The Tech & Digital Contractor market is an ever evolving one, much like the skills required to work within it.
Recently it has been a challenging environment with all the ups and downs of the fairground, culminating in the last 12 months with a scarcity of opportunity and stagnant day rates. KPMG’s CEO said hirers face a “fiscally restrained” Spring Statement 2025, but there are some aptly timed ‘green shoots’ appearing.
ContractorUk.com states “For the first time since August 2024, the numbers on the REC’s index for temporary tech roles last month pointed upwards… The IT contractor jobs market carved out a potential foothold for growth in February 2025.”
Changes to the National Living Wage, Employer’s National Insurance and subsequently, The Employment Rights Bill are contributing to a cautious outlook, but technical advancements aren’t waiting around for anybody.
Organisations are increasingly under pressure to adopt AI functionality to remain competitive and the UK Government has clearly set out their ambition under the AI Opportunities Action Plan. This aims to harness the power of AI to transform various sectors and improve the quality of life for citizens.
Many employers do not currently have the internal talent to scope, lead and deliver in this space and they are likely to look to the contractor population.
Talent in Demand
Unsurprisingly AI skills top the list of those most in demand in the contingent market, closely followed by (and likely in conjunction with) cyber security, all-things data, cloud computing and python development.
Artificial Intelligence (AI) and Machine Learning: These skills are crucial for developing intelligent algorithms and models that drive automation and predictive analytics. The technology is moving so quickly that there are few true experts in the field; all and any commercial exposure to AI will be in demand.
Data Science and Analytics: With the increasing amount of data being generated, professionals who can analyse and derive insights from data are in high demand.
Cybersecurity: As cyber threats continue to evolve, skills in intrusion detection, risk assessment, and data protection are essential for safeguarding digital assets.
Cloud Computing: Expertise in cloud platforms and services is vital as more companies migrate to cloud-based systems.
DevOps and Automation: These skills help bridge the gap between development and operations, improving efficiency and collaboration.
Blockchain: Beyond cryptocurrencies, blockchain technology is being used in various industries for secure and transparent transactions.
In the last year many organisations have evolved to hybrid working models. This has been mandated to permanent employees and therefore frequently includes contractor populations. There will still be some fully remote opportunities, or potential exceptions based on skills v needs – but realistically, most contract opportunities moving forward will require some onsite presence.
Soft Skills Revolution
One of the most interesting aspects of the GenAI ‘revolution’ is the recognised requirement for a range of soft skills in employees within the field. These skills include critical thinking, problem-solving and collaboration alongside the ability to communicate the strengths and weaknesses of using artificial intelligence, as well as when not to use it.
Qualities like creativity, persistence and decision-making will grow more and more important as AI and the very nature of the professional world continues to evolve. While technical skills will always prove important, intangibles like these can often make the difference between two equally skilled candidates.
Non-Traditional Role Parameters
In the last 12-18 months within the UK Tech & Digital market, there has been an increased demand for candidates with blended skill sets—roles that now often combine expertise in multiple disciplines.
For example, there is an upward trend in full stack development as opposed to front or back-end disciplines; DevOps processes (such as CI/CD, Kubernetes) added to support or development roles; Data aligned roles requiring significant Python or R coding; and most needs requiring diverse levels of cloud storage or security capabilities – stand-alone Cloud Engineers are now a rarity.
Advancements in using AI to streamline hiring processes have also driven a ‘skills-first hiring” trend, led by the Tech Sector and including companies such as Google and Apple. Approximately 50% of technology job postings no longer require degrees and 80% of employers prioritise demonstrated abilities over academic credentials.
Forbes writes the “These organizations recognize that conventional degree requirements often exclude qualified candidates who’ve developed valuable skills—particularly in high-demand areas like machine learning, data science, and automation—through alternative means.”
Legacy Alive & Well
The headlines will always focus on the shiny new toys (not taking away from the leaps forward GenAI has brought to the world) but organisations can’t just wipe their tech estate slate clean and start again.
Financial Services and Public Sector bodies offer contracting opportunities for those underpinning and therefore critical legacy tech stacks, on which new functionality is built. New arrivals into the contracting market will not have these skills, and expertise will become a commodity in demand.
