack of infrastructure, poor communication and unskilled interviewers which has resulted in disjointed processes, delayed start dates for candidates as well as candidates refusing roles. HR is critical in putting in the measures to overcome these shortcomings. Success in the virtual hiring space has seen candidates who have gone through a complete remote hiring and onboarding process feel excited and part of the organisation despite the lack of physical contact. There have been multiple social media posts from candidates highlighting this and praising the communication they have had with the new company onboarding them. Challenge 3: Ensuring you are accessing the best talent in a market flooded with candidates There are a greater number of candidates available in the market than we have seen for a very long time. Demand for jobs is high, and in turn candidate applications per role has increased dramatically.  For example, HR Business Partner roles are typically attracting up to 1000 applications. This makes the hiring process incredibly time consuming, especially where Talent Acquisition Teams have been downsized.  The onus on filtering is falling on broader HR Teams and Line Managers who sometimes, as stated previously, require requiring support and training. Those organisation with a high level of resources have been extremely fortunate to have use of AI technology which supports them with their screening processes to filter down applications.  However, they must use this with caution and still need to put measures in place to ensure AI is being used in the right way.  AI is only as good as the data and filtering mechanisms being employed. Criteria can change over time and if not managed correctly candidates could be deselected based on outdated approaches. A specific issue raised in the use of AI has been around the lack of reference to Diversity & Inclusion with diverse candidates sometimes being deselected through the use of AI models working to more traditional parameters. The other area to be mindful of is whilst AI can save time and automate part of the process, human interaction also needs to be a visible part of the process.  We are all human and candidates can become frustrated and disengaged without some form of human interaction. Changing roles can be a life-changing decision.  Little to no human interaction during each stage of the process can have a very negative impact on candidates’ perceptions of an organisation. HR is integral to ensuring automation and the human element of the process are well-balanced. Some organisations do not have the resources to utilise AI and other automated tools to assist the recruitment processes.  The onus falls to HR Teams and Line Managers to filter thorough huge numbers of applications which is not only time consuming but detracts from other key responsibilities. Organisations need to ensure they have enough capability in talent acquisition to manage the high volumes of applications efficiently and effectively to get the right candidates.  Alternatively, the use of a third-party search firms / agencies for support could be critical. None of the above addresses the fact that selection can only be attained from candidates who have applied to the organisation.  It does not allow access to the passive market or those who may not have seen the role advertised.  This again is where third-party agencies and in-house teams have a critical part to play in ensuring quality candidates are made available in a timely manner. Challenge 4: Ensuring you are engaging with candidates appropriately in the hiring process Often the first instinct in a downturn is for organisations to feel in a position of power when hiring. We know there is a large volume of candidates available, so they should be able to acquire talent cheaply and have their pick of candidates for roles, ignoring offering the candidate a positive experience, right? WRONG! This is not the best practice any organisation should adopt. It may seem easy to cut corners in the hiring process, be slow in decision making, changing roles and prevaricating about candidates mid-way through the process just because there are lots of other options available.  However, this will impact on the brand, engagement and reputation of the organisation in the longer term. We must remember the market won’t remain as it is today. Candidates who have a poor experience will be deterred in the future. Even in these challenging times the market is highly competitive for sought after skills and experience and candidates who are of the highest calibre.  Organisations who are taking this viewpoint are leaving the market with a poor impression of their brand, leading to attraction and retention issues in the future. Those who are successful in this space will ensure that the candidate experience is positive whether they are successful or unsuccessful in the process.  HR is instrumental in defining touch points in the talent acquisition process to make the experience as positive as possible. In conclusion, the current market has thrown up challenges on how businesses approach their talent acquisition strategy.  Smart and adaptable organisations have found ways to overcome these challenges by effectively defining their hiring needs and streamlining their processes.  The way in which talent acquisition is approached has changed. The most successful organisations have adapted well by identifying potential pitfalls and how they can be overcome or avoided using some of the HR strategies identified in this article. Nina Adair Practice Head - HR & Talent Management Recruitment  t: +44 (0)20 7422 9078 | e: NAdair@mcgregor-boyall.com  

The Pandemic has accelerated digital transformation. A recent report suggested that the overwhelming majority of UK enterprise decision makers believe COVID-19 has increased their budget for and speed of digital transformation plans. From utilising artificial intelligence to increased reliance on blockchain, organisations are undergoing radical change to stay competitive in the post COVID-19 landscape. Rapid change from external pressures can lead to incredible innovation, but it can also result in costly errors. In 2018, research by CISQ identified that software errors cost organisations in the US $2.8 trillion. Software issues can lead to security breaches, poor customer experience and wasted time trying to fix problems after deployment. So, how can organisations avoid the riskier aspects of digital transformation? DevOps — an approach that integrates all stages of design, development and IT processes — is the ideal solution. DevOps and digital transformation go hand in hand. Many large-scale companies are now relying heavily on a DevOps approach, including Starbucks, BMW, Disney, Verizon and Adidas. But why does DevOps provide such value to organisations? Let’s find out… Efficiency One of the most important things a DevOps approach achieves is breaking down the barriers between teams. Frequent feedback in developmental stages means that issues can be identified quickly and early. This means that small problems are usually resolved before they become big problems. It also results in far less time being wasted in developing technologies that are not fit for the purpose. This increased efficiency is reflected by how much faster DevOps teams operate. A recent analysis by BCG shows that deployment time is reduced by up to 90%. In addition, the quality of the work increases (change failure rate is reduced by 50-70%) while overall IT costs are reduced (15-25%). Culture ‘Don’t worry, operations will fix it.’ Not with DevOps. Developments tend to utilise a shared code base, frequent testing and automated deploys which enable the team to work together throughout the process. At no stage is the code ‘passed over’ to a separate team, meaning that everyone is responsible for the end product. This shared responsibility results in both the obvious efficiency and quality benefits, but also a number of cultural benefits. DevOps supports a culture of collaboration, skill sharing and modernity. The shared responsibility also reduces fear of failure, which fosters creativity and innovation. Finally, DevOps teams are happier, more engaged and productive. Automation Automation and standardisation are integral to successful DevOps. It reduces human error, eliminates many monotonous tasks and increases the consistency of the output. Best practices and solutions can also be more easily shared across teams. This translates to employees spending 50% less time remediating security issues and 22% less time on unplanned work and rework. Through automation, DevOps achieves stability in an organisation, allowing employees to spend more time creating new features or code. To summarise, the benefits of DevOps in organisations are clear. Adopting this approach allows organisations to deploy new software more quickly while reducing the risk of costly errors. It’s also key to breaking down barriers between teams, establishing shared responsibility and allowing more time to be spent on creative work (e.g. new features) — all of which are essential to supporting digital transformation within an organisation.