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Digital & Data Career Advice - Why is salary important
Seems a bit obvious doesn’t it? But it’s not JUST about salary. Our consultants work closely with job seekers to understand what motivates them, we then match them with the perfect company and team based on job requirements, career aspirations, and cultural fit. Within this video, Scandi recruiters James Allen, Luke Parkinson, Johnnie Savva, and Danny Arnold discuss how to find your worth, and what else you should be looking for. Watch the video to find out more! Transcription: James Allen I think it comes into I think comes into two questions, really, one, asking the candidate, you know, what are you currently earning? number two is, you know, what they expected because we're not going to ask what you're earning now and then sort of putting you into a role that's going to earn less. You know, we're going to try and get you an uptake as much as possible. Yeah, but that's the idea of the interview process, is to, you know, sell yourself to make sure that, you know, you can get as close to that figure as possible. The one thing that I think is a big topic is, is candidates almost overinflating how much they want to earn. And then I've had it in the past where they've got a little bit defensive when I've said that's not going to be attainable with this client. You know, had a couple of weeks ago, candidate said, ah, they wanted 100000 Swedish kroner a month. And I said that's not going to be possible. We're going to be about 85 for an architect position, they said that’s fine. So in the space of 30 seconds, you've dropped from 100 to 85. You know, he wouldn't tell me how much he's earning. You know, I almost feel like he needs to trust me to be more and know that he can lean on me for my experience and know what a client's going to pay. Danny Arnold Where do you think that's coming from? Do you think it’s other agencies inflating candidates to try and secure that candidate or is it the market that they're seeing elsewhere? James Allen I think in this circumstance, I think it was maybe other agencies, maybe overinflating how much they're going to get paid. And maybe he's been sent for roles at that level. But realistically, at the level he is at, is a client going to pay that figure, I'd be surprised. You know, knowing what I know and knowing the clients I'm working with, I think that a profile like his, he's going to be about 80 to 85. If he gets more than that, he’ll go up to 90. But I don't think much more than that. But that's where using us is beneficial, because we're in the market. You know, we're speaking to .Net developers, data scientists, you know, Java Developers, day in, day out. We're understanding, you know, where the budget is and, you know, our marketing team do a lot of work about the market update where a junior mid-level and senior developer is, for example, we don't just pluck these numbers out of thin air. You know, we work with client budgets. We can advise on what level is best and we're going to, you know, not be around the bush, we’re going to try and get as much money as possible. You know, we're not going to short-change them. And if they need to earn 55000 because, you know, their family situation requires it and, you know, he's hoping to earn a little bit more. So maybe the wife doesn't have to work anymore or, you know, he wants to try to go on holiday. That’s a big one as well. Talk to us, we're not going to come off the call and then email it around to our whole database saying candidate one earns fifty-five thousand a month. You know, it's going to be completely confidential between us and the client that you're hopefully going to work for in the long run. And then he's going to know exactly how much you're earning because he can offer you the job. Johnnie Savva It’s information only used when needed for a specific case. And this time it’s speaking to the hiring managers. Luke Parkinson I think you touched on there, I think is the massive point of it, and it's the collaboration or the synergy between expectations. And I think it's I think there is a notion, not everyone, but some candidates or even some clients as well, where they kind of think it's like who could come out of this winning? Like, can I get him for cheap as possible? Or Can I get the most salary possible? When you feel that, and you can usually pick up on that so quickly, then you can dig into what the motivations are. They want the job. Is it just money because you want to avoid those kinds of people. But if it's a case of you want it but there’s this layer on top, that’s not our point there, because if either party come away from that, whether it be that the candidates got paid too much or being too cheap, then someone's not going to be happy. Someone's either getting underpaid or getting paid too much. James Allen you want to make someone happy. At the end of the day Luke Parkinson we want to both, the idea is both, they both say that's a fair price to go with. James Allen The candidates got a good salary, and the clients got his candidate within the budget for that role. You know, exactly the worst-case scenario is where a client has got to pay too much and a candidate hasn't earned enough.
Digital & Data Career Advice - Why Asking About Salary Is Essential
When it comes to asking certain questions in an interview it can be daunting. However, some questions are more important than others. When applying for a job, asking about your salary is essential. Should you ask the interviewer direct? Or discuss it with your consultant? Scandi recruiters James Allen, Luke Parkinson, Johnnie Savva, and Danny Arnold discuss this topic in our latest video. If you have any other questions, don’t hesitate to get in touch. Transcirption: Johnnie Savva Right. This is so key for me because, in my experience, I'm going to talk about salary. All right. James Allen big topic. Johnnie Savva Yeah, massive topic. The reason why I think it is because I think this is the biggest part of, in my experience and probably you guys will hopefully agree, talking to candidates, they are very apprehensive to, you know, discuss salary maybe on that first call, or that first sort of dialogue that we have with them. Where don’t get me wrong, recruitment industry, there are good eggs, there are bad eggs. So there will be people that are asking for a salary for maybe not the best reasons and there will be people like, hopefully, everyone here and sees how we will work, for reasons that are going to benefit you and realistically only you at the end of the process. So, let's put it this way. I've had instances where I'll ask a candidate at the beginning of the first call or like I say Dialogue that I have done. What sort of salary are you looking for in your next move or in your next position that you interview for? I find that, you know, it can go down either like a lead balloon ‘oh I don’t want to talk about salary’, ‘why are you asking me that You only want to know for this and that reason. There are cases where people feel like you're asking for that salary to nail them down there and then that's the salary you said you want, That’s the salary you're going to get. Not at all. So, there are so many reasons why we ask what sort of salary you're going to expect in that early first quarter. One, to get an idea of, you know, it's an important thing. People need to make sure that their salary expectations are in line with the position that they're going to be applying for, interviewing for and two, regarding knowing your expectations of salary, it helps us, you know, manage again that process and helps us, you know, fight your corner when it comes to whether this is an attainable salary with this company. So, let's go for it. Or, you know, at that point, we can say, look, we're probably not going to be the best business to go ahead with and sort of go down that route during the whole process, during the meetings and then get into that stage. And it's a tough one of come to an agreement on. So for me, if you're asked by a recruiter, what salary are you expecting or what are you earning right now, from our side It's good intentions. We want to make sure, one, we can get you a competitive salary that either matches or betters in all cases what you run at that time. And two is to generally, most of my clients I work with, you know in Oslo, they want to know what the candidate’s expectations are from the off. They're not willing to spend time through an interview process without knowing at least there or thereabouts what sort of figures we're going to be talking about. So that would be my first bit of advice, is that if you've got a good relationship with the recruiter and you feel comfortable, because look, there are cases where people don't feel comfortable talking about it, but if you're asked, that question is always going to benefit you to be, you know, upfront, honest, and just help us out, because it's going to help you out in the long run. At the end of the day, we're here to, of course, work within a client's budget, but also help you guys out. So knowing what your expectations are, we can you know, we can help push that in regards to the client knowing what they're going to have to do at the end.
Digital & Data Career Advice - Top Tips For Creating A Good CV
Are you looking for a new job? Has it been a while since you last moved roles? Are your CV writing skills a bit rusty? We have great news. In this video James Allen, Luke Parkinson, Johnnie Savva, and Danny Arnold talk about their top tips for those who are looking to create a good CV. If you have any questions, don’t hesitate to ask! Transcript: James Allen The topic of CVs is quite a good topic because we've all seen it we’ve all seen good and bad CVs, we don’t just send a CV, we don't just fire off a blank CV, we speak to candidates so that we understand more about it. What would be your top tips on how to create a good CV? You know, from our experience, what have we seen? Is this necessarily maybe a bad CV or something? We've had to do a lot of work to or something. the Johnnie Savva Well, I think this is another plus for having that advice quite directly from someone like us where it all depends on the client itself or the end of the business that you're looking to, to join, if it's a consultancy, then I think a project experience and product experience of what you've worked on previously is key. And I think that's, again, another reason that you know, it plays into the fact that if you're going to approach a business with your CV, you're having a conversation with someone that knows exactly what to put on that profile to make you stand out. So that would be the biggest thing for me is, you know, having that direct access to what should be standing out in this profile before approaching the business or being introduced. And it can vary. So it can be even project experience. It can be you know, get your personality across maybe about maybe part of the CV or your bio. So it does vary. And that depends on the type of business you’re going into. James Allen I think one thing that you've touched on is the relevance and using our experience to make sure your CV is relevant for that business, or consultancy. I've seen so many CVs in the past that have been a bit too generic and have also, you know, the CV is probably going to be the one thing that is your first door open to that business. And there have been too many times when I've seen the CV being too much about what the company does or what the project was about, but not necessarily anything about that individual was involved in that process. You know, they've got their tech stack fine thrashing no java for me and .Net for you guys. And they've got that on there, but they haven't said, you know, where did they use that technology? Why did they use it? And I know that's going to be stuff for the interview process, which will probably cover off later. But it's still that first door into that business, you’ve got to make it relevant and almost sell yourself for ‘what I did for that project’. Danny Arnold It’s a good chance to show yourself off. Like that's your story. You've worked hard to get these qualifications or skills, and when you put minimal on that CV, it's going to be overlooked. It's like having a Ferrari and never driving it. You know, you've worked hard for that. You're going to show it off, like make yourself stand out compared to others. It's little things that you can do in your CV and it doesn't seem like it's a lot. But if someone sees how much you've worked on a project and how much your role affected the business, because of what you did, I think compared to others, you're going to look far better in the process for sure.
Digital & Data Career Advice - One Page CV.... Yes or No?
One-page CV.... Yes or No? Is it more important to condense your CV to make it more digestible and to stand out from the crowd? If you're up against 50/60 applicants, with no one representing you, then maybe. But, if you're working with a recruiter, it's actually their job to make you stand out.... Could a one-page CV make you come across as lazy? Maybe you should have 2 versions of a CV.... Watch the video and join the discussion. James Allen One thing I wanted to ask is the one-page CV, whatever one's thoughts on that, I know that was a big thing, but I think that it's hard to put everything on one page. Sometimes you do need a bit of a longer CV. Johnnie Savva Yes, I think he was a bit of a fad at one point for sure, where I was like, you know, a couple of out about social media websites where I would look at this and will do it. They definitely can work in some cases. Luke Parkinson But the situation has changed. I mean, because that one-page CV exists because 30 people are applying for a job and you have to be bold and bright and stand out and that's the case. Well, that makes sense. But if we're talking about our scenario where you're working with someone that's a specialist in .Net or Data or Java and you're speaking to a hiring manager, CTO, engineering manager, it doesn't have to be that you're not cramming through 50 people to try and get a job. You're one of three for maybe some jobs we send over. Here is a person. Here is an overview. Your job isn’t to be bold and bright and stand out. That's our job. I'll speak to him and I'll say, have you heard from ‘LARS’? Have you seen his CV? He’s done X, Y and Z. Just get your info when they get the relevant information on that. So, yeah, the one-page thing, if I was a candidate, I would have two CVs, I’d have a great big, bold, bright one, like an open Christmas card that makes noise when you open it up like a popup book in school. And I would have one that I could go through and it'd be longer and informative and that I would tailor depending on the conversations that I had. Johnnie Savva The old ‘elevator pitch’ So but yeah that to me is how I would do it, if I'm going to pitch in one of those key information missing because they’ve tried to get on one page, no value has been added because I guarantee it will hit the eyes of someone that's going to make a decision and that's all that one page does. Danny Arnold It looks like I think it looks lazy at times as well. It's almost like, well, I'll just check it out there. If that comes of it, great. If not, no worries. You're moving on. The more you have on there, it shows that you are looking for something new. You are trying to sell yourself into that business. And the more that's on there, the more likely they're going to bite on that for sure.
Digital & Data Career Advice - What should be on your CV?
What should you include in your CV for a digital role? Will this differ for a Data position? How much information should you include about yourself, your hobbies, and your interests? What are should have more prevalence? Experience? Tech stack? Education? What about a CV for Data roles? Should you focus more on project work? How your function fit into a wider team? Check out our video to find out more.... Transcript: James Allen What sections do we want to see on the CV? So what should we make sure that is definitely included and what should we maybe leave out? For me, I like a bit of an about me section about the candidate, maybe a bit of an overview of them, work experience, the technology used, and then maybe an educational/ vocational section. Danny Arnold I’d say that they are the standard ones that you expect to see. Luke Parkinson I think for data I would, I would drop in there and say that it’s really important that you explain how you’re fitting into the team and where your responsibilities lie because a technical overview is not maybe as vast as it is, I don’t want to separate it too much because there are elements that are very much the same. If you start getting senior Lead/Data scientist how you contribute on the analytical front and that is slightly different. So, my advice on that front would be, where did you sit in the team? How were you crafted? How did you impact these projects? Because when you stop going through the keyword run, it doesn't say as much, maybe as if you were to say I'm a Java specialist or a senior Java engineer, and here is what I've done. There are elements to that, but Data Scientists, they’re using as many tools as possible to get the job done. that's the slight variation I would give on that. But I think everything you said there, is spot on. I would add in there. Sorry, I’d like to hear everyone’s vote I’ve never actually asked before; Photos, what’s everyone’s view on photos? Danny Arnold Well, I don't mind the photo. Johnnie Savva I don't think it's a necessity anymore. Well, I don't think it ever was, I would never advise putting one just because it has never been asked for by a client. James Allen I've never been advised by clients to make sure there are no photos on there. I think that one is completely down to the candidate's preference. Do you want a photo on there or not. I'm not going to make sure they've got one or I'm not going to say I’ve got to take it off. Danny Arnold The way we present ourselves in our format, doesn't warrant a photo, but receiving one, I do think it does make it stand out a little bit more. I don't know why. It's just because you can kind of see what they look like, A nice person to give you a bit of unconscious bias. James Allen It might Also almost break the ice for that hiring manager if they can see the person. They're going to be I mean, we’ll go on to talk about it, but interview processes and stuff like that. If they already know what a person looks like, it might make that first that first sort of interaction a little bit easier Luke Parkinson It’s the human element. Danny Arnold But then the flip side is they will have a LinkedIn profile anyway, which has a photo of them on it. So there will always be some sort of image of them somewhere to be found. Luke Parkinson I think horses for courses. You two dashing lads… photo. Us two, no photo James Allen Yeah, we’d put the clients off. All right. So just to recap on our CV and what to add in; making sure it's relevant, selling yourself, explaining exactly what you've done in projects and you know, the management task that you spoke about the sections, like the about me section, work experience, technology's used any vocational education. And pictures? It’s up to you.