IT Contracting as an Opportunity
Robert Half stipulates that “Contract work will become a significant employment model in 2025, encompassing freelancing, right-to-hire positions, and on-call work. Companies increasingly use contractors to fill critical skill gaps, especially in AI, technology, and marketing, with about 40% of managers planning to use contract professionals for key projects.”
Contingent Tech & Digital offers scope to broaden expertise – no client has the same tech stack – and gain valuable knowledge and differing industry experience. Contractors have always needed to stay relevant and therefore employable: with the speed of technical advancement this is now more common in permanent roles and therefore even more critical. An appetite to evolve, a curiosity to learn, and a willingness to step outside traditional role parameters to gain new skills, will make you stand out from the crowd.
And on that final note (with a nod to the volume of AI generated CVs and applications), to maximise your success, ensure your online persona and/ or CV are representative of skills and clear on capability; if they are technical, include the hobbies and online hangouts evidencing your interests; and build credibility with TA, Recruiters and Hiring Managers and leverage your professional network.
So, the roller coaster may be stomach churning at times, but it is fast, and it is thrilling, and few really want it to end!
According to the UK Government’s 2023 State of the Nation report, adults with lower working-class parents are about 3 times as likely – 30% against 11% – to be in a working-class occupation compared to adults with higher professional parents. In education, people whose parents had degrees are far more likely – 64% against 18% – to get a degree than those whose parents had no qualifications.
Social mobility, officially recognized as an area of diversity, equity & inclusion (DEI) thanks to the UK Government’s Social Mobility Commission, is linked to equality of opportunity: the extent to which people have the same chances to do well in life regardless of the socio-economic background of their parents, their gender, age, sexual orientation, race, ethnicity, birthplace, or other circumstances beyond their control.
According to a report by the Institute for Fiscal Studies, UK social mobility is at its worst in over 50 years. Now is the time for businesses to fulfill their social and ethical obligations by promoting social mobility in the workplace.
According to the Sutton Trust, enhancing social mobility within UK businesses to align with the average level seen in Western Europe could potentially lead to a 9% boost in GDP. This increase is equivalent to £2,620 per person, or a total of £170 billion added to the UK economy annually.
What is Social Mobility?
Social mobility is the movement of individuals, families, or other social units between positions of varying advantage in the system of social stratification of a society. (International Encyclopedia of the Social & Behavioral Sciences, 2001).
Many sociologists have traditionally concentrated on examining mobility between occupational classes, specifically the types of jobs individuals hold. In contrast, economists have more recently shifted their focus toward analysing income mobility.
Social mobility and equality of opportunity can be measured in terms of occupation, income, or ‘social class’, but can also encompass other measurements of social well-being such as health and education.
When an individual experiences a shift in their position, particularly in their occupation, without a change in social class, it is referred to as “horizontal mobility.” On the other hand, if the transition results in a change in social class, it is known as “vertical mobility,” which can manifest as either “upward mobility” or “downward mobility.”
The key markers of social mobility are health, education, housing, income, race, and gender.
In the workplace, social mobility pertains to an individual’s capacity to ascend or descend within the hierarchy or structure of a company or organization. It encompasses the progression a person’s career and enhancement of their job role, salary, and overall professional standing within their current workplace.
“This class pay gap is not just an indictment of professional employers. It is morally unjust and economically illiterate.” Alan Milburn, Social Mobility Foundation chair
Why is social mobility important?
People from disadvantaged backgrounds have fewer opportunities to climb the socio-economic ladder. The current economic situation in the UK is likely to exacerbate the UK’s social divides, limiting the career prospects of young people from disadvantaged backgrounds.
Social mobility plays a crucial role in the health of the economy.
In 2021, services industries in the UK contributed £1.7bn in gross value to the economy, 80% of the total figure. A recent report by the Law Society highlighted the importance of social mobility in the professional services sector, stating that a lack of it poses a significant threat to Britain’s competitiveness and productivity.
According to the World Economic Forum, the Fourth Industrial Revolution, characterized by rapid globalization and technological advancements, has resulted in a rise in inequality. For instance, the Forum highlights that the top 1% of earners in the United States saw their income increase by 158% between 1979 and 2018, while the bottom 90% experienced only a 24% increase. This disparity underscores the widening gap between the wealthiest individuals and the majority of the population, highlighting the urgent need for policies that address income inequality and promote economic inclusivity.
