Author: Certes

AI is steadily weaving its way into the daily workflows of HR professionals—but widespread, structured adoption still lags behind. According to recent research from Brightmine, while over 66% of HR professionals report using AI tools in their everyday work (a 12% increase over the past year), just 3.6% of organisations have formally integrated Artificial Intelligence into their HR processes.

So what’s causing the delay?

A Gap Between Curiosity and Capability

The interest is clear—60% of HR professionals believe Artificial Intelligence could significantly enhance efficiency. Yet, many are hitting a wall when it comes to implementation. Time constraints, limited technical skills, and the absence of clear internal policies are major obstacles.

Despite growing use, only 32.1% of organisations have established formal policies to govern AI’s role in HR. Smaller businesses are even further behind: 60% of companies with fewer than 250 employees operate without any AI usage guidelines. Interestingly, every small business in that group reported a reduced HR workload thanks to AI—even without formal policy in place.

Larger Firms are Testing the Waters with AI in HR

Enterprise organisations are experimenting more actively—68% of large companies (1,000+ employees) have trialled Artificial Intelligence in their HR operations. Still, fewer than half have implemented policies to guide that usage. Nevertheless, 96.3% of these firms see AI’s core value as a time-saving tool.

It’s clear: businesses understand the potential. But what’s missing is the structure to scale.

Industry-Specific Adoption Trends

The study also found variation across sectors. Not-for-profits are more concerned about job security, with 40% expressing caution around AI. In contrast, 45% of public sector organisations reported no AI experimentation at all—compared to 35% in the non-profit space.

These differences highlight a larger issue: without clear strategies, AI adoption risks becoming fragmented and inconsistent.

The Path Forward: Training, Policy, and Support

As Sheila Attwood, Senior Content Manager for HR Data and Insights at Brightmine, put it:

“HR professionals are eager to use AI, but without the right skills and clear guidelines, there’s a risk of inconsistent use leading to poor decision-making and missed opportunities.”

She’s not alone. The report emphasizes that time and skills shortages are the real barriers—63% of HR professionals say they don’t have time to explore AI properly, and 61.7% lack the skills to use it effectively.

The solution? Organisations need to invest in training, internal support, and structured policies.

Turning AI into a HR Strategic Asset

At Certes, we help organisations move beyond experimentation. We believe in turning AI from a personal productivity tool into a strategic advantage—through structured implementation, employee education, and a governance-first approach.

Because while the excitement around AI is real, the success lies in doing it the right way.

The role of a tech project manager (PM) in 2025 is markedly different from just a few years ago. As technology continues to advance at pace and organisations adapt to hybrid ways of working, the responsibilities, tools, and skillsets required of PMs have undergone a serious transformation. No longer merely a go-between for stakeholders and developers, today’s tech PM is part strategist, part technologist, part therapist—and entirely adaptable.

1. Technically Fluent, But Not Necessarily a Developer

In 2025, Tech Project Managers don’t need to be writing code daily, but they do need a strong understanding of code, system architecture, and technical concepts. This allows them to engage meaningfully with engineers, identify potential risks early, and bridge the gap between tech and business.

They’re also increasingly proficient with low-code/no-code tools, enabling them to prototype solutions or automate routine processes independently.

2. Agile, Hybrid, and Human-Centred Tech Project Managers

Gone are the days of rigid methodologies. The modern tech PM knows how to blend agile principles with real-world delivery needs, choosing the right mix of frameworks (Scrum, Kanban, SAFe, OKRs, Lean UX, and more) based on the people and the problem, not just the playbook.

They excel in hybrid environments, using asynchronous tools like Notion, Miro, and Loom, while championing fewer but more purposeful meetings to support deep work.

3. Data-Driven and Outcome-Focused

Today’s PMs are adept with data—not only interpreting it, but telling compelling stories with it. They use live dashboards, automated reporting, and predictive analytics to foresee blockers, track progress, and demonstrate value. They understand how to prioritise meaningful KPIs over vanity metrics, and how to connect delivery to tangible business outcomes.

