roundtable
Where security eventually becomes invisible because everyone has to have cyber protection?”
Essomba: “Absolutely. We see security as an enabler. It should be seamless, embedded and integrated into a business.”
Hewitt-Boorman: “And good data security enables you to do more with your business.”
Essomba thought the cost of cyber insurance could be high and Wilson was concerned that having insurance cover might encourage companies to take unnecessary risks with their data.
Sachiti added that protecting systems from human flaws is a massive problem.
Essomba agreed that humans are still the biggest liability to protecting data.
How to attract and retain talent in the tech sector
Another key challenge companies in the region face is difficulty recruiting the right people.
Fahie: “We often find competition comes at the job offer stage. Candidates will ‘Dutch auction’ their skills looking for the best offer. We put effort into finding and interviewing people, and offering them jobs, then they join someone else. This is where your company culture and ‘softer’ elements come into play. We also need to look more at apprenticeships. For example, young people thinking they don’t want to incur debts by studying at university might see apprenticeships as a route in.”
Storrar emphasised the benefits of developing skill and knowledge within the company and passing it on. “We have a natural progression through the business. We find that you can teach people technology but not personality, so finding the right type of people who we can train is essential.”
For Kilpatrick, apprenticeships are a good long-term investment but can’t always help with the immediate skills shortage. “The pain is here and now, for example, the lack of good sales people in the region is shocking. We found someone who was right for us but they were based in Leeds – we had to open an office there so we could hire them. It used to be easier.”
Storrar pointed to a ‘footballer mentality’, where younger people expect high rewards. “Getting someone excited about your business is hard, and people aren’t always eager to succeed.”
Atkinson: “An additional issue is whether businesses should get the sales in first, then find the staff which can
THE BUSINESS MAGAZINE – NOVEMBER 2017
lead to poor service if understaffed, or do it the other way around which adds to cost before the sales come in. It’s a balancing act, even more so in the IT industry because it can be a challenge hiring the right skilled staff quickly.”
Neville: “Look at the companies that do recruitment well, like Google and Apple. They tend to recruit straight from education. I think doing that relies on your reputation, where people have an aspiration to work for your brand. The principle can be the same for both big and small companies. Talent in areas like artificial intelligence is pooling outside the UK. We need to propagate homegrown talent. Being innovative is a great way we can get people queuing at our door. But we need to work hard to communicate to new recruits why our culture is relevant to them.”
Hewitt-Boorman: “People want to join a firm that is growing. Tell them how they can make a difference and get them involved in different sides of the business. We are strong believers in apprentices and coaching – and we know employees might look externally to develop their careers. The days of joining a firm for life are long gone.”
Ryan: “Recruitment is a challenge in the Thames Valley. There is a perception that everything is in London.”
Fahie: “You have to focus on quality of life issues. There is a trend among some millennials that they will work for a period and then do something else, before returning to a job again. That makes it hard for companies if they think someone will only be with them for a limited time.”
Shape of things to come
The panel ended the session by sharing views on whether they thought working life today is more stressful than in the past. Fahie felt millennials were generally happier. Sachiti questioned what might happen if machines became so efficient, and using them so profitable, that humans were left wondering what they are here for. Essomba pointed out that the development of intelligent machines would have to be regulated. Ryan ended the discussion with the light-hearted observation that he had recently read a list of ‘20 jobs in the future’ that featured the role of space tourist guide.
Simon Fahie
Marco Essomba
Damian Ryan
SOUTHERN TECH 100
TM
David Murray
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