“As the hiring demands for tech skills in the UK continues to rise, organisations are finding it challenging to access the talent they need to innovate and progress. The UK government recognises the importance of the tech sector and tech skills for improving the UK economy, but also acknowledges there is a significant shortage of available candidates in the market.” Mel Barnett, managing director, Public Sector Resourcing
PwC’s Future of Government research asked 4,000 people across the UK about their concerns around social mobility and the actions that they think government and businesses should take in response. The polling revealed that business has a vital role to play in improving the social mobility of younger generations, with calls from the public for better access to opportunities, work experience, and career pathways, and greater investment in apprenticeships and skills.
Implementing a social mobility strategy is not only an ethical decision, but it also plays a crucial role in shaping a more skilled and prepared workforce for the future. It not only expands the talent pool for an organization, but also enhances its appeal to potential recruits, especially the influential Generation Z, who will soon comprise the majority of the workforce. It not only fosters growth and improves local economies where an organisation operates, but it also contributes to the development of more equitable and cohesive communities.
Promoting socio-economic inclusivity is also a strategic business decision. Diverse workforces have been proven to be more innovative, productive, and better equipped to navigate the challenges of the future. By embracing inclusivity, organizations can unlock new perspectives, ideas, and talents that drive success and growth.
PwC’s global 2022 Hopes and Fears survey revealed that employees expect their employer to have strong ESG credentials; three-quarters say that they want to work for an organisation that makes a positive contribution to society, and 54% say that transparency around diversity in their employer is extremely or very important to them.
Prospective employees and clients are increasingly seeking out companies that prioritize purpose, not just profit. By championing the social mobility agenda, businesses can effectively balance their commercial interests with making a positive impact and preparing their workforce for the future.
Where compares with the UK?
The social mobility geographical patterns in the UK are striking. People of a working-class background who grew up in Outer London (West and North) had a 46% chance of becoming professionals, while those growing up in Northern Ireland had only a 28% chance.
The first round of the government’s Levelling Up funding saw £1.7bn distributed among 105 UK towns and cities, with further plans to invest in skills training, in some of the UK’s most deprived areas.
Research from the Institute of Fiscal Studies suggested that on a wide variety of measures, regional disparities in the UK are greater than in most comparable countries.
In a study conducted by Wilkinson and Pickett, the results of which were initially published in 2009, an in-depth analysis of social mobility in developed countries was carried out. Among the eight countries examined – Canada, Denmark, Finland, Sweden, Norway, Germany, the UK, and the US – it was found that the US exhibited the highest level of economic inequality and the lowest level of economic mobility. Further research has consistently shown that the US has notably low mobility for individuals at the bottom of the socioeconomic hierarchy, with mobility gradually improving as one ascends the ladder.
Research comparing social mobility across developed nations has shown that Denmark, Norway, Finland, and Canada have the lowest intergenerational income elasticity, indicating higher levels of social mobility. In these countries, less than 20% of the advantages of having a high-income parent are passed on to their children.
In countries like India, it is common for educated women not to use their education to move up the social ladder due to cultural and traditional customs.
Chile and Brazil, two countries characterized by high levels of inequality, also exhibit some of the lowest levels of social mobility.
Who are the key players?
The Social Mobility Commission (SMC)exists to create a United Kingdom where the circumstances of birth do not determine outcomes in life. The SMC’s State of the Nationreport, is an annual report on social mobility in the UK, which sets out their views on the progress made towards improving social mobility in United Kingdom.
The Social Mobility Index is a framework for measuring social mobility in the UK. It enables a systematic look at social mobility outcomes, as well as the drivers behind social mobility. It sets out a long-term vision for measuring and monitoring social mobility outcomes over the next 30 years across the UK.
The Social Mobility Foundation is a UK-based non-profit organisation dedicated to advancing the social mobility agenda, by directly supporting young people through their Aspiring Professionals Programme and influencing employers to support people with potential in their professional progression. The foundation’s Employer Indexis the leading national study analysing the efforts of employers to improve social mobility within the workplace.
The Sutton Trustchampions social mobility through programmes, research, and policy influence through key priority areas; early years, schools, higher education, access to the workplace, and apprenticeships. According to the Sutton Trust, enhancing social mobility within UK businesses to align with the average level seen in Western Europe could potentially lead to a 9% boost in GDP. This increase is equivalent to £2,620 per person, or a total of £170 billion added to the UK economy on an annual basis.