Digital & Data Career Advice - How we can help with your interview process
When looking for a new job, the interview process can sometimes be daunting. At Darwin, we want to make sure that you have the best experience possible. In our latest career advice video, Scandi recruiters James Allen, Luke Parkinson, Johnnie Savva, and Danny Arnold talk about how we can help you throughout the interview process, making it easier and smoother both for you and the interviewer. Watch this video to find out more! Luke Parkinson How many times in our lives? Yeah, so we've done a few interviews and at times, yeah, have you had it? And you've come away and gone? I wasn't quite sure about the answer. It wasn't really what I thought would be so hard to call up and say you want the job. I'm interested in the job to ruin the relationship. Welcome to the person that geared up to do. awkward questions, all day long, No problem at all. So use it, give us a call, and then we can say to them, we’ll word in a certain way and make sure it's come back. Johnnie Savva I think off the back of that, exactly what you're saying there is you're going to get the opportunity to control us where in some instances we've walked out on something that happens, that absolute horror show performances or some people interviews. And we've got that information in our lockers where we can advise you and say probably not the best time to discuss this or probably not the best topic to bring up at this stage or avoid sort of talking about this until we've got past this area of the interview process. So I think similar to what you just said, it's knowing when and how and if there's anything you've missed that we can then go through on your behalf and then obviously help in that side of things. But, yeah, I think that's probably the biggest thing for me is the fact that you know, going back to the CVs, you're going into it with someone fighting your corner. So if you do have a part of the interview that you were slightly worried about, like what Luke said and you come out and you think I should have asked more about that, to have that chat with us, follow up with us, give us the sort of rundown of how you think it went and what information was missed or information you didn't give. And when we follow up with the client, we will be then able to, you know, implement that information, you know, the reason for why it hasn't been sort of covered in that stage of the process at all. So we're there to sort of, you know, paper over cracks or, you know. Luke Parkinson I think I didn't feel I would say that Moorfield fills the cracks correctly just to have them in there, because I just I think sometimes got to hammer home that too much that. But I think sometimes candidates will be concerned and I've heard this before, that we aren't going to portray in the same way, but we're not going to relay that information. I'm not going to gloss on that to benefit us and not the process.
Our New Swiss Market Update with an exclusive interview with EF Education
DOWNLOAD HERE: https://bit.ly/3kEhqkL We’ve just launched a brand new edition of our SWISS MARKET UPDATE. This edition is bigger than ever, with 5 brand new data points per tech specialism including: - Gender split - Average tenure - Top employers - Fastest growing skills - Education levels This is all in addition to the salary benchmarks and time to hire data that you come to expect from a Darwin Market Update. I’m even more excited about this edition as it features an interview with Patrick Kammermann from EF Education First. In this interview, Patrick discusses the fantastic culture at EF Education; how they successfully hire and nurture diverse teams, and how they maintain a start-up, entrepreneurial outlook as a global organisation. Transcription: Laura Cannon Do you see a particular tech skill that's in high demand now? Patrick Kammermann So, yes and no. What I mean by that is, do I see a high demand for profiles like in the DevOps space or the SEC up space with extensive skills in the dominant cloud platforms? Information security? Yes, but that has not tremendously changed over the last two to three years. But I see, however, as a particular skill in high demand. And it's not a tech skill is that they see more demand for engineers with skills outside of technology. So related to social skills, leadership, emotional intelligence. So in modern tech organizations, these skills are more and more desired, both desired and needed. That's probably the small shift, an important shift I see, as opposed to a few years ago.
Congratulations Derk Rijntjes
APSCo Deutschland – The German arm of the Association of Professional Staffing Companies (APSCo) – has announced the latest individuals elected to its Representative Committee and our very own Derk Rijntjes has been selected. Congratulations Derk, your years of dedication to the sector, breadth of industry experience, an in-depth understanding of IT recruitment will make you an invaluable member of the committee. Check out the full article here: https://bit.ly/2PZLvzR
**SPECIAL EPISODE**: Creating and Nurturing the RIGHT Start-Up Culture
**SPECIAL PODCAST EPISODE** **LINKS TO THIS EPISODE OF THE RECDOTECH PODCAST** LISTEN ON SPOTIFY: https://open.spotify.com/episode/6NvLabiLpASevKXBxL3i4I LISTEN ON APPLE PODCASTS: https://podcasts.apple.com/us/podcast/creating-and-nurturing-the-right-start-up-culture/id1529453970?i=1000511224799 LISTEN ON GOOGLE PODCASTS: http://bit.ly/3e3ROfH “If the emissions gap is not closed by 2030 it is extremely unlikely that the 2 degrees temperature goal can still be reached.” In this special podcast episode, Eden Whitcomb chats to Lubomila Jordanova Co-founder & CEO of PlanA.Earth and Co-Founder of Greentech alliance, about how they’re using tech to do their bit to save the planet. But, healthy relationships are equally as important. No business is successful without them, and PlanA.Earth shares some great examples of how to nurture these relationships. In this special episode, Lubomila calls upon her vast experience to offer advice on the following: How to maintain relationships in a larger business How to create a culture in a business How to deal with setbacks How has COVID affected a business? Are you looking for a new front-end job in Berlin? Are you looking to hire in Berlin? Contact Eden now for an informal chat, he'll be happy to give you all the information you need.
Tech specialists at the forefront of hiring at Pexip
Nicklas Jensen, is a Software Engineer at Pexip, the Scandinavian video conferencing powerhouse. Pexip has made the interesting (and, to us, joyous) decision to give the responsibility of hiring someone who is at the forefront of business technology. Brad Wilkins, Scandinavian Team Manager at Darwin speaks to Nicklas about what he looks for when hiring new team members. Are you looking for a new Frontend job in Norway? Are you looking to hire in Norway? Contact Bradley now for an informal chat, he'll be happy to give you all the information you need. Bradley: This year has been tough for everyone. What advice would you give, as a Software Engineer who is also in charge of hiring, to anyone who’s considering changing jobs at the moment? Nicklas: This is so this is funny because I actually get this question a lot now that I’ve informed my friends and family that I’m looking after recruitment. Especially in these times. I think my main answer to that is to put some energy into it. I know that can be difficult when you have to apply for 50 jobs or even hundreds now because it’s so competitive, but put some energy into it, go that extra mile to make your CV look a little great. Go that extra mile. Right. Go that extra mile. Make sure that the application is personalized to the business that you’re applying to. Try not to send a generic application to all. For us, when we get an application from someone who doesn’t have a lot of experience but who took the time to write their application to what they think our values are, that’s an instant interview. It’s it really matters a lot that you take the time to (short and concisely, we’re not talking essays here) describe why you think that the company is a fit for you.nIt’s also a matter of reflection, right? When you sit down and write that personalized application, what feeling does that leave you with? Are you writing it because you feel like you have to because it’s an open position, but, actually, you’re just dragging yourself through it? Maybe you should look for a different position to apply for. Right? And I speak from experience myself. When I had to find a job coming from Spain to Norway, I could have just done what a lot of people do, which is just to fire off a hundred applications. But, rather, I tried to find companies that would truly add value to my career. Actually, it was you, Brad, that contacted me and found me a job at FedEx, at the time. I only said that because you presented it in a way that I related to. I wouldn’t have said yes to anything if I didn’t relate to. That energy comes through in an application, the feeling like you could actually belong in that company, even if it’s just text on paper, it comes through in the way you write. It comes through in the amount of detail and effort you put into it. It might take longer. Yes. But it also will get you that interview or it will definitely increase your chances of getting to the interview stage. Brad: I agree. I think we’ve all had those applications where you can tell it’s mass-generated, or it only four lines with a name and a generic overview of what they’re looking for. But, as you said, I’d be more motivated to look at an application if there were reasoning and passion behind it. We see this when we’re posting our adverts. I often get the same person applying to five or ten jobs that I’m advertising with a generic application. I think, if you put that extra mile in and showcase why your skills, expertise, and passion suits that one particular role and the value that you alone can add, I think that’s definitely a powerful bit of advice.
Building a startup in the retail industry and the effects of the pandemic
Omnium AS is the first pure order processing system in Norway; a cloud solution that allows their customers to deliver an omnichannel retail experience. Johnnie Savva, .Net specialist here at Darwin, interviewed Omnium’s CEO, Petter Balstad, about how the Pandemic has affected the retail industry and how he’s had to quickly adapt his business to ride the wave. Are you looking for a new .NET job in Norway? Are you looking to hire in Norway? Contact Johnnie now for an informal chat, he'll be happy to give you all the information you need. Johnnie: Let’s go back to September 2017, when you’ve just you’ve just decided to take the leap to becoming a business owner, what challenges did you face? What advice would you give to anyone who is thinking about leaving their current job to go and start their own business in the tech industry? Petter: It’s a lot more difficult than you think it would be because you’re having the final word and what you’re saying will directly impact your company. People are always talking about founding a company or starting a startup, and how it is so much work. And yes, it is, from time to time. You work crazy hours, especially the tech guys. But, at the same time, I would say it’s it’s challenging intellectually as well because it’s difficult. There’s a lot of rules and regulations that you need to understand and a responsibility that you don’t really think about when you first thought of starting a company; when you’re just focusing on your idea and how you can bring that to life and then sell it to customers. But it’s so much more than that; when you start hiring people you feel a huge responsibility for those people who need to be paid every month, have their own family and so on. But, putting that aside, it’s crazy fun and so fulfilling and rewarding. So I wouldn’t be without it. It’s been a great ride. And, I haven’t really thought about it but, this month. It’s been three years! Johnnie: So, really, you’re almost coming out of that start-up phase and now Omnium are looking to take that next step in the coming months and years, and progressing. So you’d say that the stereotypes are correct in a way? Sleeping in the office, long hours as well but some enjoyable things too; when you start winning business? Does that sound right? Petter: Yes, definitely. We’re crawling out of our shell right now. So we’re ready to hire more people and to scale up both internationally and in terms of the number of employees we have; we’re scaling the entire company. So, hopefully, the worst, crazy days are behind us. Johnnie: On the subject of the challenges of setting up the business, those three years ago, would you that the experience you gained throughout your career helped you? Or would you say, in preparation to starting Omnium you had to take some business management courses or had to speak to other startup founders about their experiences? Or, was it a natural progression for you? Petter: Well, we basically jumped straight in to see; can we do this? Can we do it better than many others? What will we learn while doing it? So, no courses, no schooling, doing it the hard way, succeeding sometimes, failing many times, but then just trying not to make the same mistakes again. It’s really interesting you say that because I speak to a lot of startup founders and many give off the impression that it is indeed ‘plain sailing’. Some founders won’t admit to their mistakes and others will. Johnnie: Would you say that, actually, that’s the biggest learning curve that you guys have experienced? Making those mistakes, be it around technical development or business practices and then learning from them, that’s been the biggest pathway to success? Petter: Yeah, probably. Just the mindset of being okay with making mistakes takes you one step closer to doing it right. So, it’s totally OK to do something wrong or make a mistake, because that also takes us forward. You learn to like the mistakes, in a way. That was definitely a big learning curve. Yeah, definitely. Johnnie: You can lean on that, can’t you? Once you understand that you can learn from it and use it to your advantage, then it becomes a benefit. Petter: Definitely. I think the people that assume that starting a company and getting it right will be ‘plain sailing’, I think they’re in for a wake-up call.
