• Hiring Python Developers

    Tips on Hiring a Python Developer (from a python developer!)

    Python development has become a lucrative career, especially over the last 2 years. When such earning potential is on the table, the challenge to finding the right candidate for your company may be complicated further by many of the best candidates choosing to contract rather than seek a permanent position.   However, finding the right Python Contractor has just been made that bit simpler.

    Our resident Data Scientist & Python developer Ian Ozsvald, shares his insights into what he looks out for in a Python Developer:

    Things I’d look for around Python:              

    • An understanding of strong duck typing (this is how types [e.g. integers, strings etc] are used with variables, each language does them a bit differently)
    • Ask them to explain a bit of code
    • Ask them to solve some kind of task to demonstrate they can think through a problem and write good code (including knowing how to document it and write understandable code)
    • At a deeper level I’d like them to know specific data science tools like numpy, pandas and scikit-learn

    Things I’d look for in a developer in general:

    • Can they explain to me a complex problem they had to tackle, how they debugged it and how they knew it would work reliably (to check they can communicate, can explain debugging processes and can write unit tests)
    • Can they show me some open source projects they’ve worked on
    • I’ll offer bonus points if they’ve spoken at an open source conference on something technical!

    Find out more about hiring Python Developers by clicking HERE.

  • CCWP Certification - Certified Contingent Workforce Professional

    Become a Certified Contingent Workforce Professional

    Staffing Industry Analysts, the independent and objective global advisor on contingent work, has launched its successful ‘Certified Contingent Workforce Professional (CCWP)’ accreditation program in Europe. Delivered over a 2 day class (kicking off on the 8th & 9th of October) the certification aims to equip contingent workforce professionals with the required skills and knowledge to develop and implement an effective contingent workforce management programme.

    The continuing rise in freelance and contract professionals as a proportion of the UK workforce really validates the value of this certification. Demand for skills within these worker types is out ripping supply and that is certainly not the only area of risk for an organisation developing a useful and effective CW Programme. Complex strategies are needed to deliver value back to the business and to the workforce as a whole. As this workforce sectors develops more and more maturity, individuals can really differentiate themselves with such an accreditation.

    The program is aimed at all members of the contingent workforce supply chain, from HR to Recruitment & Procurement professionals. Participants can take a test to become certified on completion of the class.

    The course is broken down into 9 elements:

    1. Defining an Effective Contingent Workforce Program Strategy
    2. Defining and Measuring Quality and Contingent Workforce Programme Value
    3. Analyzing and Acting Upon Programme Management Data
    4. Managing Staffing Partner Performance
    5. Identifying and Managing Risks
    6. Understanding Cost & Quality
    7. Managing Change, Implementation and Programme Adoption
    8. Contingent Workforce Programme Maturity Model
    9. Elements and Components of Contingent Workforce Contracts

    To find out more about the Certified Contingent Workforce Professional program, visit the Staffing Industry Analysts website by clicking here.

  • Engineering Contingent Recruitment

    The Engineering ‘Skills Debt’ & Why Supply is the Key

    Over the last few weeks I’ve heard and read much about the global skills shortage and its impact on the economy. It’s a concern for many business sectors, but in particular for the engineering industry

    The above statement is an extract taken from a recent ERE article ‘Tackling the Skills Shortage in the Engineering Sector’ that provides four specific tips the engineering sector can take to help combat the skills shortage.

    Talent shortages and skills gaps appear to be as hot as ever in trade media right now. Recently we have noticed more polarising commentary as to why and how this situation is evolving, and how best to deal with it.

    ‘Employer Brand’ has been cited as the main reason an organisation will experience shortages with the fabled employers such as Google and Apple highlighted as the model to follow. For most of us, to be able to hire like the world’s tech behemoths is certainly an aspiration, but the reality is that we may be a few years off competing on real terms! Plus to blame an employer brand is to say there is no shortage when there is a strong amount of data now supporting the reality of talent shortages at a sector and country wide level. It is happening.