The Global Social Mobility Index was created by the World Economic Forum in 2020 in response to the impact of globalization and technological advancements on social mobility worldwide. 82 countries were measured on five key metrics: education, access to technology, healthcare, social protection, and employment opportunities. The top 10 countries with the highest social mobility index scores are located in Europe, with the majority of those being Nordic Countries. Nordic countries lead the index for several reasons, including excellent job opportunities, social safety nets and high-quality education programmes.
The highest possible score a country could receive was 100.
(Source: World Population Review)
“When it comes to social mobility and sustainability, if we can support our customers’ goals in these areas, it’s a win/win. In the public sector, social value is a crucial factor, so being able to demonstrate our work in this area is incredibly important and we have a real responsibility to do the right thing.” Anna Crowe, client operations director, AMS
How can we promote social mobility?
How businesses address social mobility will play a pivotal role in fostering a thriving and prosperous UK. Developing an effective social mobility strategy is not a straightforward task. It necessitates a shift in mindset, wherein the entire organization re-evaluates its approach to talent acquisition and recruitment. Both public and private sector organisations have a role to play in advancing the social mobility agenda.
Our recommendations for organisations looking to advance social mobility:
Start with the data. Historically, organizations have neglected to collect socio-economic data on their workforce, resulting in significant gaps in knowledge regarding key challenges, effective solution targeting, and potential areas of impact. This oversight has also contributed to a lack of insight into the extent of socio-economic diversity within the workforce and the identification of potential barriers. For instance, it remains unclear whether these barriers manifest at various stages of the employee lifecycle (from recruitment to advancement), within specific business locations or functions, or in conjunction with other demographic factors like ethnicity and gender. Addressing these gaps in data collection and analysis is crucial for fostering a more inclusive and equitable workplace environment.
Increase upskilling and reskilling. Access to upskilling and reskilling opportunities is not evenly distributed. Leaders must establish inclusive opportunities by providing training and work experience to their employees as well as the broader community. This can be achieved through partnerships with educational institutions and charitable organizations.
Broaden your talent pool. Many businesses continue to view universities as their main source of talent, whether consciously or unconsciously, limiting their talent pool. PwC’s research indicates that 83% of the general public views access to local employment opportunities as a significant obstacle to achieving social mobility. Businesses have the opportunity to leverage virtual work arrangements to offer valuable work experience opportunities and expand their talent pool through targeted recruitment campaigns.
Review end-to-end recruitment process. Organizations should thoroughly review and analyze each step in the hiring process. This includes assessing job posting language to ensure it is inclusive and free from biases, expanding outreach efforts to reach a more diverse pool of candidates, implementing blind resume screening practices to remove any unconscious biases, providing equal opportunities for all applicants regardless of their background or education level, and setting clear diversity goals for hiring managers to follow. By taking a comprehensive approach to enhancing social mobility in recruitment, organizations can create a more equitable and diverse workforce that reflects the values of inclusivity and equal opportunity.
Reassess procurement. This entails considering how vendor selection criteria can be adjusted to provide opportunities for historically marginalized groups, such as minority-owned businesses or those led by women or individuals with disabilities. By deliberately seeking out suppliers who prioritize social responsibility and promote workforce diversity, companies can not only make a positive impact on society but also benefit from a wider range of perspectives and expertise. Additionally, implementing measures such as supplier diversity programs or mentorship initiatives can help level the playing field and create pathways for underrepresented businesses to thrive in the marketplace. Through conscious efforts to reevaluate procurement practices, organizations can contribute to creating a more equitable and inclusive business environment while driving innovation and success.
Develop a strategy in line with your business and ESG objectives. Integrating social mobility efforts into ESG objectives demonstrates a commitment to addressing systemic inequalities and promoting sustainable practices. As businesses continue to prioritize diversity, equity, and inclusion in their operations, developing a tailored social mobility strategy is crucial in driving positive social impact while also achieving long-term business success. This may involve implementing initiatives such as mentorship programs, skills training opportunities, or flexible work arrangements to support employees from all backgrounds in advancing within the company.