4. AI as a Co-Pilot, Not a Crutch

Artificial intelligence is now a standard part of a PM’s toolkit—used to summarise meetings, draft documentation, prioritise tasks, and even detect team sentiment. But the real skill lies in knowing what not to automate. Emotional insight, nuanced judgement, and team trust remain firmly human domains.

PMs are expected to be discerning in their use of AI, mindful of ethical considerations and potential bias.

5. Emotional Intelligence is Essential for Tech Project Managers

With distributed teams, high-speed change, and digital burnout all in play, PMs need exceptional emotional intelligence. They foster psychological safety, recognise when a team needs encouragement versus challenge, and serve as cultural connectors across time zones and disciplines.

In many ways, they’re as much people managers as they are project managers.

6. Security and Risk-Minded from the Start

Security is no longer a post-project afterthought—it’s embedded throughout. PMs are actively involved in identifying not just delivery risks, but technical, compliance, and reputational ones as well. They work closely with security and legal teams to ensure every release is safe, ethical, and up to standard.

7. A Career Path That’s Non-Linear—and Proudly So

Many of today’s PMs come from diverse, unconventional backgrounds: design, QA, customer experience, even education or philosophy. This cross-disciplinary mix brings fresh perspectives and stronger team empathy. And career growth doesn’t necessarily follow a ladder—PMs might transition into strategy, product, or even entrepreneurship.

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Final Thoughts: The Tech Project Manager as the Glue

The 2025 tech PM isn’t defined by a certification or methodology, but by their ability to deliver in complex, evolving environments. They bring clarity amidst chaos, calm under pressure, and momentum when the path forward is uncertain.

Whether rolling out AI-powered platforms or aligning global teams behind a product vision, today’s project manager is the glue that holds modern tech together.

Ensure you have the best project management teams available with our Project Management as a Service (PMaaS) by Certes IT Agility Ability. 

As UK businesses compete for skilled workers in an increasingly tight labour market, new research reveals a growing disconnect that could be costing them dearly. According to a report from hiring platform Totaljobs, employers risk missing out on top talent due to a misalignment between the benefits candidates value and those being promoted in job adverts.

The study, which analysed over 17.5 million job postings across 23 industries and surveyed 3,000 UK workers, highlights a significant “benefits gap” – one that may be deterring applicants even before they hit ‘apply.’

Salary Still Matters – But It’s Not the Whole Picture

Unsurprisingly, salary remains a top driver in job-seeking decisions, with 72% of candidates naming it as a primary factor. However, the research also underscores a shifting mindset: benefits are increasingly influencing candidate choices. A striking two-thirds of respondents said they would forgo a pay rise in exchange for flexible working hours, making it the most sought-after benefit in 2025.

Despite this, only 13% of job adverts mention flexible working – a startling contrast to the 41% of jobseekers who see it as a must-have. This highlights a critical blind spot in recruitment strategies.

“Benefits are just as important as salary in attracting and retaining candidates, especially given two-thirds would forgo a pay rise for their top desired benefit,” said Natalie Matalon, Chief People Officer at Totaljobs.

The Invisible Benefits

The research also uncovers other notable gaps:

• Enhanced Sick Pay: Valued by 26% of job seekers, yet included in only 4% of job ads.

• Learning and Development: A priority for 22% of candidates, but mentioned by just 14% of employers.

• Health and Life Insurance: Important to over 20% of applicants, but listed in just 6% and 8% of postings, respectively.

• Mental Health Support: Desired by 17% of workers, but highlighted in only 11% of listings.

These disparities suggest that employers either aren’t offering these benefits or, perhaps more worryingly, are failing to promote them effectively.

Why It Matters

The labour market continues to evolve, with more workers seeking purpose, balance, and security, not just pay. As economic pressures rise and labour shortages persist, employers must do more than compete on salary alone. Nearly a quarter (24%) of UK employees say they are dissatisfied with their current benefits package, indicating a wider industry issue that’s ripe for change.