Season One Darwin RechDoTech Podcast
Season 1 of the Darwin RecDoTech Podcast has come to an end. In the New Year, we'll be kicking off Season 2 with more fantastic, tech-focussed, recruitment-led discussions for you. Let's take a look back at our fantastic first season, featuring Amazon, Google, SNAP inc, AON, Yelp, DataRobot, and many more: Ep 1: Women in AI with Dr. Nancy Ranxing Li, Ph.D. Spotify: https://open.spotify.com/episode/0QegK7NvjwkIh6edvv1bBW Apple Music: https://podcasts.apple.com/us/podcast/women-in-ai-with-dr-nancy-ranxing-li-ph-d/id1529453970?i=1000489298144 Google Podcasts: https://bit.ly/3rO93VG Ep 2: Implementing Lean Start-Up Methodology with Lorenzo Di Nobili, Founder of Grazie Spotify: https://open.spotify.com/episode/1woIRYmuulHWjdOddtQH1H Apple Music: https://podcasts.apple.com/us/podcast/implementing-lean-start-up-methodology-lorenzo-di-nobili/id1529453970?i=1000489868015 Google Podcasts: https://bit.ly/3sVSAjJ Ep 3: Creating an Unbiased Working Environment with Sarah Noovari @Snap Inc. Spotify: https://open.spotify.com/episode/0VBQNTCFVe97F6ejTTJxL6 Apple Music: https://podcasts.apple.com/us/podcast/creating-unbiased-working-environment-sarah-noovari/id1529453970?i=1000490461353 Google Podcasts: https://bit.ly/3wGxXKG Ep 4: Building a Personal Brand in Tech with Eric Weber @Yelp Spotify: https://open.spotify.com/episode/3vH3mSLBzL5KMdqGCWDNGR Apple Music: https://podcasts.apple.com/us/podcast/building-a-personal-brand-in-tech-with-eric-weber-yelp/id1529453970?i=1000491312949 Google Podcasts: https://bit.ly/3fHT9db Ep 5: Making Smarter Tech Career Decisions with Ben Taylor @ DataRobot Spotify: https://open.spotify.com/episode/5T7XZnYcT9MwpHK0BWu9aR Apple Music: https://podcasts.apple.com/us/podcast/making-smarter-tech-career-decisions-ben-taylor-datarobot/id1529453970?i=1000492126909 Google Podcasts: https://bit.ly/3fIINcP Ep 6: Mothers in Tech with Gayle@ Amazon, Brandee @ Appetize and Kate @ DATAcated Spotify: https://open.spotify.com/episode/1COAyr05QZtNj69XkMAEhZ Apple Music: https://podcasts.apple.com/us/podcast/mothers-in-tech-gayle-amazon-brandee-appetize-kate/id1529453970?i=1000493102628 Google Podcasts: https://bit.ly/3cTbfqD Ep 7: Hire & Build a Data Science Team with Graham Morehead @ AON Spotify: https://open.spotify.com/episode/4WOOvrNfBffCqXkaPTDKXn Apple Music: https://podcasts.apple.com/us/podcast/hire-build-a-data-science-team-with-graham-morehead-aon/id1529453970?i=1000494009701 Google Podcasts: https://bit.ly/2PvOKiV Ep 8: Data Science - A woman's perspective with Maria Ovchinnikova @ Portchain Spotify: https://open.spotify.com/episode/5ch7ZYuDj7ANOVbfMBCbnk Apple Music: https://podcasts.apple.com/us/podcast/data-science-womans-perspective-maria-ovchinnikova/id1529453970?i=1000494859846 Google Podcasts: https://bit.ly/3fM9GMY Ep 9: Leading Elite NLP Teams with Imed Zitouni @ Google Spotify: https://open.spotify.com/episode/0Lc2R8YRNDZ7o9udghNZ2o Apple Music: https://podcasts.apple.com/us/podcast/leading-elite-nlp-teams-with-imed-zitouni-google/id1529453970?i=1000495419814 Google Podcasts: https://bit.ly/31MPXEO Ep 10: From Dream to Reality - Build a Data Startup with Jacopo Tagliabue @ Coveo Spotify: https://open.spotify.com/episode/0UDR83ytgPsLzrrJnhlg68 Apple Music: https://podcasts.apple.com/us/podcast/from-dream-to-reality-build-data-startup-jacopo-tagliabue/id1529453970?i=1000496361842 Google Podcasts: https://bit.ly/3rWRLWm Ep 11: The CTO Onboarding Process with Kevin Goldsmith @ Anaconda Spotify: https://open.spotify.com/episode/2zaTQ5J18HUirZpTuVrpsI Apple Music: https://podcasts.apple.com/us/podcast/the-cto-onboarding-process-with-kevin-goldsmith-anaconda/id1529453970?i=1000497454718 Google Podcasts: https://bit.ly/3fKswUQ Ep 12: Mental Health in Tech - The Invisible Enemy with Will Falkowski Spotify: https://open.spotify.com/episode/0yfBjfuD2JOrE63prgJRzi Apple Music: https://podcasts.apple.com/us/podcast/mental-health-in-tech-invisible-enemy-will-falkowski/id1529453970?i=1000498853235 Google Podcasts: https://bit.ly/3mmhqqg Ep 13: The 'Sibling Rivalry' between Internal and External Recruiters with Amy Miller Spotify: https://open.spotify.com/episode/4GeKN9AwCT6d2XKcEeozop Apple Music: https://podcasts.apple.com/us/podcast/sibling-rivalry-between-internal-external-recruiters/id1529453970?i=1000501762029 Google Podcasts: https://bit.ly/3fKNymr
RecDoTech Podcast Episode 13: The Rivalry between Internal & External Recruiters
**LINKS TO THIS EPISODE OF THE RECDOTECH PODCAST** LISTEN ON SPOTIFY: https://open.spotify.com/episode/4GeKN9AwCT6d2XKcEeozop LISTEN ON APPLE PODCASTS: https://podcasts.apple.com/us/podcast/sibling-rivalry-between-internal-external-recruiters/id1529453970?i=1000501762029 LISTEN ON GOOGLE PODCASTS: http://bit.ly/3pQwAoU REC DO TECH PODCAST SEASON 1 - FINAL EPISODE THE RIVALRY BETWEEN INTERNAL & EXTERNAL RECRUITERS Why is there so much animosity between internal and external recruiters? "An external recruiter isn't trying to take the job of an internal recruiter. We'd actually be far more successful if we worked together. Is it about taking credit?" Lewis Adams-Dunstan chats to Amy Miller, Senior In-house Tech recruiter in this open, honest and funny discussion. Here's a snippet but you can listen to the full episode on Spotify or Apple Podcasts. Are you looking for a new Data science job in the US? Are you looking to hire in the US? Contact Lewis now for an informal chat, he will be happy to give you all the information you need. Transcription Lewis Adams As an external recruiter, it's sometimes hard to deliver that message from a cold start, unless you know that particular person because there is still that that pre-conserved notion as a simple we're like, we're trying to take a job or we're trying to replace you. And actually, we're not. We'd actually all be much more successful if we work together, right? Amy Miller I mean, I imagine that imagine a world where I could give you a wreck and go about my business and take care of other stuff, like, okay, Louis has got it. I don't need to worry about it anymore. I got other stuff to do. That's how it should be. I've never understood this. This needs to compete with each other. I don't compete with my other colleagues. They work on different wrecks. I may occasionally find a candidate that fits and flip it over to them or whatever, and that's fine. And you can argue about credit, I guess if you want. But it always confused me. And believe me, I use this line when I was doing biz dev, an agency that somehow on the agency side, there's some magic portal to candidates hiding in Narnia that only you can find because you're external. It's just so interesting to me. I've never given a wreck to an agency or had a hiring manager say, I want to work with this agency and then try to compete with them. Okay, that's your wreck. I'm going to go do other stuff. Call me if you need me. Lewis Adams You know what? I want to point out one thing that I've seen, there's a clear difference between typically an external agency, a specialist agency, should we say, and an internal recruiter, is that normally spread much thinner over multiple positions? So there's some value that if a specialist recruit comes in. Okay, well, give us that one specific role, and you can go and focus on the rest. That brings value to you as a recruiter. Right. Would your business ever look at you and go, well, why have you created that great partnership and would fit on all these roles? But you're not? Amy Miller No. I'm sure it happens because people talk about it, and surely it happens. And the thing is, in my last few companies, they've been huge billion-dollar tech companies that have armies of recruiters, thousands of internal recruiters. And our agency partnerships generally tend to be contingent workers, bringing in contractors, things like that. So that's stuff I don't even touch. I do exclusively full-time FTE hiring placements, whatever. But my first corporate gig was with a very small company, and I did everything. I was very much a generalist recruiter. I was working across every Department, except for sales and College hiring. We had a dedicated University team and then a dedicated sales recruiter. But I did everything else, so IT, marketing everything else. And I remember our creative team had an open role. And so go to do the intake. And what do you want? What are we looking for? And they're like we have this amazing agency. And I'm like, great. I don't have to worry about it. Go deal with your amazing agency. And I remember as that unfolded, I start working with this agency. Recruiter. I'm like, hey, they want to work with you. Like, that's awesome. Because I don't know anything about this space. I've never done marketing. Whatever it is you all are doing. And this person tried to, like, recruiters explain. You know what he was going to do and how he works. I'm like. Lewis Adams We've got the secret sauce. Amy Miller I know exactly what you do. I was a top biller at your company three years ago. I think you can just go ahead and go recruit, little buddy. I mean, it was just so strange to me, but there was kind of this, I don't know. But anyway, back to your question, like, no, nobody ever looked at me and said, oh, my gosh, Rod gave that role to an agency. Amy. No, Amy was busy doing other stuff. I'm good. Lewis Adams There's something to be said as well, right? If you can be an internal recruit, great at building an external relationship, that's not a problem. Like, you're bringing value to your business. Rather than fitting in the quality of yourself. Amy Miller I mean, I look at it like this. Okay. I have a husband and children and people in my house that are very capable of doing the yard work. Okay? These are healthy, functioning, semi-adults. But you know what? I've got a lawn guy, and it is worth the price. It is worth the time that we save. That's how I look at it. This is not that we're not capable of running a lawnmower, but this is something that he does for a living, and he's good at. And the prices, right. And it frees us up to do other stuff. That's how I look at any kind of external partnership. Lewis Adams And I know for a fact that maybe not so much now, because I live in the house has got a managed service, so they come and clean. But I'm also on a building site, so we haven't seen that yet. Yeah. It just relieved so much stress as well from your day-to-day life. Having that thought often looked after. We've spoken about specifically what we need. They understand the business. They're able to deliver a very concise and clear message back to the market, the kind of message that you would deliver if you were doing it yourself for sure. So, yeah, you don't have to worry about those things.
Relocating to Hamburg Featuring Picalike GMBH
Founded in 2010, Picalike is a leading SaaS provider for visual technology, empowering e-commerce. The product portfolio, fueled by artificial intelligence, boosts the performance of online shops and marketplaces. Adam Slade chats to Sebastian Kielmann, Picalike’s CEO, about why Hamburg is the perfect location for his business, or for anyone looking for a tech job in Germany. Adam Slade: When it came to choosing, not only what the product is, but where the product is going to be based, you founded it in Hamburg. What was the decision behind choosing Hamburg as the location in which you’d grow and build the business from scratch? Sebastian Kielmann: So why Hamburg? Firstly, I lived in Hamburg. Secondly, because our biggest customer is in Hamburg, which is the OTTO Group, and then 15 or 16 of our customers are out of the OTTO Group, and are settled here in Hamburg. I also like the culture of Hamburg. It’s more family-friendly than other startup cities, but that’s my own private opinion. Adam Slade: When I’m speaking to developers and engineers, outside of Germany, who are potentially looking at moving into the country, Berlin always seems to be the default location for a those looking for their next developer job or software engineer job. It’s, of course, a very well-known start-up hub and has an international culture, but Hamburg is heading in that direction and we’re seeing more success stories come out of Hamburg as well. Sebastian Kielmann: : I guess, first of all, when all the start-up growth in Berlin began, prices were very low for an apartment. But they have exploded over the last year! So, Berlin isn’t a cheap city any more compared to Hamburg, Munich, Frankfurt or Cologne. Berlin has a very different culture compared to Hamburg. People are totally different there. And it’s also huge compared to Hamburg. So in Hamburg, you have everything that you have in Berlin, but the distances between one thing and another are shorter. Hamburg is very, very green. So you have a lot of parks, you have a lot of green areas, and it’s not a long journey to get to the water. So I like to go kitesurfing and if you like to walk on the beach, Hamburg is very, very close to the sea when compared to Berlin. But there is one overarching difference between Hamburg and Berlin; they have a different startup mentality. If you’re in Berlin, you don’t have to speak German. If you’re in Berlin, you don’t have to fit in with the German culture; you’re in Berlin. If you’re in Hamburg, you would slowly start to get more acclimatized to the Northern German culture and, up to a certain point, you would have to gain more language experience. So if you’re looking to move to Germany, just want to work there and don’t want to have anything to do with the culture of the country, don’t want to learn the strange language they speak there, then you’re well suited to go to Berlin. If you want to go to Germany because you like the culture and want to become a part of the community there, then you’re more suited to Hamburg. You’ll learn that people here are very friendly; if they tell you something, they really mean it. If you like this type of culture, want to learn the language, integrate yourself and if you want to stay for a long time and build on the ‘family’ surroundings, then Hamburg is the city for you. Adam Slade: Do you think, if someone was seriously considering moving to Hamburg, they would need to learn German to make that a long-term base of operations? Or, if you're looking for a great developer job in Germany, could an English speaker survive in the city? Sebastien Kielmann: An English speaker would survive in the city. But you would feel better if, over a certain period of time, let’s say, over the next five years or so, started learning German, at least to a certain point, because it would make your life easier and could integrate better. So, I’m Brazilian and I have friends in Berlin who came from Brazil and they live in like a ‘Brazilian bubble’ in Germany because they mostly speak Portuguese and sometimes English. They meet their Brazilian friends, they go to restaurants together. There are even parties where only people from Brazil attend; So you’re in another country, living the culture of your own country, which is OK, it’s fine. But if you’re in Hamburg, you’ll experience more of a variety and you’ll be slowly introduced more and more into the Hamburg culture and less tempted to stick to what you’re already used to. If you're looking for a new job in Hamburg, or you're planning to hire tech talent in Hamburg, reach out to Adam Slade.
Why Hamburg was the location for us, featuring Loxonet GmbH
Loxonet GmbH is a Hamburg based software company, founded in 2018 by Benedikt Weitz. Benedikt built his ‘intelligent administration’ business to support organisations with 50 to 1000 employees, by centralising all areas of Their communication and administration onto one central platform. Here Benedikt tells Adam Slade the reasons behind starting his business in Hamburg. Adam Slade: When creating any business, you need to choose the base of operations, correct? You’ve experienced building businesses all over Germany but, this time, you’ve ended up in beautiful Hamburg. Why Hamburg this time? Benedikt: Well, there are professional reasons and then there are personal reasons. So, if I look back at my life, I was very gifted and had the chance to travel a lot. I was in the army for two years and I studied to become a Lieutenant in Bavaria. I was originally from Cologne (which can be well heard when I drink my first beer) and meanwhile, I was also in Berlin. So indeed, I’ve really covered the West, the South, the middle and the East of Germany. In my latest station, before Hamburg, I was in Berlin and decided to make my mind up about where I really wanted to be. I was looking for a great combination of industry, roughness, nearness to the sea, but as well as that, a beautiful city. I visited friends in Hamburg multiple times and felt that it’s the place for me. I very much appreciate the quality of living and working in Hamburg. Hamburg is very well connected to the rest of Germany. So, looking at the structure of Hamburg, there are many, many offices here. There are many family businesses as well. There’s a lot of logistics and trading and not that great orientation to ‘service only’ as found in Berlin. That made it more attractive to me. In Hamburg we’re dedicated to producing great companies and to the transport industry. Adam Slade: Do you think that, with the incredibly fast rate that companies have been founded in Berlin, it’s almost intimidating to try and build a business in a location where there are so many others doing the same thing? Benedikt: It would be so easy to give a short reply but that’s a tough question and it’s very difficult to be precise. Of course, the financial infrastructure for startups in Berlin is better. If you look at the infrastructure of VCs etc. However, there are more startups located there, so, you could get lost in the great variety of them. The reason why I’d like to advocate Hamburg as a startup location; in my point of view, it has a very special ‘Made in Germany’ stamp. Hamburg’s values are hard-working and traditional but, at the same time, it’s a very international and qualitative area of industry and of services as well. What we’re experiencing here at this moment is similar to a smaller ‘village’ of startups. It’s the networking and the ‘nearness’ of these startups that’s special; the support that startups are giving each other. Everyone is willing to help each other out. From what I’ve experienced in Berlin, there’s more of a competitive mindset there. Adam Slade: What advantages do you think Hamburg has as a place to live, or for anyone looking for a developer job or engineering role, other than of course, being beautiful? Benedikt: I actually want to bounce that question back to you to give the readers a better understanding of your position and what your connection is to Hamburg. Adam Slade: First of all, I think it’s overlooked as a location. Back in 2018, when German startups set the record for the cash flow of over three billion euros that year, around 40% were in Berlin and 15% in Munich. Hamburg were sitting in third place at around 6%. It’s the third-largest tech hub in Germany but I was quite surprised by the number of developers that hadn’t considered it as a career location. So I wanted to understand how businesses in Hamburg have been growing their tech teams over the last few years, some of the challenges that they face, and then help to try to not only solve those but to share that information with developers across Europe that are looking to move to Germany. Companies like Airbnb had its first office in Hamburg and now you have Facebook, Twitter, Microsoft, much larger global giants that are moving to Hamburg and I see the evolution of the last five years only progressing into the next five. Hamburg has become a real contender for business founders. If you're looking for a new job in Hamburg, or you're planning to hire tech talent in Hamburg, reach out to Adam Slade.