“Social mobility is a key strategic enabler for AMS. Our business is all about talent and having a fair and level playing field which is open to all, including those of us who may be from lower socio-economic backgrounds.” Matthew Rodger, Chief Growth & Commercial Officer and ExCo sponsor for Social Mobility, AMS
Top tips to enhance social mobility through recruitment:
Collaborate with schools and community organizations to provide internship opportunities and develop talent pipelines that can help bridge the gap for underprivileged individuals seeking employment opportunities.
When evaluating entry-level candidates, contextualise their academic achievements to create a more level playing field for all applicants.
Eliminate bias in the hiring process by implementing blind recruitment practices and ensuring that all candidates are evaluated solely based on their qualifications and merit.
Offer mentorship programs and professional development opportunities to help individuals from disadvantaged backgrounds navigate the corporate world more successfully and advance in their careers.
Transition away from competency-based models that solely focus on candidates demonstrating specific skills, which can be influenced by their access to extracurricular activities or job opportunities. Instead, consider adopting strength-based models that incorporate interviews and scenario testing to assess an individual’s abilities and potential more effectively. This shift will allow for a more comprehensive evaluation of candidates, leading to better hiring decisions and improved organizational outcomes.
Provide additional job opportunities in areas outside of major cities to reduce the burden on candidates who may be reluctant to relocate. Leveraging remote or hybrid working is key.
Creating employee resource groups around social mobility. Establishing employee resource groups focused on social mobility is essential for promoting socioeconomic inclusion and ensuring a diverse representation of the communities we serve. These groups aim to support the professional advancement of employees from various socioeconomic backgrounds.
Relax the requirements for bachelor’s degrees where possible. This could potentially open up more opportunities for individuals seeking to advance their education and career prospects. By re-evaluating the criteria for earning a bachelor’s degree, we can create a more inclusive and accessible educational system that benefits a wider range of individuals.
The Social Mobility agenda at AMS
We are honoured to be recognised as a top 75 employer in the Social Mobility Foundation’s Employer Index.
In September 2023, we officially launched its partnership with Movement to Work(MtW), a not-for-profit coalition of UK employers, youth-outreach organisations, training providers, and government – all aiming to level the playing field for young people, aged 16-30, who are not in employment, education, or training.
MtW works with employers, free of charge, to design and create vocational workplace opportunities and work experience placements either in-house or through its recommended training providers. MtW counts some of the biggest UK employers among its members including Accenture, BAE Systems, Tesco, BT, Barclays, M&S, Marriott, The Department of Work and Pensions and the British Army.
Measures taken by AMS in recent years include increasing partnerships and collaboration with key social enterprises, charities, and small businesses as well as a renewed focus on data collection allowing AMS to understand the socio-economic makeup of their colleagues based in the UK&I region.
AMSTalent Lab, provides expert training to help organisations turn people with the right potential and aptitude into people with the right skills. Whether it is upskilling or reskilling existing tech talent or developing a recruiter team from scratch. Every element of Talent Lab is designed to enhance social mobility, tapping into the potential that exists in all corners of our society, from attraction to assessment, training, and ongoing support. AMS Talent Lab enables organisations to gain a competitive edge and benefit from a diverse viewpoint.
AMS’s Public Sector Resourcing (PSR) service provides more than 19,000 skilled workers across the UK government at any one time, meeting contingent resourcing demands on large projects including Brexit and the pandemic. PSR formed its Social Value Model and strategy to align with the challenges facing the public sector and works collaboratively with clients.
The Social Value Model was built to address five key themes that include Equal Opportunity, Tackling Economic Inequality and Fighting Climate Change each with subsequent policy outcomes. On the PSR framework we have projects and programmes aligned to each of these areas to drive positive change, as well as repurposing initiatives already in place at AMS to make them applicable to our public sector customers.
We introduced a new service line in PSR, called ‘Recruit, Train, Deploy’, to bring in trainees from under-represented or those from lower socio-economic backgrounds, upskill them and then place them in a client organisation, providing both commercial and social value. Our partnerships with inclusive recruiters likeRecruit for Spouses, Auticon, and Bridge of Hope help to provide opportunities to individuals who might not think public sector roles are for them.
“Since its inception in 1996, social mobility has been part of AMS’s DNA. We believe that we can further help ourselves and our clients who wish to diversify their talent pipeline by creating opportunities for candidates from underrepresented talent groups and if needed training them with in-demand skills.” Matthew Rodger, Chief Growth & Commercial Officer and ExCo sponsor for Social Mobility , AMS
AMS is committed to driving the dial forward on social mobility and championing change to level the playing field for the world of work.