    The engineering sector can follow these great tips laid out in the article, they all make sense but these should just be the beginning.

    Hiring retirees will extend a skills base for a few years. Looking for gender diversity will take a few years to implement before it bears fruit and building a contingent workforce will certainly allow flexibility on a project basis especially on ultra niche skills that you don’t want to bench at any time (they’re expensive right).

    The real issue is long term supply of qualified (or part qualified) workers. Governments, schools and universities are the real creators of the workforces of tomorrow. If they look at how they can attract more students into doing more engineering based studies then the supply chain could be more viable for industry in the future.

    Apply the same principles that Google use in their employer brand to attract students to certain areas of academia and tuition and whilst we’re at it, give them valid career advice too. Advice driven by data analysis rather than sentiments of what our fathers and grandmothers did. It may sound quite radical but left-field thinking will prevent us from further storing up skills debt in our emerging workforces.

    Click the following link to read ‘Tackling the Skills Shortage in the Engineering Sector

    James Griffin

  • Keep calm call Human Resources

    Scope for HR to add More Value to Contingent Workforce Management

    A recent article on www.cwprofessionals.org, explains how ‘The search for talented contingent workers can benefit from closer involvement of HR professionals’.   Currently large aspects of Contingent Management fall under the responsibilities of procurement and line managers.  As technology makes freelancers increasingly more accessible, it can often be the case that line managers are attracting and managing contingent staff remotely, without the rest of the firm even having visibility of the process.  The wealth of recruitment, onboarding and engagement knowledge HR possess positions them to unlock extra value in the contingent hiring supply chain.

    However, the article highlighted 3 main concerns relating to Legal, Territory, and Value, that HR professionals need to overcome to contribute more to contingent worker management.

    In addition to these concerns, we thought it might be useful to complement this advice by thinking about how HR professionals could go about gaining more confidence in this area.  Broadly speaking, if you are a HR professional who wants to get more involved in CWM, then think about researching the following CWM areas in more detail:

    1) Legal – Understand the specific issues around co-employment and compliance when it comes to hiring contingent workers.

    2) Contingent Worker Platforms – Familiarize yourself with the various online marketplaces and platforms where you can source and evaluate contingent talent against your projects.

    3) Technology – In addition to the CWP’s, it’s good to understand the wider contingent worker recruitment technology ecosystem, the available VMS’s and pre-employment screening tools that could help streamline your contingent management process.

    4) Resources – The likes of Staffing Industry Analysts, Spend Matters and Contingent Recruitment Tips, are great resources for keeping up to date on the latest trends.

    5) Management – Building and managing teams that integrate permanent employees and non-permanent hires (onsite and remote), can be tricky.  Investing time in yourself to address any management or project management concerns might be a good idea.


    The original article on CWP can be found HERE

  • Managing-Contingent-Costs

    Are You Measuring Your Contingent Workforce Costs?

    A recent article on the DCR Workforce Blog, called ‘Who is Managing Your Contingent Workforce Costs?‘ highlighted that as much as “60% of all contingent labor is unaccounted for in financial planning, forecasting, and budgeting within the average company”.  A truly shocking statistic if it’s true.


    From our perspective operating a Contingent Recruitment Platform, understanding and tracking contingent worker spend is definitely no trivial matter. The info sits across various systems in different parts of the business which will vary further for different types and different locations. Add to this the often reactive nature of contingent hiring and you can start to see why forecasting and budget control on CWs isn’t anywhere near the established level seen with perm staff who are simply measured via payroll systems with further comp and bens on top.

    We have seen recently the major ERP players have invested heavily to provide useful HCM solutions which can counter this inefficiency in business process . This will work for big business but for startups and SMEs I think the challenges and risks are still being understood.

    A recent CW event in Amsterdam laid bare the five stages of CW programme maturity with the crucial driver being to understand where your company is on that spectrum. Be realistic and don’t try to accelerate too quickly or you will find these type of forecasting and budget issues stored up, hidden and overlooked as the business finds a way to flex the checks and processes you put in place.