The Start Up Ecosystem in Hamburg, Featuring Etvas GmbH
Adam Slade, Senior Consultant in charge of recruiting for Frontend & Backend jobs in Hamburg speaks to Ilie & Sören, Founders of Etvas GmbH about the growth of Hamburg as a Tech Hub in Germany, some of the resulting success stories, and how it compares to Berlin for development opportunities: Adam Slade: There’s more and more success stories coming out of Hamburg, in terms of its location for business. If you look back, of course, you’ve got businesses such as ABOUT YOU GmbH, Jimdo, Xing, FREE NOW (or mytaxi, as it was) and Airbnb had their first office in Hamburg. And, of course, you’ve now got Facebook, Microsoft, Twitter; all of these businesses seeing Hamburg as a location to build within. Ilie Ghiciuc: It’s a no brainer. There’s so much rain in Hamburg. There’s nothing to do but build companies! Adam Slade: Exactly! But, for me, when it comes to talking to the business founders, the developers, and the engineers in the market, it’s always ‘Berlin based’ conversations that I’m having; Berlin is seen as the tech hub. It’s seen as the tech capital of Germany. But as more and more success stories come out of Hamburg, do you the tide changing? Do you see Hamburg becoming more of a centralized tech hub, specifically in Germany? Do you see it becoming more attractive to potential business owners that are looking at building companies in Germany? Sören Timm: I believe that there are some big advantages that Hamburg has over Berlin; Hamburg has a smaller start-up ecosystem compared to Berlin. It's more interconnected. If you talk to a Hamburg investor, if you talk to the Chamber of Commerce and other entities within Hamburg, they’re really interconnected. So, you’re guided as a start-up to create to start your business there. So it’s good, at the start, to get some support. And these entities are doing this to create jobs in Hamburg, of course, in the tech space. So I believe it’s beneficial to have a smaller but really interconnected start-up ecosystem here. I think it will become even better if we get more accelerators and more VC’s in Hamburg. And the reason why I believe more start-ups are still registered in Berlin is because there’s more capital. So, I think where Hamburg could be better, is by having more capital in Hamburg to fund businesses or to finance businesses. But, in general, the whole gaming industry, in Hamburg has around four thousand staff; like Innogames. You already mentioned About You, My Taxi, Wunder Mobility, but also within Fintech, I believe Deposit Solutions GmbH is on its way to becoming unicorn, Exporo is there. So, there are also Fintech businesses in Hamburg. So, I believe it will get even better once there’s more capital in Hamburg. In terms of education, Hamburg is not a Metropol known for Computer Science, there are two universities but in one you can’t do your Masters. Maybe they could be more investment on that side. But the two universities are very good, so there are really educated people coming from there. However, in every large city there is a fight for talent and it’s the same in Hamburg but it’s an international city because of the Harbour, so English is widely spoken. Berlin is better, but it’s still good in Hamburg because of it being a trade city. Adam Slade: The reason that Berlin has such an attraction is because of that international culture. I think that following in their footsteps, Hamburg is certainly seen to be similar. And of course, like you said, what enables you to attract talent, is the ability to reach out across Europe as well; English speaking professionals, that wouldn’t have secure German-speaking opportunities and that gives you, as business owners, the chance to speak to these people as well. Ilie Ghiciuc: Which is exactly my case. I moved to Berlin two/three years ago. I remember just after I arrived, there was a statistic saying that Berlin has the most diverse tech workforce in the world. I don’t recall the exact numbers, but it was around 46% in Silicon Valley that are non-natives and in Berlin it was 48 or 49%. That’s pretty crazy when you think about it. I can only speak for myself, of course, but moving to Germany has been such a nice experience; everyone was so accommodating in Berlin and now in Hamburg as well. Everyone speaks English and is very nice. They want to find ways to work together and that is super, super cool. I think this is one of the things that I could imagine would be very important for Germany moving forward in the next year or two to continue to attract talent. Adam Slade: Yes, I agree. The developers that I speak to more so now are considering how a move to Hamburg could be a real business opportunity. I think two years ago it was certainly overlooked or overshadowed might be a better word, by Berlin. Volume-wise, there are more software companies in Berlin, but density wise it’s quite similar. So are around 2,500 listed businesses in Hamburg, or the head offices are in Hamburg, shall we say, and around 30% of those, in one way or another, have tech or software incorporated into their business model. So, they would be the sort of business that would hire an internal tech team. There’s around 5,700 companies in Berlin listed, so more than double, but it’s still around 30% of those that would have a tech team. So, it’s actually probably more promising to set up in Hamburg; there’s less competition out there as an investor or even as a business owner but you have the kind of same density. Ilie Ghiciuc: And I would add one personal note to this; in my opinion, Hamburg is one of the most beautiful cities in the world. I’ve been to many places and I can say that, as a place to live, it’s absolutely gorgeous. Too bad it only has 40 minutes of sunshine every year, but it is just a gorgeous place to be. I like it so much. Adam Slade: I think in a few years’ time, there’s going to be so many more success stories coming out of Hamburg. You mentioned Deposit Solutions GmbH, they’re on their way to hitting that Unicorn status. And, at that point, many people might think; ‘If they can do it, why can’t we? Many e-commerce platforms might look to Hamburg as a location. They might do so because there’s already so many well-established companies in Berlin that it actually would be quite intimidating to try and build a company in an area with so many potential competitors. So I, for one, certainly think Hamburg will certainly move in that direction, towards that status as a Tech Hub. If you're looking for a new job in Hamburg, or you're planning to hire tech talent in Hamburg, reach out to Adam Slade.
RecDoTech Podcast Episode 12: Mental Health in Tech - The Invisible Enemy with Will Falkowski Developer for 17 years
**LINKS TO THIS EPISODE OF THE RECDOTECH PODCAST** LISTEN ON SPOTIFY: https://open.spotify.com/episode/0yfBjfuD2JOrE63prgJRzi LISTEN ON APPLE PODCASTS: https://podcasts.apple.com/us/podcast/mental-health-in-tech-invisible-enemy-will-falkowski/id1529453970?i=1000498853235 LISTEN ON GOOGLE PODCASTS: http://bit.ly/3aQGvEL MENTAL HEALTH IN RECRUITMENT - THE INVISIBLE ENEMY After such a turbulent year, we thought it especially important to tackle the topic of the challenges that everyday life and work pressure pose on our mental health. Will Falkowski has worked as a Developer for 17 years for some great brands across multiple industries; retail, legal, finance, space to name a few. From his own personal experience and that of supporting others in tech who have suffered from mental health issues, Will has an extensive understanding of the topic and has founded JustaFriend.nl, a voluntary service supporting professionals in the industry. In our latest podcast with Lewis Adams-Dunstan, Will tackles this difficult but important subject with heartfelt honesty as well as lighthearted humour, covering: ✅ His journey as a developer and his own struggles with mental health. ✅ Imposter syndrome. ✅ The Highs Vs the Lows. ✅ How to spot a burnout. ✅ Just a Friend ✅ Advice for anyone that might not know where to turn Are you looking for a new Data science job in the US? Are you looking to hire in the US? Contact Lewis now for an informal chat, he will be happy to give you all the information you need. #mentalhealth #developer #podcast #recruitment #anxiety #depression #mentalhealthawareness #work #experience #wellness #health Lewis: Kind of bringing this to the technology world, then I think you're in a small group of people and I say it's small because it really is that are quite outgoing or at least you give the perception that you're confident. I guess you can tell me otherwise if that's wrong. But technologists in general, especially developers or engineers, just aren't very good at communicating. And in an environment where, I guess front-end and creative environments are a little bit more communitive and collaborative. But if you're looking at back-end developers, a lot of times they don't talk to each other at all and they'll sit in a dark room, a quite depressing room and just code all day. And they're starting to build these emotions and they don't really understand them and they don't really know where to go with them or how to talk about them and they slip very, quickly into depression. I'm keen to know about your experiences because you've taken on a lot of pressure, you've tried to build your own business, you've got people reporting to you and expecting a lot from you. What kind of happened there? What was the journey there? Will: So going back on to the developing thing, I mean, I'm writing an article at the moment called How to Be an Empathetic Developer. And as there's a couple of things. One is imposter syndrome it's a sickness in the industry. I suffer from it for sure because I started off not being a trained developer at college or university. So I had heavy imposter syndrome, I thought any moment now they'll discover that I'm a fraud and that creates arrogance, that creates anxiety, depression. And a lot of people have this I speak to people all the time and it's something I like to talk about with them. And one sure-fire way to bring out the imposter in you. I don't get it anymore, to be honest, it's been 17, 18 years. You know, I can just do it. But there are still things I don't know. And you still get a little bit of a tweak every now and then. But sometimes we do pair programming where one person sits down and the other person sits by you, I'm writing an article on how to be an empathetic developer which I'm going to put out before the end of the year. And it really is a little thing about how to pair program properly and how to not make the person with the keyboard feel anxious and not make them feel belittled again and also how to be productive with it. And so what I like to think about it is one person has the policy or I like just the brain. And what you get with pair programming is you get one guy, let's say, me tapping away, but I might have a flow and the other person hasn't connected with that flow yet, but there might be another solution, and so the other person will be like, no, and they feel like they are backseat driving. And that's that kills you That's just like get out of here and throw your laptop, up in the air. And it's a really painful experience. But one person should just pair a program and the other person waits for the flow to finish doesn't work. And rather than correct them as they're typing, like indicating or like a gearstick or whatever, it's waiting or the flow to finish. And then before they try and compile it or deploy or something, they go. There were two or three things in that file or we should go back to that, you know, and have collected the information. But too often people sit down with each other and be like click it, no colon open bracket about it. I'm working on the flow and I think this is something which is really important. And it can it kills a lot of people in the industry, like a lot of people really. They struggle with that and including myself, especially for the first part, my career. Lewis: I think that goes for anything. If you write in an email and someone leans over your shoulder and all of a sudden you lose the ability to spell out. And it's probably the same. But what's crazy is that a lot of the time that pair program is an integral part of an interview process as well. And you're being judged on that and you'll be successful or not if you do a good job or a bad job. I think there's a whole different conversation in terms of like how an interview process should be built. Will: Yes.
Time to open up about Domestic Violence
Eden Whitcomb recently interviewed Isabel Städler, founder of https://www.louandyou.org/ about how they're using technology to support the victims of Sexual Assault and Domestic Violence. Check out the below video to find out how this amazing start-up is striving to improve the lives of countless people. Please share this far and wide so Isabel and her team get the support and funding they need to really kick this off! #Louandyou #Technology
Planning your Career Strategically
What are your career goals? Do you have a plan? When you choose your next job, do you choose it because it's a great, cool opportunity? Or do you choose it because it's a stepping stone to the job you want AFTER that? In our latest podcast with Kevin Goldsmith, he talks Lewis Adams-Dunstan through his journey to becoming a CTO. From Microsoft to Adobe to Spotify. Now he's the CTO of Anaconda, Inc. He talks about the mistakes he made along the way and the point where he decided to think about his career strategically. Here's just a snippet. #CTO #Technology #Career#Microsoft #Adobe Transcription: Lewis Adams So you've had quite an interesting journey. And I think there's a couple of key takeaways that I noticed there; that you took the opportunity. You kind of took risks. When something presented itself, you went for it. Kevin Goldsmith Yeah. I think that's true. I think the one thing that I would characterize as I got more experience, one thing that did change, I think earlier on, I was doing the job, Somebody came to me with a sort of interesting job. I said, okay, I'll go do that then. And it wasn't purposeful. It was sort of like, oh, that sounds cool. I'll go do that now. And as I kind of moved into kind of move through my career, I started to realize, you know what? I do need a bit more of a plan. I need to start thinking about not only what is my next job, but what is a job that I'll have because I had that job, right. What's the job After? I started thinking a little bit more in terms of kind of where did I want to go? And what was the best way to get there? Really? Spotify was at the time I joined Spotify, It was a cool company, but it wasn't exactly Spotify, right. It was one of the streaming companies. But what I liked about that company at the time was just the way they did things differently. And I knew if I went there, I was going to learn a lot. I had a strong feeling that they were going to keep growing, and that was going to let me go and be a CTO, which was my goal. And so that was the other thing is I could have stayed at Spotify. It was a great place to work. I loved working there, but I knew I was never going to be at Spotify as CTO because the CTO was never going to leave that job. It's the best job in Sweden. Right. So I liked the CTO, but I was never going to have his job. So I knew that if I wanted to kind of get to my goals, I was going to need to go somewhere else. And that's when I kind of got to that point where I could go and do that. That was the time it was time for me to move on. I kind of learned what I wanted to learn. So I think I got a lot more purposeful, a lot more deliberate as I kind of moved through my career, as opposed to just finding a cool opportunity and jumping on it. Lewis Adams Yeah. I mean, maybe I'm assuming here. But Spotify at the time, you're a bit of a musician yourself. Was there more interest just because of the nature of the business there, or did you follow the specific role to go and develop your skills? What was the decision at that point? Kevin Goldsmith Yeah. So as I mentioned, I had been on the Windows media team, I mentioned that I started a start-up. I left Microsoft to join a start-up that was a streaming media start-up. I started a streaming media start-up, and actually, I didn't mention my very first job when I was still in University. I was actually at IBM research where I was working on very, very early streaming. So beyond the graphic art, which also kind of overlaps with streaming, I kind of had a long history of the stream. But, of course, I'm also a musician. I run a record label, was the general manager of a radio station at University. So I had a strong affinity for Spotify on that level as well. Lewis Adams Brilliant. And do you think the turning point for your career is in terms of taking that next step? Because I want to kind of move on to a little bit later in the conversation that best practices for aspiring leaders or CTOs, was it building that strategy, having developed all of those skills, and then finally say, okay, now I want to take them in a certain duration? Kevin Goldsmith So, yeah. I think the big change for me and just the way I thought was just really thinking about my career. And part of it was now getting into companies when you're young and you're the youngest person on the team, and you see all these people doing these jobs that maybe you might want to do someday, but they're older than you, and you figure, okay, well, I'll figure out I got a lot of time and you get to a point where now you're starting to be older, you're getting older than the people you work for, and you start looking at well, especially if they're in jobs, that one. As I said, I kind of went back and forth from being like a senior developer architect to being a manager, not sure which way I wanted to go. Once I was sure I wanted to go, and I realized I'm working for not only working for people younger than me, but their boss is younger than me, too. What do they do differently to get to that role? And I realized they just decided they made that decision much earlier than I did. They're the right people and all that stuff, but it was also that they made a decision earlier than I did. This is the way I want to go and then started working towards that. So once I made that decision, I'm like, okay, well, you know what I like? I like managing people. I like the aspects of that role. Okay. What's the path there? It's CTO what do I need to do to become a CTO at a company? And then very much kind of thinking through what would the next role be that would get me ready to do that job? So that was the important thing. I think when I mentor people, whether they're developers or managers. And that is the advice I give them is think about kind of what you want to do eventually. And then when you look at a new job, think about Is this getting me towards that, or is it just not? Lewis Adams I see that all too often a recruiter people just kind of they're in a job for being in a job, and an opportunity might present itself and might break it. But the people who have a plan are typically the most successful.