Interested in learning more about how your organisation can advance social mobility?
Contact Fionuala Goritsas, Head of Analyst Relations & Global Co-Chair for Social Mobility, or Marisa Baker, Client Services Manager and Social Mobility ERG Co-Lead.
Technology is rapidly evolving – both in hiring and beyond. In a world where robot babies walk the runway at Paris Fashion week, the threat of deepfakes photos circulating looms and the future of work is questioned – it’s clear there isn’t going to be a comfort zone when it comes to new tech changing the future and Artificial Intelligence leading the way. But there is a way to learn and grow in the AI space without feeling uncomfortable: we need to stay curious.
Bernard Marr, a world-renowned futurist, influencer and thought leader in the fields of business and technology writes:
A recent IBM Institute for Business Value (IBM IBV) survey found that 4 in 5 executives say generative AI will change employee roles and skills. While workers at all levels will feel the effects of generative AI, lower-level employees are expected to see the biggest shift. What’s more, 76% of HR leaders believe that if their organization does not adopt and implement AI solutions, such as generative AI, in the next 12 to 24 months, they will be lagging in organizational success compared to those that do.
It is, therefore, more important than ever that businesses look at how to put AI to work in talent management. Luckily, it’s an area where innovation is rife. AI is rapidly creating new solutions to old problems in HR – most prominently those involving admin, compliance, and record-keeping. It can be used for efficiently automating routine tasks like managing schedules and generating and filing reports.
It’s also increasingly being used to make decisions that could affect people’s lives – such as filtering potential candidates for interviews or evaluating performance.”
Having met with HR departments, companies and tech-skilled workers dabbling with AI, the takeaways are clear. The more prepared, educated, and curious you are about this changing landscape – the more comfortable you’re going to feel as it unfolds.
Here are some ideas for how to begin to ease into this space, find way in the noise and feel a bit less hectic about the changes coming.
1) Stay well-read on the topic of AI, especially in the talent space. Lots of literature is being created around changes in the technology, ways it is being used, how other companies are benefitting, and how various HR teams are implementing new tech roles. AI will show up in different ways in HR – from how we recruit and which modules we use to sift through skills and complex talent pools, but also in which kinds of roles we are looking for, and how the candidate experience may change due to AI. Its impacts will be spanning across much of our work functions so it’s important to understand each aspect of hiring and how it may be impacted.
A recent report from EY US, asking if “the meteoric rise of AI made you anxious?” says “The rise of GenAI has given more people direct exposure to AI, with largely positive sentiment. An overwhelming 90% say their organization uses at least one AI technology, with GenAI topping the list. Most believe AI will make them more efficient (82%), more productive (81%) and able to focus on higher value work (81%).
2) Test using Generative AI in your personal life. If you haven’t already used AI in personal life, this a great way to stay up to date on how it works and test its capabilities and get comfortable in getting the most from the function. Try out tools such as https://chefai.recipes/ an app which will create recipes based on ingredients you have on hand or alter recipes to exclude dairy etc. Or for those already subscribing to Spotify, try Spotify AI DJ, a personalized AI guide that gets to know you and your music taste, to choose what to play for you!
3) Connect with tech and HR professionals in your network who have dabbled with AI. Understanding how it is impacting their roles and what they see coming could be a great place to start. This is the time for us to learn from one another – what works, what doesn’t and what’s driving cost reduction and efficiency? For example, and in Recruitment, AI has been used to dramatically streamline recruitment at large companies that receive thousands of applications every day. It allows recruiters to spot candidates with important skills or experience that might be overlooked among mountains of applications using traditional selection processes.
4) Understand the risks and the way AI is altering how we hire.
There are several risks associated with AI and it is key to choose the right tools that can help you stay updated on new regulations, patterns, concerns and developments in AI technology. It is also important to understand that candidates are also going to be armed with this AI technology and identify the risks associated with this.
The EY report continues, says “Employees are also anxious about whether they, personally, are using AI responsibly (65%). Their concerns span cybersecurity (75%), legal implications (e.g., plagiarism, intellectual property rights) (77%), ethical and moral considerations (e.g., potential bias and discrimination) (71%). They want more guidance and regulation to gain a deeper understanding of AI: what constitutes responsible, legal, and ethical use and what does not”.