“Showcasing your full spectrum of benefits is crucial to better recruitment efforts,” Matalon said. “Employers should also regularly audit their offerings against those of their competitors.”

Failing to do so, she warns, may lead to missed opportunities and a diminishing talent pool.

The Way Forward

To close the benefits gap, experts recommend:

• Auditing current benefits offerings against competitor standards and industry trends.

• Making benefits more visible in job adverts, or linking to a detailed benefits page.

• Updating recruitment strategies to reflect what job seekers actually want.

• Investing in flexible work policies and wellbeing initiatives as key differentiators.

Ultimately, job seekers are speaking loud and clear: benefits matter. And if employers want to attract and retain the best people, they’ll need to listen.

In today’s competitive hiring landscape, clarity, transparency, and empathy in benefits communication could make all the difference between securing a star candidate or losing them to a better offer elsewhere.

On April 14, 2025, the UK Government announced a major £121 million investment to fast-track the development and deployment of quantum technologies. The funding is aimed at tackling financial crime, enhancing public services, creating high-skilled jobs, and securing the UK’s position as a global quantum leader.

Part of the National Quantum Technologies Programme, this investment seeks to turn pioneering research into practical, real-world applications—transforming sectors from healthcare to national security.

Strategic Investment Highlights For Quantum Technology

The £121 million package is being distributed across a wide range of initiatives to maximise impact and speed up innovation:

• £46.1 million through Innovate UK to accelerate the deployment of quantum technology in areas including quantum computing, networking, sensing, and Position, Navigation, and Timing (PNT).

• £21 million for the National Quantum Computing Centre (NQCC) to support its testbed programme in collaboration with Innovate UK, and further work by the Quantum Software Lab in discovering how quantum computing can reshape industries.

• £10.9 million to the National Physical Laboratory (NPL) to boost its quantum measurement programme, encouraging wider business adoption of the technology.

Building the UK’s Quantum Technology Workforce

Recognising that talent is as vital as technology, a significant portion of the funding is devoted to developing the next generation of quantum scientists and engineers:

• £23.6 million from the Engineering and Physical Sciences Research Council (EPSRC) to support five quantum research hubs, with £3 million earmarked for training and skills programmes.

• £15.1 million for 11 Quantum Technology Career Acceleration Fellowships, enabling researchers to explore quantum’s potential in applications such as drug discovery and disease diagnostics.

• £4.3 million from the Science and Technology Facilities Council (STFC) to support early-career researchers and fund new quantum-enabled apprenticeships.

Driving Innovation and Economic Growth

This investment aligns with key government priorities:

• Preventing financial crime: Quantum technologies are expected to revolutionise the detection and prevention of fraud and money laundering—potentially saving billions for the UK economy.

• Enhancing public services: From more efficient energy systems to advances in healthcare diagnostics, quantum innovation promises tangible improvements for citizens.

• Supporting business and job creation: The funding will help scale quantum-based solutions across industries, sparking new ventures and high-value employment opportunities as part of the government’s Plan for Change.

Government Vision

Science, Innovation and Technology Secretary Peter Kyle emphasised the transformative potential of quantum technology:

“Quantum technology has the potential to transform our economy and society—from stopping fraudsters in their tracks to revolutionising drug discovery. This investment ensures we continue to lead on the global stage.”

Today’s announcement also rounds up earlier government investments—such as the Quantum Missions Pilot competition and ongoing support for the five research hubs—bringing the total UK commitment to quantum R&D over the next 12 months to £121 million.

By pairing cutting-edge research with meaningful support for skills, infrastructure, and industry partnerships, the UK is cementing its position as a pioneering force in one of the most powerful scientific frontiers of the 21st century.

In a bold move that could redefine the rhythm of modern work, the 4 Day Week Foundation is launching a new pilot programme aimed specifically at the UK’s technology sector. Beginning in May 2025, the initiative will guide tech companies through a six-week training and workshop series designed to prepare them for a four-day working week—without any reduction in pay.