RecDoTech Podcast Episode 11 - The CTO Onboarding process with Kevin Goldsmith
**LINKS TO THIS EPISODE OF THE RECDOTECH PODCAST** LISTEN ON SPOTIFY: https://open.spotify.com/episode/2zaTQ5J18HUirZpTuVrpsI LISTEN ON APPLE PODCASTS: https://podcasts.apple.com/us/podcast/the-cto-onboarding-process-with-kevin-goldsmith-anaconda/id1529453970?i=1000497454718 LISTEN ON GOOGLE PODCASTS: http://bit.ly/3ttx4U3 **RECDOTECH PODCAST EPISODE 11** THE CTO ONBOARDING PROCESS There's a huge amount of diversity required from one CTO role to another; The job function changes wildly depending on the size of the company, headcount, business needs, etc. In this week's podcast, Lewis Adams-Dunstan talks to Kevin Goldsmith, who has recently joined Anaconda, Inc. as the CTO. With 25 years' experience, managing teams of 100+ people at global brands such as Microsoft, Adobe, and Spotify, we can't think of anyone better to advise on what's required to be a successful CTO. He also shares his recent experience of joining a business as a new CTO. In this podcast, Kevin and Lewis cover: ✅The journey to becoming a CTO ✅Planning your career strategically ✅The skills required to make a great CTO ✅What it's like joining an established team as a new CTO ✅Advice for businesses that are looking to hire a tech leader. You don't want to miss this one. Click this link to listen to the podcast now: https://open.spotify.com/episode/2zaTQ5J18HUirZpTuVrpsI #job #career #tech #microsoft #business #business #hiring #team #experience #recruiting #podcast #people Transcription: I want to say again, as always, welcome to another episode of 'Preparing the Unprepared.' This is the podcast that aims to help people in data make much smarter career and hiring decisions. Today, I'm actually going to be joined by Kevin Goldsmith, who's the newly appointed CTO at Anaconda. Kevin, where do I start? He's an extremely well-rounded technical leader who, over the past few years has worked for some really well-known companies, including Microsoft, Adobe, Spotify and so many others. He's got an endless list of publications, patents, Keynotes, and interviews that cover everything from giving advice on how to as a startup, compete against big companies all the way through to some more really big technical dives into things like how to fight fraudsters with computer vision. So with that being said, I spotted an opportunity. There was a topic that somehow he hadn't covered yet, and that was 'what the CTO onboarding process looked like.' So I saw a post that Kevin put out recently and I didn't really know him at all before I reached and said, hey, look, I've got this idea for an episode of my podcast. And to my surprise, which I say that on the basis that I can imagine how busy is right now, he said, sure, let's chat. So, look, without further ado, welcome to the show, Kevin. Kevin: Yes, Thank you. Thank you for the very nice introduction. I'll do my best. Lewis: Well, I know you're no stranger to these kind of interviews, so I'm very excited to learn a little bit from you as well. Look, some of the topics we're hoping to cover are going to be a look into your journey through tech, hoping to understand what skills are needed to become a great CTO. I'm very keen in fact to understand what it's like joining an established company or an established team as a new CTO what those first few months look like and then, hopefully, providing the best practices, some advice to aspiring CTO's or businesses who are actually looking to hire senior-level technical leaders. And obviously, this is a pretty rare opportunity. So, as always, with my shows, which are normally on Thursday at 11, this is one we threw in here. We have a lot of Q&A throughout. So if there's something specific you want to know, feel free to ask away and we'll post up the questions here on the live. But I'm looking forward to the chat. And you had a fantastic start, you've been in the industry for many years. Maybe you can talk us through kind of your journey. of where you've been and where you are now. Kevin: I'll try and do the reasonably short version. So, yes, I went to school for computer science back in the last century. And when I graduated back then, there weren't a tonne of startups. It was pretty much just big companies. And I was very much into graphics in university. And so I went to go work for a company called Silicon Graphics, which was focused on building computer graphics hardware. And so I was very lucky to find a role with one of the bigger companies doing the stuff I cared about and that happened to be in the Bay Area. So then I was now in the Bay Area. I did that for a little bit. I went from there to a film and picture film and TV studio to do computer graphics for TV shows and motion pictures. And that was sort of an interesting time as these new studios, that technology was becoming more accessible and all these new studios were popping up. And some of these more established studios, like the one I worked at, were struggling a little bit around price and things like that. The studio didn't do too well. I ended up going to Microsoft Research, so I joined Microsoft literally, I think the week or two before Windows 95 shipped. So I joined Microsoft Research right as it started. And that was a cool time to be there because, yes, it was really, early. They were building a new graphics group. I got to hang out with the people who wrote my textbooks at college and things like that, which was awesome. I spent several years there and then decided I wanted to be closer to actual product development, joined the Windows Media team, which at the time, you know, streaming was just really getting started. Real was out. Windows Media was going. I did that and during this time, all the startups were going on and this was the kind of dot-com explosion. And I decided, you know, after having been at a company, when I joined Microsoft in the year, there were maybe eighteen thousand people, which was a big company. But when I left in 2000, it was 80,000 people. So I went from that to a company that was about 50 people. So I really wanted to do something a little bit different. Then the dot-com bust happened. So that start-up went down. My next startup, I started a startup with some people. That startup went down. We couldn't find any money, went back to Microsoft, was there for a couple of years, and the Windows CE team. And then Adobe called. I went to Adobe and I was very, very lucky. Adobe was a really great company to work for. I very much enjoyed my time there. Prior to that I would be a senior developer or I'd be a lead or sometimes I was a manager, sometimes I was a developer. I kind of went back and forth. At Adobe, I joined this team and there was no manager. And after being with the team for a little bit as the senior developer, I decided, you know what? Actually, I think I would like to move into management for real. And that kind of started me on my management path. And so at Adobe, I was a manager and then senior manager, then director. I grew this one team from its beginning to about 14 people, then joined this new product team called Adobe Rebel. I grew that to be about fifty people, building a whole new product family for Adobe, which was more in the consumer space, which kind of brought me to the attention of Spotify. Spotify contacted me. They needed someone to run, essentially the product engineering team. And so I joined Spotify and moved to Sweden with my family. And so I was there for years, grew that, became VP of engineering at Spotify. And after having been there for a few years, I was kind of ready to do the next level. And I became a CTO. I moved back to Seattle to be CTO at a company called, Avvo. Avvo had been around for a while. But this was my first time stepping into a CTO role in an existing company that helped the company for a few years. It had been getting challenged by Google. We kind of got it into a bit of a better place and started looking at possible acquisitions, which interestingly made us an acquisition target. So we got acquired, a successful exit there, and me and the rest of the leadership team, we were a growth team. It was moving into being more of a performance company. So we all kind of went our separate ways. Did another early-stage startup as a favor for a friend that was a VC and then went to Onfido where I was CTO. That was in London. Again, CTO joining an existing company I was there through the pandemic when the pandemic happened. Because I've been actually kind of going back and forth from London to Seattle, my family was still here when the pandemic happened. I said, all right, I'm going to go back to Seattle, went before London lockdown. So I worked for Onfido remotely for a while and that just wasn't working. So I moved on and then now at Anaconda. So, yeah, I've done this 'join a new company as CTO' or 'join an existing company as CTO', Now this will be my third time.
RecDoTech Podcast Episode 10 From dreams to reality- Build a data startup with Jacopo Tagliabue @ Coveo
**LINKS TO THIS EPISODE OF THE RECDOTECH PODCAST** LISTEN ON SPOTIFY: https://open.spotify.com/episode/0UDR83ytgPsLzrrJnhlg68 LISTEN ON APPLE PODCASTS: https://podcasts.apple.com/us/podcast/from-dream-to-reality-build-data-startup-jacopo-tagliabue/id1529453970?i=1000496361842 LISTEN ON GOOGLE PODCASTS: http://bit.ly/3rv8JeV **RECDOTECH PODCAST EPISODE 10** FROM DREAM TO REALITY - BUILDING A DATA START-UP "Building a company is a satisfying thing, but it is something that you need to WANT deeply. You need to make a lot of sacrifices and it's a long and sometimes painful and tiresome journey. Choose your travel companions wisely." In this week's insightful and amusing episode, Lewis Adams-Dunstan speaks to the brilliant Jacopo Tagliabue about his experiences of building a successful data start-up business, covering: ✅ An overview of Jacopo's journey from Ph.D. to starting and leading several AI start-ups. ✅ From a dream to reality - How to turn ideas into realistic and profitable opportunities. ✅ How to secure funding. ✅ Being acquired - What this means for the founders and their employees. ✅ Advice/best practices for entrepreneurs who are looking to build an AI Start-up. If you're looking to take the leap then you don't want to miss this episode! #AI #Startups #Data #Company Transcription: Lewis: Welcome back to another episode of Preparing the Un-prepared, a data-driven podcast that I run every Thursday at 11 a.m. where I bring in a bunch of different thought leaders from the data space to talk about different areas within business and data. So today I'm actually going to be speaking with Jacopo and I'm always going to struggle to say your last name. You might be able to help me out here Jacopo. So Jacopo is actually the lead AI scientist at Coveo. And I think we originally connected with you Jacopo some years ago based on actually his Ph.D. Dissertations, in formal ontology and knowledge representation, which at the time I kind of just needed someone that had a load of knowledge that could teach me, and he was more than open to doing that with my team. So firstly, thanks for that all those years ago. And then since then, we've kind of remained in touch as friends. And it's been a pleasure watching his success from the sidelines. So, without further ado, Welcome to the show Jacopo. Jacopo: Thanks so much for having me. It's really a pleasure and honor to be here. Lewis: So today we are actually going be talking about building an AI startup which Jacopo is no stranger to. Some of the topics that we're going to be covering in this discussion are essentially back on Jacopo's journey from his Ph.D. to leading several AI startups from dream to reality. So how to turn ideas into realistic and profitable opportunities, how to secure funding and being acquired, what that means for the founders and employers. And then finally, we're going to hopefully go through some advice and best practices for entrepreneurs looking to build an AI startup. Jacopo: I hope our story can help other people build their own. So let's get started. Lewis: So, I know, at least I believe you've told this story a few times, certainly about the acquisition period that you went through. But I actually want to kind of go back a little bit further than that, really just talk about your journey as someone who entered the world of technology to AI and then finally found yourself co-founding a business that was acquired and running very successfully since. So give us a bit of a run through Jacopo. Jacopo: Sure. So maybe a bit of context for those of you who are not familiar with Tooso, which was to be the startup I co-founded. It's not like Uber so most people will need some kind of context. So Tooso was an AI &NLP startup in San Francisco, founded by three Italian guys, all of those with the very, long last names that are hard to pronounce, but mine is by far the hardest, unfortunately. So we at the time I was in New York, Ciro was in Belgium, Mattia was in Germany. So we got our first investor in Silicon Valley, but I'm going to talk about investment later. Now just the story, so we got our first investment in San Francisco. So we all moved to San Francisco, in the house together in the suburbs. You know what we could afford with our investment and we lived together for three years and a half, much like in the movie, you know, and so we lived together, we actually had the garage, we didn't work from the garage. You can see from here I mostly work from my bed. Even now that I have a normal job, I still work from my bed, I was working from home before it was cool. Some of my best work has been done when in bed. Lewis: We won't go too deep into that Jacopa. Jacopa; Yeah exactly, and so we started building this AI startup which focused on providing retailers with good NLP & AI technology but we wanted to go to the entire pitch but the idea is that if you go on Amazon, you're going to get like a super nice experience. But Amazon has a lot of data and there's a lot of good tech and good people doing that. If you're a medium to big sized retailer, but not on the scale of a billion dollars like Amazon. How do you compete? Our entire startup was basically founded on the idea that we had some secret sauce and some idea on how to make your experience Amazon-like without the money, the data, and the tech that Amazon has, so we kind of provide Amazon experience as a service for a bunch of retailers. Flash forward two years and then we got acquired by Coveo, which is like a Canadian Unicorn that is basically doing the same thing but on a much bigger scale. So search recommendation and AI services for a variety of industries, including retailers. So that is the story ark. So back to the beginning. It seems to be what interests you the most, so I always wanted to have my own thing for as long as I can remember. When I was back in Italy, doing my Ph.D. I always thought funding a company would be something that will satisfy me as a person, as my inspiration. Finally, our company is indeed a very satisfying thing, but it's something that you deeply need to want, it cost a lot of sacrifices and it's a very long and painful and tiresome journey, and so first, you need to really want it because nothing is going to be given to you. And second, choose your travel companions very wisely, because at the end of the day, especially for most small startups, especially in the first few years, what is going to determine your success is a lot of stuff, but on a personal level is basically the people you're working you're working into this adventure with. So when we started, we kind of have this idea, the two original founders, on applying our knowledge of study in ontology, cognitive science, neuroscience, and linguist. So applying all of this to change search was 2016. And the idea, much before the recent NLP explosion of the pre-trained model. It was early deep learning days for NLP, put it this way. And so our idea was, how do we put all these ideas and knowledge that we have to solve the search in a different way? Because, sure, Google works well, but then Google couldn't do anything like the last three movies by Sofia Coppola right? At the time if you put that in Google, you would just get search pages that list Sofia Coppola or movies, but Google wouldn't even try to understand the query. Of course, now things have changed, but at that time we were kind of pioneering that thought, that search is more of our conversation, is more of something related to semantics than it just related to keywords, and we thought, and here comes the third co-founder. What is an industry that would benefit from better search and e-commerce seemed at the time like a very good idea, right? As again, Amazon has very good tech, but nobody else has the same tech. So our idea was like how do we bring this technology into the world? And e-commerce was a good use, for two reasons; first, people need it, and secondly, it's very easy to show ROI, which means that if you're going in a website and they're selling a million dollars a month through search and then you go in and you do 1.5, then we have a very tangible way of seeing that our company is producing value, which means it's easy to price our service, which means it is easy to raise capital and grow the company. So these two factors can contribute to our choice of putting this technology to use. But our story is by no means typical because there are people that start from the industry. To say they work in e-commerce. They notice that e-commerce search sucks, and then they're trying to build a company solving that, in our case was kind of the other way around. We wanted to solve search as a general problem and then part of what was a good way to somehow showcase our capabilities.