5) Be open to trying new things and don’t be afraid.
Working with the right teams and setting up great strategies will set a strong foundation for you to explore and test and learn in the AI space. Creating parameters around your test cases and working with the right partners will help you to feel secure and strategic with your AI experiments.
Bernard Marr continues:
“AI brings responsibilities for HR teams, as well as many opportunities. Each stage comes with its unique challenges – which could be technical challenges, as well as regulatory and compliance-related, or involving issues of privacy, ethics, or transparency.
It’s obvious from what’s going on around us that this AI-driven transformation of HR is not just a passing fad. It’s the trend that’s going to define the way organizations find, hire, train, and retain key people from now on.
AI will change so many aspects of talent management that the workloads of HR departments will look hugely different in the near future. AI will continue to expand in speed and scope, making it capable of a growing number of tasks. It will become better at knowing more and more about us, and even predicting our behavior.
At every level of the business, there will need to be cooperation in order to come up with smart solutions to the challenges around security, privacy and ethics.
But it will all be worthwhile if the end result is more efficient businesses, more effective talent acquisition and retention, and, most importantly of all, happier people.”
The pace of change is leaving many organisations facing critical skills shortages. Growing your own talent through skilling is an effective solution and we’re delighted to see many forward-thinking organisations taking this one step further. They’re adopting a truly ethical approach to skilling, levelling the playing field for all talent and in doing so, filling their skills gaps, and increasing the diversity of their workforce at the same time.
At AMS Talent Lab our dedication to ethical skilling, positively promoting social impact and creating diverse and inclusive cohorts underpins the foundation of our proposition.
Every element of Talent Lab is designed to enable talented individuals to succeed. Whether this be through our attraction methods, our carefully curated assessment process, our world class training, or the ongoing support through our Talent Lab Care team.
It’s vitally important to us that we offer opportunity for our Associates based on potential and aptitude, not previous experience, or the educational institute that they went to. We pay all our cohorts from the very first day of training, and we don’t penalise them if they decide that this isn’t their chosen path during that journey.
Our world class training is carefully curated for each client, ensuring that the skill gap is not only filled initially but that talent will grow within their organisations to be the leaders of the future.
We recognise that ethical skilling is more than hitting a diversity target, we attract, assess and support in a way that makes each and every individual secure and free to reach their potential.
Are you looking to partner with a truly ethical skilling partner to fill your skills gaps? Please reach out to us at [email protected]! We look forward to hearing from you!
Don’t just take out word for it, listen to what this means to our Associates…
Last week we officially launched our Talent Lab Associate Community. It offers the cohorts that have been through our skilling programs access to continual development, networking and support. Not just as they start their new roles but as they continue to grow in their careers.
In this video we reflect on some of the journeys that our associates have had, along with their thoughts on what attracted them to AMS Talent Lab and how they have found the experience.
AMS Talent Lab continues to grow in size and diversity.
If you’re looking for a truly ethical partner to help you create the right talent to fill your skills gaps, please reach out to us at [email protected].
For further information on how to become an associate email [email protected].
We look forward to hearing from you!
As the world of work and hiring landscape changes at rapid pace, the one thing that we know to be true is that finding untapped talent, who can be trained, supported, and nurtured into ever-increasing skills gaps is critical for organisations to succeed.
AMS Talent Lab is doing just that, offering opportunity based on potential and aptitude, not previous experience. Our ethical skilling practices create talent for our clients and give our Talent Lab Associates the opportunity and support to thrive and ultimately reach their full potential.
The Talent Lab journey goes from strength to strength with the latest milestone being our Talent Lab Associate Community which we are officially launching today. It offers cohorts access to continual development, networking and support after they start their new roles and as they continue to grow in their careers.
We are immensely proud of each and every one of our cohorts, who come from diverse backgrounds and, through the training and support of AMS Talent Lab, have been able to realise their dreams of working in their now careers.
If your organisation is looking for a truly ethical skilling partner to fill their skill gaps, please reach out to us on [email protected]. Or, if you’re interested in becoming an associate, you can email [email protected]. We look forward to hearing from you!