Partnering with academics from the University of Cambridge, University of Sussex, and Newcastle University, the pilot will also include a rigorous research component to measure the impact of reduced working hours on productivity, employee well-being, and overall business performance.

A Model Rooted in Evidence

This isn’t the first time the UK has tested the waters. A 2022 national pilot involving a range of industries—tech among them—showed overwhelmingly positive results. Most participating companies chose to adopt the shorter week permanently. In many cases, productivity was not only maintained but even improved, and employee satisfaction soared. Similar findings emerged from a large-scale trial in Iceland, which found that reduced hours did not negatively affect output across a wide variety of jobs.

The tech sector in particular has been flagged as ripe for this evolution. With an abundance of digital tools, flexible workflows, and project-based deliverables, many tech companies have already begun experimenting with new work structures. Feedback from firms in the previous trial revealed that a shorter week often made them more attractive to talent, helping with both recruitment and retention in a competitive job market.

A Blueprint for a New Work Culture

Sam Hunt, business network coordinator at the 4 Day Week Foundation, sees this as a natural step forward. “Nothing better represents the future of work than the tech sector,” he said. “As hundreds of British companies have already shown, a four-day, 32-hour working week with no loss of pay can be a win-win for workers and employers.”

Hunt also notes that the traditional five-day model is rooted in a century-old context. “The nine-to-five, five-day working week was invented 100 years ago and no longer suits the realities of modern life. We are long overdue an update.”

The pilot will also include networking opportunities and knowledge-sharing sessions with companies that have already adopted the four-day week, allowing participants to learn from real-world experiences.

Trend or Transformation?

The question remains: Is the four-day work week the future we should be preparing for, or is it a passing trend?

Critics argue that reduced hours may not suit every business model, particularly in sectors where output is closely tied to time-on-task. There are also concerns about how such a model would scale in companies with customer-facing roles or international operations.

Yet, the momentum behind the movement is growing—and not just in the UK. Similar conversations are happening globally, from Silicon Valley to Seoul. For the tech sector, which prides itself on innovation and agility, the four-day week could be less of a radical leap and more of a natural evolution.

As the 2025 pilot begins, all eyes will be on the results. If successful, it might not just reshape tech—it could set a precedent for the entire modern workforce.

Recent figures from the UK government reveal a pressing issue in the cybersecurity landscape: 44% of businesses are struggling with basic technical cybersecurity skills, while 27% report significant gaps in advanced areas such as penetration testing. For recruitment managers, this presents both a challenge and a strategic opportunity. It is crucial to bridge the cybersecurity skills gap.

At Certes IT Recruitment, we specialise in helping organisations address these shortfalls by sourcing, vetting, and placing exceptional cybersecurity talent. Drawing on nearly four decades of industry experience, we’ve put together key tips for recruitment managers navigating this critical talent market.

1. Prioritise Skills Over Titles

Insight: Many businesses report low confidence in incident response capabilities—48% of organisations are unsure how to handle cyber breaches, up from just 27% in 2020.

Tip: When recruiting, focus on demonstrable skills and hands-on experience rather than job titles alone. Use technical assessments or scenario-based interviews to verify practical capabilities.

2. Look Beyond Traditional Backgrounds

Insight: Diversity in cybersecurity remains low—only 17% of the workforce are women, and just 6% identify as disabled.

Tip: Broaden your search by working with agencies like Certes that actively promote diversity in tech. Consider candidates from non-traditional routes such as apprenticeships, reskilling programmes, or career-switchers with relevant transferable skills.

3. Align Your Hiring Strategy with Threat Evolution

Insight: As AI continues to influence the threat landscape, new roles are emerging, demanding a shift in the traditional cybersecurity skillset.

Tip: Keep job descriptions up to date with emerging needs—such as AI risk management, automation strategy, or threat intelligence. Partner with recruitment experts who understand these evolving dynamics and can source candidates with future-proofed expertise.