RecDoTech Podcast Episode 9: Leading Elite NLP teams with Imed Zitouni @ google
**LINKS TO THIS EPISODE OF THE RECDOTECH PODCAST** LISTEN ON SPOTIFY: https://open.spotify.com/episode/0Lc2R8YRNDZ7o9udghNZ2o LISTEN ON APPLE PODCASTS: https://podcasts.apple.com/us/podcast/leading-elite-nlp-teams-with-imed-zitouni-google/id1529453970?i=1000495419814 LISTEN ON GOOGLE PODCASTS: http://bit.ly/2YKxuXR THE FUTURE OF NLP WITH IMED ZITOUNI @ GOOGLE Imed Zitouni is the Director of Engineering at Google and in our latest episode, Imed speaks to Lewis Adams-Dunstan about building Elite NLP Teams. Imed has a Ph.D. in Computer Science and in our LATEST PODCAST EPISODE he draws on the experience gained throughout his extremely impressive career, working with some of the world's most prestigious businesses, to discuss the following: ✅ His journey through tech to NLP ✅ The evolution of NLP; human and computational understanding ✅ Driving innovation at a leading tech business. ✅ The future of NLP. ✅ Advice for NLP as tools for business. Here is just a snippet but you don't want to miss the full podcast episode! #NLP #Technology #Computerscience
RecDoTech Podcast Episode 8: Data science - A Woman’s Perspective with Maria Ovchinnikova @ portchain
**LINKS TO THIS EPISODE OF THE RECDOTECH PODCAST** LISTEN ON SPOTIFY: https://open.spotify.com/episode/5ch7ZYuDj7ANOVbfMBCbnk LISTEN ON APPLE PODCASTS:https://podcasts.apple.com/us/podcast/data-science-womans-perspective-maria-ovchinnikova/id1529453970?i=1000494859846 LISTEN ON GOOGLE PODCASTS: http://bit.ly/2MUL0Wk RECDOTECH PODCAST EPISODE 8 DATA SCIENCE - A WOMAN'S PERSPECTIVE Maria Ovchinnikova is an inspirational tech leader who has gone above and beyond in a drive to bring more women into the tech arena. As a Product Owner at Portchain and the Founder and CEO of WomenHackCPH, Maria is dedicated to closing the gap between academia and industry by helping young female developers, data scientists, enthusiasts, and STEM graduates to apply their knowledge to real-world business problems. In our latest podcast, Maria talks to Luke Parkinson about: ✅The transition between education and the workplace. ✅Combating the isolation of an un-diverse environment. ✅The lack of understanding of Data Science as a career path. ✅Solving business problems with WomenHackCPH. ✅Tackling unconscious bias. #Datascience
THE FUTURE OF NLP WITH IMED ZITOUNI at GOOGLE
Imed Zitouni is the Director of Engineering at Google and in our latest episode, Imed speaks to Lewis Adams-Dunstan about building Elite NLP Teams. Imed has a Ph.D. in Computer Science and in our LATEST PODCAST EPISODE he draws on the experience gained throughout his extremely impressive career, working with some of the world's most prestigious businesses, to discuss the following: ✅ His journey through tech to NLP ✅ The evolution of NLP; human and computational understanding ✅ Driving innovation at a leading tech business. ✅ The future of NLP. ✅ Advice for NLP as tools for business. Here is just a snippet but you don't want to miss the full podcast episode! #google #engineering #nlp #future #computerscience #computer #technology Transcription: Lewis Adams I want to kind of just press on to the next or at least the kind of topic we were aiming to discuss. And that was what does the future look like for NLP? So you've got a slide here. We talked about the kind of virtual assistance and where we are up to date, but what's next from your perspective? Imed Zitouni We just touched a little bit on a few of these things when We talked about what is coming, which is we are calling the hang low about the US and all of that. So I see that we just scratched the surface on this area, and there are many to come. And while I'm saying this, it's not because we have GPT-3 today. Really. I believe GPT-3 is great. They are meant to memorize, but there is plenty of things missing around reasoning. You talked about emotion, you talked about behavior. So all this area, I see them coming now with more computation, with more data, with technology moving forward, technology, I believe, DC or GPT-3 and similar technology, they will be available for everyone at one point in the future, maybe in eight years, maybe in thirty years. It will happen. now when you reach that. So we are in a position where we memorize well, the language. And now if you look to small kids, usually that's what happens, right? You memorize, you memorize, and then you start to think about how to reason about what you memorize. And we are missing that today. We are missing that even in technology like the GPD-3. But I believe that the future will allow us to open up in terms of reasoning if it opens up in terms of reasoning. There are many great things where I see the applied, whether that for health care, whether that for this multimodal capability where you have the language, mix it with a gesture, mix it with the virtual reality, a lot of opportunity on this space. You can travel without necessary traveling. You can have the experience and connect with others, and everyone is his place. We can advance the self-driving cars, all of these. I am a big believer that will make advances in those directions. And we'll get there. plenty of other opportunities, a few things that we should pay attention to that as we are moving forward as well, which is the trust and the fairness in AI. And those areas that we need to pay attention to. There are buys in the data today, and accordingly, our model somehow gets bias quickly. There is a bias in the representation. There is a bias in historical data. There is a bias in measurement, the temporal, the quantity production, the sampling, the population bias, the aggregation bias, the funding bias as well. With the popularity bias, there is a lot of buys that are affecting the models that we need to address. So we do have challenges, but also I see where the challenge is. A lot of opportunities come. Lewis Adams There's a business that I'm supporting that's doing something pretty exciting as a gamer. It's exciting for me, at least, but they're creating immersive gaming, whereby they're introducing NLP to allow you when you're using AR VR to have interaction with the characters on their game. In that, for me, is excitement. I'm not sure if your girlfriend is going to be super excited. I'm going to spend even more time I'm playing games. Imed Zitouni Alright, so that's why in this slide, you have the avatar part of it, which is referring to what you just said.
RecDoTech Podcast Episode 7: Hire and Build a Data Science Team with Graham Morehewr @AON
**LINKS TO THIS EPISODE OF THE RECDOTECH PODCAST** LISTEN ON SPOTIFY: https://open.spotify.com/episode/4WOOvrNfBffCqXkaPTDKXn LISTEN ON APPLE PODCASTS: https://podcasts.apple.com/us/podcast/hire-build-a-data-science-team-with-graham-morehead-aon/id1529453970 LISTEN ON GOOGLE PODCASTS: http://bit.ly/39JI2No In our latest 'Preparing the Unprepared' webinar, Lewis Adams-Dunstan speaks to Graham Morehead, computational linguist, and Principal Research Scientist at Aon about HIRING AND DIRECTING A DATA SCIENCE TEAM. In the first snippet from the interview, Graham covers... WHAT DOES IT TAKE TO BE A GREAT DATA SCIENTIST? "Many assume that they can go to a code camp to learn how to be a Data Scientist. And that is definitely a great place to start. But I've been in Data Science since the last 1990s, and I still only know 10-15% of what there is to know about the field. There are some basic tools that every Data Scientist should have; Common language skills; Python, Pytorch, TensorFlow. They should also have of the current algorithms, what backpropagation dows, what the popular neural networks do... But every data Scientist should find the one thing that they are drawn to. If you take 2 highly skilled people, who are equally matched, talent-wise, but one has PASSION about what they do, there's your front-runner!" #datascience #datascientist #datascientist #machinelearning #bigdata #deeplearning #deeplearning #artificialintelligence Lewis: So I kind of want to move on to the first question Graham, what does it actually take, you mentioned, you know, there's a huge of personalities in a data science team, but what does is it actually take to become a good data scientist? Graham: Well, you need to be the kind of person who's got your own interests,like your own sense of smell, like certain things smell interesting to you, if you're the kind of person who will go down a rabbit hole on YouTube or Khan Academy or whatever to learn the background for something, what you find out is that a lot of the things that we deal with right now have been known about since the foundations of mathematics. Some of the things I use come from the seventeen hundred, the eighteen hundreds, the ancient Greeks. I mean, we have been addressing these same mathematical problems forever. Just now we have better tools and we can do more math faster. And that's all data science is a whole bunch of tiny little math problems, but if you organize those math problems in a certain way, they can learn on their own from the data. So you have to be the kind of personality that goes down these rabbit holes and then what you find out is you will hone in on a specialty and that will become your specialty. And it almost feels like it chooses you for me, its language and the brain. How does language encode meaning? How does the brain interpret that language when it comes in? That's my love. I've learned more about it every day. I can never stop thinking about it. So every data scientist should have something like that, that really drives you, and you can never get enough of the fundamentals, the discrete math or the historical statistics. That huge field of statistics, which basically machine learning is applied statistics in some way. A lot of people think I'm just going to go to a code camp and then I'll be a data scientist and you can learn how to use some things other people have done if you do that, it's a good place to start But I feel like I know 10/ 15% of what there is to know in data science and I have been doing this since the late 90s. Lewis: It's interesting you say that as well, so you're saying that data science is a new thing? Graham: No, it's not a new thing, we if a new word for it and of course, we use computers now, but statistics is what was data science. I mean, Guinness beer is Guinness beer, it's so great because of the Student's t-test, which is one of the bases of modern statistics. This guy who published under the name student was an employee at Guinness and came up with a way to determine how different two distributions are, and he was just trying to make better beer. We've been doing data science for quite a while. Lewis: And another thing you touched on is that sometimes your specialism in data science chooses you. If I were a business exec,are you also saying that one data scientist might be different from another, or they all do the same thing? No, no. They're all a little different. I mean, there are some basic tools every data scientist should have. For now, the common language we all use is Python. So you should know Python and Pi Torch and Tensor flow. You should know the basics of a lot of the current algorithms we use, understand what backpropagation does, what the different neural networks that are popular, and it is really popular, they come and go, but, you know, read the literature, stay up to date on the acronyms that people are using these days. But every data scientist or every, maybe every person should find that one thing that they really feel drawn to, and part of it is just a matter of enjoying your life, but it's more than that if you take two people of the same talent and they both put in the same amount of effort, but one of them enjoys it, the other one doesn't. The one that enjoys it will become better. I think it's because there has been some work that shows that dopamine is released when you enjoy something, and dopamine is involved in memory pathways. Lewis: So I'm intrigued then because to become a good data science leader, it doesn't just take being a good scientist. Graham: You've got to fall in love with the subject, you don't want to be the kind of data scientist who never looks at the data. You're going to fall in love with the data. What are the shapes of the data? So topology is an old field of mathematics, it's been around for a long time, but it turns out topology is one of the most important ones in data science. Think about this, if your data is trying to separate class A and Class B, and they're shaped like donuts and they're locked together and then you try to train some neural net to split them apart, all the neural net can do is squish them contort them, twist them. You can't break them apart. So once you understand your data, you see, oh, I need to add another dimension. So even though you can't break them apart in three dimensions, in four dimensions you can. That's the kind of stuff you have to, fall in love with the shape of your data? Lewis: Yeah, I see a common problem in the recruitment world where, the strongest, most technical data scientist might often be promoted into that technical leadership position or maybe even more of a strategic leadership position. And actually, it's been quite a negative impact on the team. I think just from a business understanding people, not really knowing that it takes more to then grow and lead a successful data science team. And one of those core skills on top of being technically strong is also being able to communicate. The soft skills are involved in being able to translate something into reality, an idea into reality, because I think a lot of businesses often have this grand idea of creating this amazing product. And then they say data scientists go do it. And actually, in reality, there's a lot of things that can't be done, but other things can be. So would you say that soft skills are quite an important part of being a good leader, a data science later? Graham: Yeah, so, you also need to be one of the data scientists, I think, to lead a data science team, you have to be a data scientist because you will admit if you're not a data scientist and you're trying to lead data scientists, soft skills to help, they'll get you kind of far. But you will miss those points when somebody presents an idea that's really good, but they're not really good at presenting it. This happens all the time. And then there are people who have an idea that's OK, but they are really good at presenting it. That's the idea that's going to win, and you've got to remember how a lot of scientists think, they think purely on the merit of the idea. So I had this one guy working for me who came up with this brilliant idea, he presented it once, presented a few details, maybe two or three slides, and then never mentioned it again. And he was really upset that people didn't take him up on it because he presented the facts, that should be enough. And then to know that he felt upset that requires soft skills and maybe some digging and maybe some repeated conversations later, but then everyone missed it because everybody at a presentation they're just thinking about their own presentation. And once they're done with their own presentation, they're sitting back and drinking coffee eating and donuts and, you know, turning off, but they think everyone's really listening to them. Lewis: So once you get into that kind of leadership role, finding the balance between understanding the business and then understanding the data science is super important.
RecdoTechPodcast Episode 6: Mothers in tech with Gayle @ Amazon, Brandee @ Appetize and Kate @ DATAcated Academy
**LINKS TO THIS EPISODE OF THE RECDOTECH PODCAST** LISTEN ON SPOTIFY: https://open.spotify.com/episode/1COAyr05QZtNj69XkMAEhZ LISTEN ON APPLE PODCASTS: https://podcasts.apple.com/us/podcast/mothers-in-tech-gayle-amazon-brandee-appetize-kate/id1529453970?i=1000493102628 LISTEN ON GOOGLE PODCASTS: http://bit.ly/3jiHxNn REC DO TECH PODCAST - EPISODE 6 **SPECIAL EPISODE - MOTHERS IN TECH** "It's the biggest project management job ever. You're juggling a lot of balls at once; some are plastic, some are glass. You just need to make sure you catch the glass ones." In this week's special episode, we're talking to Brandee Sanders - Senior Director Marketing Operations @Appetize, Kate Strachnyi Founder DATAcated Academy, and Gayle Gallagher - Snr Manager- Marketing- EU Special Projects Amazon. These inspirational ladies chat with Darwin's Lewis Adams-Dunstan about how they balance being a mother with being a Senior Woman in Tech. #Technology
What makes the hiring process toxic?
