Preparing Business to Succeed in the Digital Age
Innovation is critical to business success. Experis helps organisations access and create expertise to support the implementation of new technologies and processes that can scale quickly.
Business Transformation Services
Our expertise in business transformation enables organisations to cultivate individuals and teams prepared for the digital age.
We provide a range of advisory services to define, design and validate our clients’ business and digital transformation initiatives and underlying capability, including:
Projects, Programmes and Project Management Office (PMO): We help our clients to realise their business and technology objectives through a range of services. Our transformation experts identify opportunities for our clients to generate new value by leveraging technology, creating new customer experiences and adopting agile working practices. We also ensure existing change functions are operating efficiently and effectively. Our project consultants design right-sized PMOs and governance frameworks, review and optimise processes and portfolios, and undertake independent audits and maturity assessments. In addition, we provide coaching and training to project teams and sponsors, as well as rescue failing projects.
Quality Assurance (QA): We advise our clients on best practice and recommended approaches for software and games testing. Our services in this area include QA Assessment and QA Governance.
Global Sourcing Advisory: Through our presence in 80+ countries globally, we advise clients on the most cost-effective ways to build technology delivery capabilities by leveraging global expertise.
We help our clients to deliver their business transformation objectives and outcomes through our range of project services, including:
Agile Delivery: We deliver client projects using scrum teams of experienced consultants to implement short, iterative sprints of agile delivery, driving quicker realisation of business benefits.
Projects, Programmes and PMO: We reduce time-to-benefit by quickly deploying management and delivery capabilities on a light or full outcome basis. We use industry best practice to deliver on time and on budget across large transformations, standard IT projects, digital product teams and PMOs.
Testing: We deliver testing capabilities in both functional and non-functional areas for our clients, ensuring improved quality of project delivery and increased automation.
Global (Borderless Talent) Sourcing: Our global reach enables us to strategically maximise value from our client’s workforce. Through our global governance, we engage consultants across multiple countries on a single project, whilst reducing admin by invoicing to one client cost centre. We use our global talent ecosystem and technology to quickly scale these projects.
Through our managed services, we take full responsibility for the smooth operation and continuous development of customer IT services.
Through professional resourcing and our Experis Academy, we get your workforce ready for digital transformation. We attract and match talent with in-demand skills as well as provide critical training for roles such as: Business Analysts, Data Architects, Data Engineers, Data Scientists, Scrum Masters and Agile Project Managers.
Our Services
-
Professional Resourcing
Finding the right talent with in-demand skills and expertise to fill your most critical roles.
-
IT Consulting
Leading digital transformation practices through our network of consultants, experts and partners.
-
Project Services
Providing business-critical IT project expertise and implementation of new solutions.
-
Managed Services
Managing IT resourcing, application maintenance and operations so you can focus on your core business.
Add the tag: "business-transformation" to the blogs you want to display here..
-
A CEO’s career advice to his millennial children
You don’t need to tread in the Toms of a millennial for a week to know they are like any generation and not the homogenous set they’re often reported to be. As a father of three children who could not be more different from one another, I know too well there’s no one answer, no one-size-fits-all approach, and that the onus is on us, parent, or employer, to understand what makes them tick.Over the summer, I spent time with a millennial – my daughter – who lives abroad. It was a rare opportunity to unplug and enjoy time, with just the two of us chatting. It reminded me how much young people already know; that learning isn’t a one-way street and that we should all be curious to ask as many questions as we answer.For me, people are my priority – at ManpowerGroup we find work for more than 2 million people a year, half of whom are millennials. I’m often asked about the advice I give my own children. While I dare not reveal father-daughter secrets, there are a few shareables that helped us see a potentially uncertain future in a positive light.Stick or twist? Just have a go and keep your options wide openUniversity is important educationally and culturally, but what young people learn at university alone doesn’t equip them for today’s job market, and too many leave grad-ready, not job ready.It’s important to get practical work experience early. Students who have four or more contacts with employers while in school are more likely to be employed at age 19-24 and five times less likely to be jobless. Opportunities to engage with employers through work experience, and weekend and temporary jobs, nurture curiosity and the desire to explore new things. In doing so, they help you learn where your passion lies at a young age: what work you’d like to do and, importantly, what you’d like to avoid.Learnability is the path to career securityIn an environment where new skills emerge as fast as others become extinct, employability is less about what you already know and more about your capacity to learn. By focusing on learnability – the desire and ability to adapt your skills to remain employable – millennials are redefining career