4. Invest in Retention as Much as Recruitment

Insight: Recruitment is only part of the equation—businesses also struggle to retain cybersecurity talent due to high demand across sectors.

Tip: Work with your talent acquisition team to understand market rates and employee expectations. Use exit interview insights to identify retention risks. Certes can also support with contract staffing, allowing you to remain agile while exploring long-term solutions.

5. Leverage a Specialist Recruitment Partner

At Certes, our Precision Resource Management (PRM) methodology ensures that every candidate we place is the right fit—technically and culturally. We help you move beyond simply ‘filling a vacancy’ to building a resilient, high-performing security function.

Final Thought

The cybersecurity skills gap isn’t just a technical issue—it’s a business-critical risk. By adapting your recruitment strategy and working with the right partners, you can turn this challenge into a strategic advantage.

The United Kingdom has a proud history of innovation, having gifted the world transformative technologies from the steam engine to the World Wide Web. However, in today’s fast-paced digital landscape, becoming a global tech leader, heritage alone isn’t enough. Staying ahead in technology requires sustained investment, visionary policy, and international collaboration. As the global race for tech supremacy intensifies, the UK faces both significant challenges and clear opportunities to reclaim its position as a world-leading technology powerhouse.

How Does the UK Rank in Technology and Innovation?

The UK continues to play a major role on the global technology stage, though it faces fierce competition. According to the Global Innovation Index 2023, the UK ranked 4th worldwide, just behind Switzerland, Sweden, and the United States. London consistently ranks among the top three cities globally for its start-up ecosystem, thanks to its access to capital, world-class talent, and international connections.

While the UK leads in areas such as fintech, artificial intelligence, and life sciences, it lags in others, including semiconductor manufacturing, large-scale industrial research and development, and digital infrastructure—areas where countries like the US, China, and South Korea are pushing ahead. To truly lead, the UK must transform from a hub of innovation into a self-sustaining tech ecosystem capable of scaling breakthroughs at pace.

Strategies to Regain Global Tech Leader

1. Increase Investment in Research and Development

The UK currently spends around 2.7% of GDP on R&D, which is still below the OECD average. To compete globally, the government must meet or exceed its 2.4% target and aim for 3% or higher. Stronger public-private partnerships can help amplify the impact of this investment, particularly in cutting-edge sectors such as quantum computing, clean technology, and advanced manufacturing.

2. Strengthen the Tech Talent Pipeline

Despite having some of the world’s top universities, the UK faces a persistent digital skills shortage—particularly in areas like AI, cybersecurity, and software engineering. Educational reform to embed STEM and digital literacy from an early age, coupled with support for lifelong learning and a more streamlined visa system for tech talent (post-Brexit), will be vital to maintaining a world-class workforce.

3. Support Start-Ups and Scale-Ups

While the UK is strong at creating start-ups, many struggle to scale. Improving access to late-stage funding, enhancing the competitiveness of the London Stock Exchange, and investing in regional tech clusters can help more British start-ups grow into global giants.

4. Lead in Responsible Innovation

The UK is well-placed to lead the global conversation on ethical technology. By shaping progressive regulation around AI safety, data protection, and digital rights, the UK can set international standards while attracting responsible innovators and investors.

5. Invest in Digital Infrastructure

Robust infrastructure is the backbone of any advanced tech economy. The UK must accelerate the rollout of high-speed broadband, 5G, and digital connectivity—especially in rural and underserved areas—to ensure no part of the country is left behind in the digital age.

6. Forge Stronger International Alliances

Global tech leadership requires strong relationships. The UK should deepen its cooperation with like-minded democracies on issues such as tech standards, cyber security, and joint innovation funding. In doing so, it can maintain global influence and help shape the rules of the digital world.

Final Thoughts

The UK has the raw ingredients to be a global tech leader again: top-tier talent, a rich legacy of innovation, and world-renowned institutions. But the 21st-century tech race isn’t about who starts strongest—it’s about who adapts fastest. Having on-hand IT services that can react to the pace of change is critical for success. By focusing on bold investment, inclusive policy, and global collaboration, the UK can not only reclaim its place at the top table of technology—but help define the future of it.