WHAT MAKES A HIRING PROCESS TOXIC? "When you're weeding out as many applications as possible, rather than trying to bring in as many as possible, that is the SEED OF TOXICITY in the hiring process!" Lewis Adams-Dunstan and Vin Vashishta, Chief Data Scientist at VSQUARED discuss this 'taboo' subject in our latest 'Preparing the Unprepared' webinar. Vin also asks a very good question.... "Do you make hiring decisions in the morning or afternoon?" And he, rightly, points out that... If you're in Data Science or Machine Learning, by the afternoon you've made HUNDREDS of complex decisions, so should you really be making another? You're DECISION FATIGUED!" Stay tuned for the full podcast episode with Vin, as we also cover: - How to spot toxicity in a Data Science Team. AND - Behavioural practices that create better processes and increase hiring success. Watch the snippet below. We'd love to hear your opinions. #datascience #datascience #datascientist #machinelearning #hiring #leadership #team #webinar #podcast Transcription: Lewis Adams So welcome back to anyone that's been kind of following this series of preparing the unprepared. I'm aiming basically to connect with a bunch of different thought leaders in the space to ideally help people make smarter career and hiring decisions. To do that, I've basically kind of picked a bunch of different topics alongside these thought leaders, and we're going to kind of dive a little bit deeper into each specific area. And today we're going to be talking about toxicity in the hiring process because I think when toxicity is rife, it does affect every single member of staff. And needless to say, I don't think anyone enjoys working in a negative environment. So to do that, I've bought a friend of mine Vin Vashishta who's a chief data scientist at Data by V Squared. Vin is another person that I've been following for some time. He's got over 90 thousand followers or something crazy like that. He's got a degree in physics and MBA, and he's been listed as one of the top voices on LinkedIn in 2019. So welcome to the show. Vin Vashishta Thank you. Thanks for having me and thanks for hosting this topic. A lot of people won't touch this, so it's important. I appreciate it. Yeah. I think we're both people who can kind of speak our mind and touch on things that people like you said, are a little bit afraid to approach. If we can cover some of those things here, hopefully, it'll help people make better decisions moving forward. So let's dive in straight away. So there's a bunch of different topics within this subject that we're going to cover around. Kind of what makes the hiring process toxic, or how does that reflect on your business, how to spot toxicity, and a data science team specifically because Vin has got some experience in doing that. And then we're going to hopefully come up with some ideas around behavioural practices that create better functioning processes and increase your higher and success. So whilst we're doing that, you're welcome to send us any questions and we'll kind of answer them as we go. So fire away Vin, in your opinion, what makes a hiring process toxic? Vin Vashishta Well, the first thing that companies kind of realise when they're dealing with a hiring process and starting to look at it from a research perspective and a scientific perspective, which is something I've spent about five years looking at what is the best way to hire. And it rarely has anything to do with a degree. It rarely has anything to do with years of experience. Those are sort of the areas that your requirements get funnelled into, and they don't relate to employee outcomes. They don't end up having a whole lot of impact. But those are two areas where you start to see toxicity reach into the hiring process because it sort of starts to push away candidates. So instead of hiring being an inclusive process where you want as many candidates as possible, and you want different backgrounds. You begin to funnel people through those two requirements. And then everything from there is sort of skewed. companies like Google and Facebook and a lot of these companies that are starting to look at more advanced hiring practices have moved away from the degree requirement. The federal government of the United States has also moved away recently from the degree requirement. And so we're starting to see an understanding of just the basics of where toxicity starts and that's the foundation it's creating a process that's excluding versus including. And anytime you see that as a criteria of hiring, where you're trying to weed out as many candidates as possible rather than trying to bring in as many candidates as possible. That's the seed that starts your toxicity in the hiring process. And from there, it just gets worse because you've set the example for the interviewers, many of whom especially data scientists, machine learning engineers, and researchers. They're not experts in hiring. And a lot of HR teams, as much as they try as many hours of training as they can put into this, it's hard to get a team even that science-driven, that's research-driven to start researching hiring, what questions to ask, and how to create a rigorous process. And so, again, now you have another layer of toxicity added on. You have a group that's trying to exclude candidates, trying to eliminate the weakest candidates. And then you have a group who doesn't have a large awareness of what, I guess well researched, the well-created, well-structured hiring process is. And it begins. As I said, it layers on top of each other. Now you're hiring people who are like the people that are already in place because those are the ones who are most comfortable. You start looking at hiring decisions in the morning versus hiring decisions in the afternoon. People in the afternoon are decision fatigue, especially if you're in data science or machine learning. You've made hundreds of very complex decisions by the time you get to lunch. And now, again, you must look at fatigue in the process, and you are less likely to make the creative and innovative choice than more likely to go with the safe choice, which is don't hire this person. That's the research side of this. If you haven't walked through decision science, if you haven't walked through the psychology and the economics, the game theory behind hiring, if you haven't walked through a lot of that research, all of these things are novel, but they're not new. They've been out there for some of them 20 years. Lewis Adams Makes me wonder whether, as a recruiter, I should be encouraging people to book interviews in the morning. Yeah, I've not thought about that. Vin Vashishta Monday first thing in the morning and first thing in the morning or Tuesday first in the morning. Tuesday is better because Monday is one of those days that people dread. They get in on Monday and there's usually a pile of work. And so it's a good day because they're fresh, but it's a bad day because they're distracted. They're worried about what comes after the interview, not talking to the candidate. Lewis Adams to touch on something else you said there as well. And it's a common theme that I've seen. Businesses tend to look for reasons to almost have an interviewee fail, as opposed to trying to find reasons why they could be successful in a role. And do you think that just comes down to the fact that real data scientists aren't trading in handling interview processes or interviews themselves? Vin Vasishta We're used to trying to find the best, not by including as many people as possible, because that's a high level of effort, but excluding as many people possible as possible. And then if by excluding everyone who based on a resume or based on a phone call, didn't do very well to resonate and click. Now we're excluding as many people as possible, and we associate that with a better process. But in many cases, a more time-consuming in a more exhaustive search results in a better candidate. And so if hiring isn't given time, it's not on the schedule, then you want to put a little time as possible into it. If time is set aside on everyone's schedule monthly, you have this many hours for interviewing, networking, going to events, really talking to talent, and being an active participant in outreach. If you put that on the calendar, you find a lot of data scientists enjoy that. A lot of machine learning scientists enjoy that because of its outreach. It's talking at conferences, it's interacting with people online. It's doing things like this. So you end up having a more engaged individual in the process that results in a more exhaustive search. And toxicity starts in a team when we are trying to exclude as many people as possible and spend as little time as possible developing people. And this is sort of beyond just hiring, but also developing, creating a farm club of talent, not only going outside of the organization or outside of the company but going outside of the organization, talking to analysts, software developers, sometimes product managers, people that are not technical and talking to them and saying, we want you in the team. And that attitude shift is a whole piece of removing toxicity when you become inclusive externally when you come inclusive, and that's not just a diversity that's just across the board. If you include people and say, from the perspective of we want you to join the team, we want to get you ready to join the team. At any point, you create a pipeline account.
RecDoTech Podcast Episode 5: Making Smarter Tech Career Decisions with Ben Taylor & Data Robot
**LINKS TO THIS EPISODE OF THE RECDOTECH PODCAST** LISTEN ON SPOTIFY: https://open.spotify.com/episode/5T7XZnYcT9MwpHK0BWu9aR LISTEN ON APPLE PODCASTS: https://podcasts.apple.com/us/podcast/making-smarter-tech-career-decisions-ben-taylor-datarobot/id1529453970?i=1000492126909 LISTEN ON GOOGLE PODCASTS: http://bit.ly/39Lb0wb RECDOTECH PODCAST EPISODE 5 AVAILABLE NOW **Making Smarter Tech Career Decisions with Ben Taylor (click 4 sound) @ DataRobot** "An interview is short and a resumé is much shorter. Your resumé will hold someone's attention for 5-30 seconds. With algorithms, you might not get looked at, at all. You could get screened out.' So how can you build your profile so it is seen by the right people? Ben Taylor (click 4 sound), Chief AI Evangelist at DataRobot offered his expert advice, in the latest episode of the RecdoTech podcast with Lewis Adams-Dunstan. He gives his opinion of the different ways to boost your profile in the tech space covering all areas; From MeetUps, blogging and Kaggle, to internships, consulting, and engaging in Open-Source projects. If you're looking to boost your profile, you don't want to miss this one. Transcription: Lewis: So this is going to be an episode of preparing the unprepared talking to Ben Taylor, we've spoken more on a data science recruitment level and we're going to kind of touch on a couple of those things anyway. But I know Ben is not only a great scientist, but also has a few kids of his own. And I'm keen on kind of digging a little bit deeper into how you manage both of those things so well. So welcome back. Ben: Yeah.Yeah. Thanks for having me. I am reminded of back before I had my first kid being very analytical and trying to assign numbers to everything. I started interviewing a lot of people around me and asking for the coefficient or the number. I wanted to know how much more you loved your own kids than you're your nephew and niece. And I was curious. I actually wanted people to give me a number, because what I was scared about is, I love my nephews and nieces, but I don't want to keep them. So if I had to keep them 24/7, that's a problem, and if I like my kids as much as my nephews and nieces, that's a problem, then maybe I don't want to have kids. And, yeah, and all that goes out the window because you have your first kid and it's one of the most memorable experiences of your life. You know the thing I realized is you want to have them on their worst days. So you've seen a kid in the store and they're throwing a fit or they're laying on the floor and you're thinking, jeez, I wouldn't want to be that parent right now, but, you would still want your kid. Your kids can still be a burden where you love them, but they're almost a necessary inconvenience. But I think I had a big breakthrough personally where I really changed my view, where my kids became my purpose, and then everything was great. So like taking my kid's skiing before, I'd be thinking about the opportunity cost, all the work I had to get done, what I could be doing or stuff that was much more selfish, that I could be back-country skiing with adults and having really good skiing experiences, I'd actually be thinking about that. Where I noticed when I started thinking about my kids as my purpose, I fell in love with all of it. So skiing with my kids, we're going down these green runs, which aren't that engaging or exciting for me. I am just totally immersed in what they're doing in the moment. And if it takes two hours, four hours, eight hours, 12 hours, I have no time anxiety when I'm in the moment with my kids. But that was very different. Yeah, so, it's getting better. Lewis: Well, I think my kind of goal is as an expectant parent is, over the years, and not necessarily be like popular with my kids, but to make it my mission to kind of shepherd them to guide and lead them. I feel like I don't know how much crossover there is because I literally have no experience in parenting. But when it comes to leading a team, do you find that being a leader within a business, having a bunch of maybe not data scientists, but whoever is beneath you or working with you, do you think it helped when it came to parenting? Probably not, because, so I'll give you an example of why? So when you're leading a team of data scientists, they're not going to punch you in the crotch or they're not going to, like, throw a banana at your head or something. And so there's definitely a new frontier as a parent where you have to figure out how to not be emotional. And that that is actually really challenging because your kids will make you angry. It's not very often that you're having rational conversations with your children. They don't want to do their chores. They're fighting all the time. They're doing these things. So be prepared for your children to do things that if you're not prepared, they actually might set you off like you. You will be angry. Lewis: That can be quite difficult though in that sense because if you are, in my case, two new parents and you don't have experience with that, adding all of the other pressures around how you might be feeling in the time as well when it comes to work when it comes to life, and then also being a parent, it's gonna be quite difficult to really figure out whether you're angry in the moment or if it's just all the outside pressures. Ben: Yeah, no, it's hard because when you have other outside pressures that are building up, especially if you're both working, you've got other things going on, I think it's really important to find opportunities for both parents to be selfish. Now, I'm going to be doing a separate podcast where we actually talk about mothers in tech as well. But generally speaking, I don't think guys stand up and say that they're finding things difficult when it comes to parenting. And as you said, you make mistakes and it's OK to find it challenging. So this kid discussion definitely plays into technology because the greatest computer on planet Earth is your child's mind. They know a lot more about emotional intelligence than you realize. You and I didn't get a Ph.D. in how to teach humans to speak English, we just interact with them and they figure it out on their own and you actually don't even have to correct them. So if a child is. Yeah, so I don't I don't want to sidetrack this discussion. You could have an entire discussion just on how humans learn a language and how fascinating it is because children will learn from mistakes. They'll begin to attach verb endings to irregular verbs like GoED instead of went or something. But their brain is quickly building these rules that initially you're going to try to correct them, like, oh, knock that off. That's not how you say that. You actually don't even have to correct them. They'll self-correct. So if your child is saying something completely wrong and you just keep talking to them, they're going to self-correct because their brains are eventually they'll figure it all out. You don't need it. You don't need to sit down and hammer an irregular verb discussion with your kid is figure it out. Lewis: A quick question on that. And I don't know if it's got a quick answer, but do you think that we can ever humanize technology to the point where it's able to think like a baby or like a human and really, really learn? Ben: So this is a big controversial topic in AI and tech, and it's a very exciting one. A lot of people will say, no, they'll disagree. I think the answer is yes. Lewis: Interesting. Ben: I think we're still far away. The approaches with deep learning and GPT-3, these big breakthroughs, and I didn't come up with this analogy. This other researcher I was talking to brought this up and I thought it was great. He said, look. Humans saw birds flying and then they built an airplane, they built a Boeing 747, and what is a Boeing 747 have to do with the miracle of flight? Well, it sort of got it right. And then they just use, like, this massive hammer to just do it. But is it flying like a bird? No, not at all. Or you look at how an insect flies? Not at all. Even the ways that a bird and insect get lift and maintain flight and their flight efficiency. Not at all. That's not how a plane works. Same thing with GPT-3 and deep learning. You have GPT-3 with 175 billion neurons and you might say, wow, like what happens when they have more neurons than our brain? Well, I'll give you the answer. Nothing, like, this thing doesn't become conscious. We're building the wrong thing. That's not how children learn a language. And it's pretty easy to show when you break it all down that deep learning is kind of missing the boat like the approach and other researchers have brought this up. Hinton has brought this up. He's been frustrated. He's looked at capsule networks. He's trying to figure out how to get closer to how a human learns. And this is something I'm very excited about. I'd love to kind of do some demonstrations or have some breakthroughs the next three years to show that, look, this is a milestone that deep learning had no chance of doing, but we're doing it. so a big milestone for me. would be teaching a computer to learn a language through experience. And by language, I don't mean like it doesn't have to be fluent in English, but just demonstrate that it can learn like a 16-month-old child or and we don't have any words they learn first. They'll learn their ten words. Normally they learn nouns first and verbs that grow over time. So, yeah. So I think the answer is yes. Lewis: I was going to ask in terms of like technology that we have available to us today that enhances the ability of our children to learn. Did you use any apps, was there any specific hardware that you used? Ben: The way we educate humans today sucks. So you throw thirty kids in a room with a boring-ass teacher like no insult to most teachers, but like a lot of us, it's pretty boring for the kids. Like we've got a child. He's six, he's got a learning disability and he'll ask if he can play Prodigy. And so Prodigy is like this math game, he's asking if he can do school. And if I sat down and said, hey, let me teach you math, he would complain. But that shows you the power of gamification. So I am a huge fan of that.