The LinkedIn green skills report takes a look at the ‘green’ skills needed to address the threat of climate change. The report echoes some of the sentiment we are feeling from not only our global energy and renewables clients but also our financial services clients when it comes to hiring leaders.
Hiring leadership talent with skills such as ‘carbon accounting’ or ‘climate action planning’ into these industries is very difficult right now. Demand for green skills talent at all levels is far outstripping supply. This is why we are working hard with our clients to ensure a skills-based hiring approach is front and center of the candidate experience and hiring process. Leaders with transferrable skills from adjacent industries or with ‘power’ skills such as learnability, agility and curiosity who will be able to adapt quickly to fight the urgent need to tackle climate change.
AMS Executive Search team works strategically with clients to identify the senior talent required at a global level, but we also share insights with them to help with their location strategy and where these types of skills are locate. We share data on the hiring competition such as around remuneration as well as hybrid working models. We also ensure that the senior talent AMS Executive search team identifies, and subsequently approaches have a great experience from start to finish. If you want to know more about how we can help you hire leaders with green skills, then reach out to me [email protected]
The transition to a greener economy is driving green skills growth across all industries, including the most carbon-intensive.
It’s clear there is no magic formula for hiring tech roles. There is however, a team whose daily schedule involves ongoing research, understanding tech specialties, scanning the market and staying up to date on the latest changes occurring in tech.
Our team, the AMS’s specialist Contingent IT & Digital Hub, are constantly evolving and learning as fast as the technology advancements we see in the market, to better understand the needs of our clients and candidates.
When I think about what a day looks like while embarking on finding tech roles, a few things come to mind:
The importance of building an information engine, knowledge is essential to equip companies with what they need in their tech jobs.
An expansive network. It’s key to listen to the changing environment and to pivot when needed.
Supporting hiring managers to make their roles as interesting as possible and to use insights lead sourcing to facilitate the best hiring decisions.
Enabling hiring managers to stop prospective talent from jumping through hoops and simplifying the candidate experience.
Educating hiring managers around the common terminologies and motivations in tech and hiring today
Keeping an ear to the ground at all times in this dynamic and changing hiring landscape is a job in itself. As industry leaders are forecasting that skills required will continue to change due to rapid advancements in Artificial Intelligence, daily activities around tech hiring need to be forward-thinking and even unconventional, especially in niche arenas.
When hiring for technical roles, it is important to understand both current and future state of that client’s digital landscape – not only to identify the correct skills but to ensure candidate appetite and commitment with opportunity to evolve.
We also need to consider how advancing technology can support the TA process through consistent automated communication, reduction in unconscious bias, sourcing, advertising and attracting the right talent. It can be used to ‘weed out’ the noise, allowing more in depth and meaningful candidate engagement and shorter times to hire.
Both using technology itself and leveraging technical market understanding is vital in answering our client’s needs.
"Tech enabled skills-based hiring can significantly widen the talent pool for a particular role, shining a light on candidates who may have otherwise been overlooked after being siloed into a specific job type."
The Women in Tech & Business Expo is just around the corner, and we couldn’t be more excited about the opportunity to shed light on a pressing issue. By 2025, the gender gap in tech is projected to leave only one qualified female for every 128 tech roles globally. The challenge is undeniable, but so is the potential for positive change.
At our upcoming keynote session, Michelle Hainsworth will delve into how businesses can address this alarming gender gap. Inclusivity is not just a buzzword; it’s a powerful driver of innovation and success. We’ll explore how diverse teams, composed of individuals with varying backgrounds, experiences, and perspectives, lead to more creative solutions and better outcomes.
The future of gender equality in tech starts with nurturing young talent. We’ll discuss the importance of supporting STEM education for girls and initiatives that encourage them to pursue tech careers. We’ll also be talking to one of our Talent Lab Associates who has trained as a python developer and is now working with the ONS.
Join us at the Women in Tech & Business Expo.
We invite you to join us at the Women in Tech & Business Expo. Let’s explore how together we can break down the barriers, create opportunities, and foster an environment where everyone has an equal chance to shine in the tech world.
The gender gap in tech may seem daunting, but it’s a challenge that we can overcome with dedication and a commitment to change. See you at the expo, where we’ll take the first step towards a more inclusive future! #WomenInTechExpo #DiversityInTech #InclusiveFuture 🚀💼