 

Digital transformation within the UK public sector is more than just upgrading technology—it is about people. From the skills required to implement transformation to the end users who rely on digital services, success hinges on understanding and prioritising human needs. Public services must be designed around users, ensuring that government initiatives are accessible, effective, and efficient. Achieving this requires assembling the right mix of expertise, fostering collaboration, and embedding a customer-centric approach into the very fabric of digital strategy.

Building the Right Skillset for Public Sector Digital Transformation

The backbone of any successful digital transformation is a skilled workforce. To effectively modernise public services, organisations need expertise across various disciplines, including:

• Project Management and PMO – Ensuring structured delivery and alignment with strategic goals.
• Architecture – Designing scalable and sustainable digital infrastructure.
• Business Analysis (BA) – Understanding user needs and translating them into actionable requirements.
• Data Expertise – Leveraging analytics and insights to drive decision-making and service improvements.

A key challenge for programme directors and CIOs is resourcing these skills effectively. Options include:

• Permanent teams – Providing continuity and deep organisational knowledge.
• Contractors – Offering specialist skills for short-term needs.
• Managed services – Ensuring external expertise and delivery accountability.
• A blended approach – Combining different resourcing models for flexibility and efficiency.

Multidisciplinary teams are critical, bringing together technology specialists, service designers, customer insight experts, and policy professionals. By working collaboratively, these teams can drive innovation while ensuring services remain aligned with public needs.

Focusing on End Users

At the heart of digital transformation is the citizen. Services should be developed with a customer-centric, agile approach, ensuring they are accessible and user-friendly. This requires leadership that understands how to integrate digital expertise with policy knowledge and, crucially, with the needs of service users.

For digital transformation to succeed, organisations must:

• Embed user research into service design – Understanding real-world challenges faced by citizens.
• Adopt agile methodologies – Enabling rapid iteration and improvement based on feedback.
• Ensure accessibility and inclusivity – Making services work for all, including those with disabilities or low digital literacy.

While digital strategies are often ambitious and forward-looking, their success depends on having the right skills, structures, and leadership in place. By prioritising people—both within their teams and among end users—public sector leaders can drive meaningful transformation that delivers lasting benefits.

Conclusion

For CIOs and programme directors in the UK public sector, digital transformation is not just a technical challenge; it is a human one. Success begins with investing in the right skills, fostering collaboration, and designing services around the needs of citizens. By putting people at the heart of digital initiatives, the public sector can build a more efficient, responsive, and user-friendly future.

 

In today’s fast-paced digital landscape, the role of a Chief Information Officer (CIO) is continuously evolving. As technology advances at an unprecedented rate, CIOs must adapt, focusing not just on technological innovation but also on people, collaboration, and industry-wide development.

To gain insight into this transformation, we spoke with Marie Banks, CIO of Croda, about her journey to leadership, the shifting responsibilities of a CIO, and the importance of building strong relationships with fellow industry leaders.

Key Areas of Discussion For a CIO

Marie Banks highlighted several crucial aspects of the modern CIO role, including:

The Roadmap to Becoming a CIO

The journey to a Chief Information Officer position is rarely linear. It requires a combination of technical expertise, strategic vision, and strong leadership skills. Marie shared her career trajectory, emphasising the importance of continuous learning, adaptability, and resilience in reaching the C-suite.

Effective Collaboration

Collaboration is at the heart of successful IT leadership. Modern CIOs must foster strong partnerships across departments, ensuring that technology aligns with business goals. Marie stressed the value of networking with other CIOs and industry leaders to share best practices and drive collective innovation.

Women in Technology

Despite progress, gender diversity in technology leadership remains a challenge. Marie reflected on her experiences as a woman in tech, discussing the importance of mentorship, supportive workplace cultures, and initiatives to encourage more women to pursue careers in IT.