security.93% of millennials want ongoing skills development and 4 out of 5 say the opportunity to learn a new skill is a top factor when considering a new job. Employers would do well to listen up and consider how they create a learning culture that motivates and retains millennials, because what works for them works for the rest of the workforce, too.Embrace disruption and take advantage of technologyIt’s no secret that the job-for-life is fast becoming a thing of the past. Amazingly, 65% of children starting their first year of school this year will eventually do jobs that don’t yet exist. So, without a doubt, today’s and tomorrow’s workforce will need to keep reskilling to stay relevant through longer working lives.Some jobs will be significantly impacted by automation and robotics, and new jobs will be created in ways that are hard to predict, but what we know for sure is that the ability to adapt and learn will be a skill that will provide employment security for many as the environment changes.What else do we know? We know that plenty of future employment opportunities will come from STEM-related jobs. Also, women are especially likely to be disproportionately affected by increases in automation, as their employment is concentrated in low-growth or declining industries and they are already underrepresented in fields such as computer science and tech.We need to do more to remove the barriers for girls and women to study and work in high-growth sectors if we’re to continue to accelerate progress to gender parity. One of my daughters, who is studying chemistry at university, is quite right when she tells me that we need to act earlier and proactively encourage girls to pursue STEM subjects if we want to train and tap into the best talent.Find out what you care about and try to align it with your workIt might sound clichéd and it’s not always possible, but it’s important to be interested in, or even passionate about what you do. In this respect, we can learn a lot from the millennial generation. They care – about communities, about giving back – and they look for that in their employers too.8 in 10 millennials in Mexico, India and Brazil say working for employers who are socially responsible and aligned to their values is important. A majority of millennials everywhere say purpose is a priority. Almost half of Generation Z (the generational cohort directly following millennials) go as far as saying that in choosing a job, working for a company that helps make the world a better place would be as important as the salary.Don’t get me wrong: I know money matters too, but this is a nudge to employers that purpose is important, and we should be explicit about our responsibility to the communities in which we operate. This is a generation that wants to know that what they do matters. If that recognition cannot be expressed through a job for life, they will choose employers that reflect their personal beliefs and interests for the time that they are part of that organisation.People with balanced lives bring their best selves to workSome of the most inspiring people we meet in our jobs are often those with balanced and interesting lives outside of work. Diversity of personal experience brings better perspective and judgement in professional circumstances. Young people should embrace this, seek out diverse opportunities, meet those who do different jobs from their parents and explore different cultures – whether that’s outside of their school, neighbourhood or country.Of course, the same is true of organisations: companies with a more diverse workforce overall, consistently report larger customer bases and better commercial results than those with less diversity among their staff.So, I’ll echo what my daughter felt most strongly about: young people have plenty of cause for optimism about the future. Undoubtedly their experience will be different from their parents, as they have grown up as the first truly global generation, more aware of and more affected by events that occur far away from where they live.If history is any indicator, more jobs and more opportunities will be created as the labour market changes. Millennials and Generation Z are well placed to face the challenge. We know first-hand that they’re hard-working, ambitious, well-informed and committed to developing the skills they need to stay employable for life, traits we would all do well to follow, whether we were walking in their shoes or our own.To explore what workers of all ages need to thrive at work, and what employers can do now to ensure both organisations and individuals alike are primed to succeed, read our latest report.Original Article Reference:https://www.weforum.org/agenda/2016/09/ceo-career-tips-for-millennials/
-
How to transform your Tech Talent Strategy
In the last decade, the IT sector has seen phenomenal growth – but is it now growing fast enough to keep up with digitisation?We are living in a world where the life span of technology is shrinking, demand for IT talent outstrips supply, adaptive skills are highly prized, and companies need to be bolder and more deliberate in their workforce strategies.According to the latest ManpowerGroup Employment Outlook Survey (MEOS) for Q3 2022 1-in-5 organisations, globally, is having trouble finding skilled tech talent, with IT/data skills being the most difficult to find for nearly 3-in-10 organisations.In the post pandemic era, IT talent leaders are facing new challenges about how to transform their approach to talent:How to recruit and retain specialist IT staff with the skills required to implement radical change?How to increase utilisation of machines to guide decision making?How to bring technology, people and process, closer together?To answer these critical questions, Experis, ManpowerGroup’s IT professional resourcing and managed services company, surveyed 40,000 hiring decision makers in 40 countries and conducted in-depth interviews with eight global talent and technology leaders, spanning numerous industries and functions, revealing four ways in which to transform tech-talent strategy and to lead with confidence.“Everyone is looking in the same places, so these are the perfect circumstances to look at talent in a different way.” - Tomas Chamorro-Premuzic, Chief Innovation Officer and Leader of the Assessment Centre of Excellence, ManpowerGroup1. Opening up the Middle:The demand for tech talent intensifies as, increasingly, technology updates faster than people. Our research suggested that talent leaders, rather than struggling to recruit from a diminishing pool of talent, can leverage their workforce potential and reskill their employees to fill gaps and meet the demands of the new workplace.The need to ‘open up the middle’, is not driven only by the shortage of skills, but also the obsolescence of existing skills. Organisations are trying to embed a systematic approach to reskilling, but this is not straightforward. Employers can’t build skills development programs quickly enough to meet business needs, and employees are worried about their prospects and learning fatigue. The good news is that new technologies provide opportunities for new styles of learning: self-guided, experience-based training that gives their workforces a greater sense of ownership and control. Experis Academy is one such source. It seeks to help organisations bridge their talent gaps through practical, comprehensive training in a range of technologies. Using the expertise of specialist trainers and industry experts, employees learn through a combination of theory and application.2. Find the Hidden Talent:With so many organisations competing to recruit IT workers from the same talent pool, there is a golden opportunity for talent leaders to look further afield. They need to rethink the way they recruit – as traditional approaches, focused on filtering candidates according to qualifications and experience, may not identify those recruits who have the raw qualities that organisations require. Talent Leaders need to think about diversity holistically and focus on how to attract diverse talent and ensure a culture of diversity, equity, inclusion and belonging, to retain them. They also need to revamp and tailor the candidate experience based on candidate expertise, not their expectations – so they can recruit on potential and not the past – to find hidden talent and retain it.3. Trust the Data Strategy:Data is the new currency; a single source of truth and has no bias. Our research shows that 76% of organisations with more than 100 employees, now rely on assessment tools, such as aptitude and personality tests for external hiring. That is not enough as more data becomes available, the organisation can secure greater insight to execute their recruitment and retention strategy. Data management and machine learning can analyse large talent pools to identify candidates with the right skills, experience, and mindset, whereas sentiment analysis can track the employee engagement. Better workforce data will enable prediction of potential performance, matching individuals to opportunities. Nearly 1-in-3 organisations (29%) globally, plans to invest the same in AI technology, including machine learning, over the next year, but a third intend to invest more. Experis Academy, for example, enables employers to match candidates to a set of minimum-level criteria, and builds a bespoke training pathway for individuals to develop the required competencies. Experis Career Accelerator tool helps employees set up personalised professional development programs by mapping their current skills, assessing these against what employers are looking for, and building a tailor-made menu of continuous learning.4. Lead with Confidence:“People are our organisation’s most valuable asset”, is something we hear from leaders all the time and they increasingly expect employees to reinvent themselves. Now, it’s time for leaders to take responsibility to reinvent and act like they mean it. Leaders have an opportunity to harness digital technologies to support their teams in a wide range of value-added activities. They can be more empathetic, compassionate, inclusive, and great at creating and maintaining networks. These organisational cultures can span and thrive across the digital and physical working environment. They need to be aware of employees’ need to feel seen and safe, to be connected at their best, contribute and innovate continuously – to show how culture, values and technology can drive their tech talent strategy.Leaders must seize the initiative and explore innovation, as they use the new ways of thinking and doing things for their tech-workforce development strategies. They can use the new ways to transform their approach to attract and retain tech talent by preskilling, reskilling, & upskilling potential – identifying new sources of talent, using data to get better results – and adapting to a new workplace reality to lead with confidence. Need to transform your Tech Talent Strategy? Download the full report here ->
-
Five ways to help workers thrive and drive business success
How can we, as employers, attract and retain talent by helping workers to thrive?What does it mean to thrive at work? The answer will vary, but since the pandemic many have re-evaluated their work and life priorities. The conclusion?Today’s workers want more. They want to:be empowered to grownurture their mental fitness and physical wellbeingfind meaning and purpose in their workdefine success on their own termsAfter two years of surviving, people want to thrive. Amid the highest talent shortage in 16 years, employers must listen, rethink and act, to attract and retain the very best talent.We asked over 5,000 workers from around the world (Australia, France, Italy, United Kingdom and United States) what they need to thrive at work. We then took it a step further by partnering with leading behaviour change technology company Thrive to help employers turn insights into action to ensure both organisations and individuals alike are resilient and primed to