Building Relationships with Trusted Technologists

A CIO’s success depends on the expertise of a reliable and skilled team. Marie emphasised the necessity of identifying and collaborating with trusted technologists who can help drive digital transformation while ensuring business continuity.

Mental Health in a Diverse Team

With diverse teams comes the responsibility of fostering an inclusive and supportive work environment. Marie underscored the significance of mental health initiatives, advocating for open discussions, work-life balance, and creating spaces where employees feel valued and heard.

Tips for Aspiring CIOs

For those looking to step into a CIO role, Marie offered practical advice:

• Develop both technical and leadership skills
• Stay informed about industry trends
• Build strong networks within and beyond your organisation
• Advocate for diversity and inclusion
• Prioritise well-being, both personally and within your teams

The Future of IT Leadership

As technology continues to advance, the role of the Chief Information Officer is shifting towards a more people-centric approach. While innovation remains critical, successful CIOs are those who lead with empathy, foster collaboration, and drive meaningful change within their organisations and the broader industry.

By embracing these evolving responsibilities, CIOs can ensure they remain at the forefront of technological and business transformation.

The IT recruitment landscape in 2025 presents significant challenges that are reshaping how organisations attract and retain tech talent. From a pronounced skills shortage to evolving candidate expectations, companies must navigate a complex environment to secure the professionals essential for their success.

The Tech Skills Shortage

A critical issue facing IT recruitment is the persistent shortage of specialised skills. As technology evolves rapidly, the demand for expertise in areas such as software engineering, data analytics, and user experience design has surged. A survey by HR Dive indicates that HR leaders are struggling to recruit individuals with the necessary technical skills. This gap is exacerbated by educational systems that often lag behind industry needs, leaving graduates ill-prepared for the current job market. To bridge this divide, companies are investing in upskilling programmes and forming partnerships with educational institutions to align curricula with real-world demands.

Economic Uncertainty and Hiring Hesitancy

Economic fluctuations have led to a cautious approach to hiring within the tech sector. In the UK, for instance, hiring has experienced a sharper decline compared to other major economies, with job postings significantly below pre-pandemic levels. This downturn is attributed to factors such as weak growth, rising wage bills, and political uncertainty. Employers are hesitant to commit to new hires amidst these uncertainties, resulting in prolonged vacancies and increased workloads for existing staff.

Evolving Candidate Expectations

Today’s tech professionals prioritise more than just salary; they seek roles that offer flexibility, opportunities for growth, and a positive work-life balance. The rise of remote working has further shifted expectations, with many candidates favouring positions that allow for flexible arrangements. Companies that fail to adapt to these preferences risk losing out on top talent to more accommodating competitors.

Retention Challenges

Retaining skilled IT professionals has become increasingly difficult. The phenomenon of “quiet quitting,” where employees disengage and do the bare minimum, underscores the importance of employee satisfaction. Organisations are responding by implementing strategies such as “quiet hiring,” promoting internal talent to fill critical roles and reduce turnover.

Addressing the Challenges

To navigate these recruitment struggles, companies can adopt several strategies:

• Enhancing Job Descriptions: Crafting clear, engaging, and bias-free job ads can attract a broader pool of candidates.
• Streamlining Hiring Processes: Simplifying application procedures and maintaining transparent communication can reduce time-to-hire and improve the candidate experience.
• Offering Competitive Compensation: Beyond salaries, emphasising non-monetary benefits such as flexible work arrangements and professional development opportunities can appeal to candidates.
• Investing in Training Programmes: Implementing initiatives like Hire Train Deploy can equip candidates with the necessary skills, ensuring a steady pipeline of qualified professionals.

By proactively addressing these challenges, organisations can better position themselves in the competitive IT recruitment landscape of 2025, attracting and retaining the talent necessary for sustained success.

If your organisation is facing IT skill gaps, whether for contractor or permanent talent, Certes IT Recruitment can help. Get in touch with us today to find the right professionals to drive your business forward.