succeed:1. Pushing the flexibility frontier: understand what flexibility means for allThe recent rapid adoption of hybrid and remote working has paved the way for many workers to redefine work with more control, choice and flexibility. It’s this flexibility, in many different forms, that will be the lasting legacy of the pandemic. Almost all workers (93%) now say that they need flexibility to thrive at work, but what does flexibility at work mean?We’re not just talking about workers being able to work remotely and flex their schedule around other priorities; what we heard is that workers want more control:45% would like to choose the start and end times of their working day35% want to choose where they work based on their daily needs18% would work a four-day work week for less pay to achieve better balance.There is no one-size-fits-all solution, but by offering choice and flexibility employers will succeed in attracting and retaining talent.2. Rewriting the rules of leadership: prioritise trust and supportWorkers are looking for more when it comes to their relationship with work and their employers. Mutual trust, a supportive environment and meaningful work, are essentials for workers to thrive -and they are willing to vote with their feet to get it. Leaders today need to combine meaningful, purpose-driven work (important to 70% of workers) with a strong culture of trust right across the organisation, as workers say both trusted colleagues (79%) and leaders (71%) are central to thriving at work.To achieve this, organisations must equip managers and leaders with the right skills to manage empathetically and effectively, providing guidance, support and coaching to nurture potential and enhance the employee experience.3. Thriving: how to respond to women and men’s differing needsIn the wake of the pandemic, women and men have differing priorities and flexibility needs. Overall, flexibility at the start and end of the day (49% women; 42% men) is more important than extra holiday days (33% women; 39% men). Working for organisations with shared values (69% women; 65% men) that provide mental fitness support (60% women; 54% men) are also key factors.Employers who take steps now to offer both women and men the flexibility they need to thrive, will have the greatest chance of attracting and retaining the best talent from the widest pool.4. Forging a family friendly future: support parents’ prioritiesThe collision of home, work and school life over the past two years has led parents to reassess and reprioritise their lives. Flexibility tops the bill when it comes to what parents want, particularly choosing when they start and finish work – but that’s not all.Parents have tuned in to the importance of balance, wellbeing and belonging at work, and they are willing to walk to get it. In recent months, parents have left their jobs in greater numbers than non-parents. It’s critical that employers listen to working parents and offer the flexibility they need to thrive, including opportunities for:career progression (75%)learning new skills (73%)help to stay healthy (56% want fitness resources; 54% want healthy food options).5. Fighting burnout and building mental fitness: move from awareness to actionMental wellbeing is no longer ‘nice to have’; an effective strategy to promote mental fitness is increasingly critical to business success. One in four (25%) workers now actively want more mental health support from employers to protect against burnout. However, despite growing awareness of the importance of managing mental wellbeing, 38% of workers have not used mental health resources at work or are unaware that these exist.A powerful step employers can take is to destigmatise conversations around mental health, raising awareness and putting support in place. Mental health concerns won’t be solved overnight but it’s important for employers to create work environments where mental health is better understood, acknowledged and protected, for the long-term wellbeing of their employees.The future of work is far from certain, but a resilient and thriving workforce is critical for organisations to successfully navigate intensifying talent shortages and the ongoing repercussions of the pandemic. Workers are asking for more flexibility and, ultimately, more choice. The employers who are willing to stop, listen and take action to provide what workers need to thrive will reap the rewards.To learn more about what workers want and what employers need to do now to ensure both organisations and individuals alike are primed to succeed, read our What Workers Want: From Surviving to Thriving report.
Business Transformation jobs
-
Contract
Head of Digital Operations (SC Cleared) - Up to £900 Per Day
England
Posted August 9, 2022
Read more -
Contract
Senior Business Change Analyst
England
Posted August 9, 2022
Read more -
Permanent
Business Analyst Team Lead (work from home)
England
Posted August 9, 2022
Read more -
Contract
Business Analyst
Edinburgh
Posted August 9, 2022
Read more -
Contract
Customer Service Advisor - London
London
Posted August 9, 2022
Read more -
Contract
User Researcher
England
Posted August 9, 2022
Read more -
Permanent
Senior Business Analyst (SaaS /Cloud / Financial Services)
Wolverhampton
Posted August 8, 2022
Read more -
Contract
Head of IT Service Management - Financial Services
Birmingham
Posted August 8, 2022
Read more -
Contract
VBA Developer
England
Posted August 8, 2022
Read more
INSIGHTS & INTELLIGENCE
Experis leverages internal research and deep industry expertise to help organisations succeed in a rapidly evolving digital world.
In today's world of work, companies must plan for unpredictability and need to be built for change. With technological disruption and geopolitical uncertainty continuing at pace, we can be certain that further change lies ahead. Keep up-to-date with the latest in the IT world of work with insights from Experis.
Get in Touch
See how Experis can deliver the most powerful combination of digital solutions to drive business performance.