Brian Bell On Building DataRobot In Denmark, Secret Behind DataRobot, Product Delivery + A Lot More!
With major progress in the AI market it is likely we will see big changes happening in our lifetime. Are you interested in AI? We would love to hear your opinions and predictions on the future of AI! Make sure to comment below. If you want to hear more about AI dont forget to check out the full interview with Brian Bell here #datarobot #productdelivery #denmark 'AI
Interview feedback - Let's talk about GHOSTING...
"If you're an organisation that is intending to grow, do you help or hurt your brand by providing constructive feedback after an interview?" This was the topic of conversation in the latest "Preparing the Unprepared" interview with Lewis Adams-Dunstan, Abigail (Abby) Shockley, PhD, Data Science lead at Petram Data and Chad Oda, Partner at Chatmode. Many businesses are really hesitant to provide negative feedback after an interview. Why is that? Could it be caused by having too many interviewers in a panel interview, so the feedback is nigh on impossible to aggregate? Maybe there are liability or compliance concerns about giving negative feedback (recruiters alleviate that risk...) Maybe, it's just easier all round to send a generic "Sorry, you haven't been successful" message. But is that helpful to anyone? It doesn't help the candidate, or maybe even the employer brand, for sure. Transcription: Lewis Adams So welcome, everybody, to another episode of Preparing the unprepared prepared. I've got a few guests with me today. We're still waiting on one. I think he may join us hopefully soon, but essentially we're going to be talking about the importance of interview feedback. I know personally that Ghosting is a topic that I see often being discussed on LinkedIn and a very frustrating one for me as a recruiter and as I'm sure for you guys, as potential applicants or even as people who are hiring into teams not receiving feedback from people throughout the actual interview process. So today I brought on Abby Shockley. She's a data science leader at Pitrum Data to welcome Abby. Thanks for coming. We got Chat Oda, who's a partner at Chat Mode, and he's also Hosts own podcast called The Bot Podcast. Welcome to the show. And I'm thinking, well, Whaleed Sabbah might join us at some point. So if he does. I'll make sure to kind of circle him in, but let's just dive straight in. So I just want to ask you guys, why is feedback so important? Abby Shockley Well, you can't improve if people don't want to share with you what's going on. And then, on the other hand, too, not all feedback is good feedback, so it gives you the option to see. What are people thinking about me? What do I think I need to change? And what do I think is not so great feedback. And I'm willing to put that to the side because I like the way that im doing things. Chad Oda Yeah, I agree with Abby's these points. I think feedback predicates any improvement in any place, especially in areas such as sort of emerging technology, where there are not sometimes like our standardized best candidate roles because some of the best practices and standards are evolving. So I think feedback is even more important there. Lewis Adams I think it's a pretty emotional experience as well, given feedback, because essentially it's how you feel about having spoken to someone, and not everyone feels super confident giving feedback honest feedback. At least I think you need it to be able to grow. And too often as a recruiter, I'm getting kind of people asking me where the feedback is, and sometimes I don't even have it. And I'm trying to figure out where the breakdown is, especially when someone's invested a lot of time into talking to business, whether it be one stage or three stages. I've even had someone at the final stage. That's where I was going to chat with Whaleed, who got to the final stage, had spent probably collectively about 12 hours invested in the interview process, had spoken to ten or 15 different people, and then nothing. And I'm like, I don't know where to turn. At that point, my client became unresponsive, the fingers get pointed at me like, where is the feedback? And I invested all this time, and I don't know what to tell you. I don't have it. And I'm just so confused as to where you can go from talking to someone and investing your own time into it. And at that moment, not passing the feedback on to maybe the contact that I deal with, or maybe the candidate, where do you see the breakdown is, but what will happen? Abby Shockley It sort of depends on what's going on in the organization. So I've seen instances where a role suddenly got canceled because another Department was hired, and then they're like, oh, no, we don't need this role anymore. And then you're like, they rescheduled my interview, like, four times, and I'm not hearing anything. Maybe I should just move on. And the company may not want to come out and tell you we're having more challenges than we were expecting because the hiring manager might be attached to that role. So they might even be so upset that they're not even willing to tell you we had some challenges there. That's hard stuff for people to talk about. Chad Oda Yeah, I think the other facet to that, even for smaller consulting organizations like our own, really comes down to availability. Sometimes we just don't have all the time to give feedback, even though we want to give it. But I try and be intentional about giving feedback because a lot of times people getting into the space that I'm in, which is conversational AI people are looking for feedback because there are no real standards when it comes to what is a good candidate versus maybe a candidate that needs to maybe buff out their portfolio a little bit more. I can give you an example. We've been sort of looking at conversation designers, and if anyone is familiar with the space, they know that this is such an emergent sort of area of how do we build for conversations that oftentimes make sure to give feedback and say, hey, maybe if you can add some more UX experience, or maybe some copywriting that might sort of position you a little bit better. So I think maybe in areas where there's not a lot of clarity when it comes to what a good candidate is, maybe prioritizing providing feedback might be useful. Lewis Adams I can kind of understand it. If you've got five or six open positions in your team and you're interviewing five or six different people for each one of those roles, giving feedback is pretty time-consuming, but it's also super important for the message that's going back to the market. Right. So certainly if you're a smaller business, people talk. And if you're being ghosted after an interview process and your friend is considering coming to work for that business and you're like, no, don't do that. They never came back to me on the three or four interviews I had is not even an email to say, look, sorry, it wasn't successful. I don't think enough people consider that, or at least from a business perspective. What messages that's taken back to the market when they're trying to continue growing? Abby Shockley Yeah, I don't know if candidate experience on the other side of the table is almost more like companies focused a lot of times. So it's like, what do we need as a company? What are we trying to fill? What are our gaps? And when do we need it? And I think sometimes, especially you don't talk to the people like that much. Sometimes you forget in your day-to-day job, This is about the other person, too. It's not just about us, and it probably depends on the organization and where you are at the level. I guess. I don't know if more senior positions. I tend to get a little bit more feedback than more junior positions. I don't know. Chad. Do you have any thoughts about that? Chad Oda Yeah, that's an interesting point, because I do agree. I think people do tend to talk, and there are even job interview aggregators online, and people even rate the interview process. So certainly I think people talk about that. You know, I think the other thing to consider going off Abby's point is the people that you hire also sometimes your customers, depending on what industry that you're in.
RecDoTech Podcast Episode 4: Building a personal brand in tech with Eric Webber @ Yelp
**LINKS TO THIS EPISODE OF THE RECDOTECH PODCAST** LISTEN ON SPOTIFY: https://open.spotify.com/episode/3vH3mSLBzL5KMdqGCWDNGR LISTEN ON APPLE PODCASTS: https://podcasts.apple.com/us/podcast/building-a-personal-brand-in-tech-with-eric-weber-yelp/id1529453970?i=1000491312949 LISTEN ON GOOGLE PODCASTS: http://bit.ly/3cGZ8gQ Building a strong personal brand requires dedication to creating original content on a regular basis. Right? Wrong! 'You can build a brand and a sense of who you are in terms of the comments you put out there and the questions you ask of other people. It doesn't have to be original posts.' These wise words are from Data Thought Leader and GM of Experimentation and Data at Yelp. If you're looking to build your personal brand, then you NEED to check out this video. It's the first in the series from Eric, so stay tuned for more.... Lewis: So, thanks to anyone that has tuned in. This is, essentially, a series of webinars and podcasts. I'm going to be running with a bunch of different thought leaders from the data space. Right now, amongst the pandemic and possibly one of the worst financial crises that we've seen in the history of the world, what I'm trying to do is connect with different people to try and prepare them when they're not so well prepared essentially for their next moves in their career. The next team member they're going to bring on board. So, to do that, I'm going to be connecting with people like Eric Weber. I'm trying to understand some of the decisions that he's made during his career and why. I'm no Lex Fridman, so I won't be diving deep into the technical. But I do have a wealth of knowledge from the HR and talent acquisition space and I host a podcast focusing on AI and emerging tech. I hosted several datacentric meet-ups across the US but most importantly, I've spent several years building relationships with people in the space and Eric Weber is going to be my first live broadcast guest. Now, if you don't know Eric Weber, firstly, are you really a data scientist? He's one of the most active people that I've seen on LinkedIn. I'm always sharing his knowledge and insights into the space. So if you are familiar with him, you'll know the kind of content that he creates. And I'll be bringing similar people on this live as well. And really just sharing information, now, for free. Eric Weber is now one of the data science leaders at Yelp. He has over 50,000 followers on LinkedIn, which I guess probably makes you an influencer, now, Eric, right? Eric: I'm never sure how to interpret that word, I'll be like, hmmm, should I be uncomfortable? I think I prefer; conversation starter. I think that's a better word. You get the privilege of having a reach that allows you to start conversations. Maybe I'll put it that way, because every time I see an influencer list, I kind of, still cringe a little bit. I being, like, not adapting to the times yet, but I'll hold out as long as possible. Lewis: OK. We can rebrand it as a 'conversation starter.' But, either way, in the coming weeks, We'll be doing our best to discuss different topics within the data space, that we believe are either not getting enough exposure or perhaps are areas that we think people have the least amount of understanding and knowledge in, but still so important when either making career moves or even hiring decisions. So welcome to the show, Eric Maybe you can introduce yourself. Eric: That sounds awesome. Well, first of all, thanks for inviting me on. Being the first one is both an honor and also, you know, a little bit of a guinea pig. So we'll figure out, like the ins and outs of doing LinkedIn Live. But I'm happy to be here to just have a discussion. I'm not here to, like, sell a certain viewpoint or anything like that. It's really trying to think about the issues that people in the data space are facing. And part of that is looking at things from an individual contributor perspective, but also have had the chance to sit on the other side of the table, as a hiring manager, as a leader. It's really important to understand what it means to get started in the space and to make career moves from both sides of the table. And Lewis is going to be really helpful in that regard, because thinking about any move, thinking about any transition or start almost invariably is going to require working in-depth with HR, with recruiting, with talent, whatever the department is called, in a different organization, one who tends to make the magic work behind the scenes. So looking forward to getting to chat. Lewis: Well that's, honestly, I hope that many more people share that same viewpoint. Certainly not an easy job. And hopefully, you know, the more we are able to converse over the next few weeks, we'll be able to just give a little bit more insight into what goes into that. I was actually hoping to talk about exposure and personal branding and why that's so important. So, I guess, let's start to talk about why personal branding and creating attention is probably, Why do you believe that's important on LinkedIn, and other social media platforms? Eric: Yeah. I think, so the best advice I've ever gotten was, so, I came from an economic background where, how we present ourselves in a CV and CVs tend to be 10+ pages long. So when I went into industry, people were like, well, it needs to be one page long. So the first thing I did was cram down everything into one page and then the feedback I got was, too small and also, what's your message? You're marketing yourself. It's not a resumé, and your background is not a historical document. It's a marketing tool. Right. You're trying to present yourself in the right way to attract the right type of attention. If you think about DIPP, if you think about your job, but about your career as a series of different decisions and opportunities, the same concept of having a funnel for those opportunities is really applicable. Right? So there are going to be jobs where you apply, with your resumé, they may not know anything about you other than what's written on that piece of paper or two. But in a lot of cases, you have the opportunity to form a reputation before you ever get into a pipeline right? Before you're ever part of that process, you want a chance to establish who you are, what your brand is. What are you all about? And social media enables that in a way that we probably didn't have, you know, ten to fifteen years ago. There wasn't a way that was to say: This is who I am and this is what I'm about. LinkedIn, for me, is a place to do that. It doesn't mean that it's the ONLY place to do it. Right? There is a lot in the data space. There's a lot of active people on Twitter. On LinkedIn. A lot of people on in different GitHub communities. There are different ways to create that brand. And, trust me, it's an uncomfortable topic, still, for me to talk about a brand. But it's true. You really have to create who you are because that's what other people are going to understand and perceive. And it's not just about who you are. From a technical perspective. Right? You want to demonstrate technical competence through your profile, through your interactions. But you also want to communicate your understanding that you are a professional and working with other people. Right? It's still a human-driven business and people connect with other people. Your profile is one thing, but who you are outside of that profile, makes a big difference. And this is where you'll see a lot of people speak to the importance of networking and the importance of branding. But, generally, what you're trying to do is you're trying to create an understanding and perception of who you are. For other people to potentially notice you when you come into a job pipeline, or they think of you and they're like, hey, I'm hiring. What about this person? It's all about that initial interest. And yes, it's uncomfortable. I still am uncomfortable with it, but it's something that can pay dividends in ways you don't really understand, even at the moment. Lewis: It's one thing having a presence online, but then it's another thing actually using that strategically and then actually engaging. So, having a title and where you work really doesn't imply any benefit, at all, to anyone. It says what you do. And that's almost it, so, going out of your way, whether you're a hire manager or whether you're a candidate and actually showing what you can do and what value you can bring is super important, on both your résumé and your online résumé, your LinkedIn, whatever it might be. So, yeah, I understand as well that in the Tech space, that might not always be something that everybody's comfortable with, but you're not trying to sell yourself, just talk about things, you know, talk about things you like doing, create a personality or at least a profile that people can say 'Well, okay, this is someone that we could potentially see on our team' or vice versa, that's some I'd like to go and work for. Eric: Yes. Lewis: Because, I think, obviously I spend a lot of time in the space engaging with people but when I think about Data Science now, like, no joke, I think 'Eric Weber' and there's a bunch of other thought leaders as well. But because you're so active, which comes to another point as well, how do you balance actually the job and being so active on LinkedIn, but you're so active with content that people actually engage with. But I get the feeling you're not doing it for the likes and shares or you're doing it because it just you like talking about this stuff. You know you tell people how you feeling. You talk about things that might help people. You just talk about stuff you think is cool. Eric: Yeah, it's that's been really good and it's been a learning experience for me, right? Lewis: Yes. Eric: When you are creating content. It still sounds weird to say that because I'm generally not very active on Facebook or a lot of social media. So it feels weird. But talk about things you care about. I think the one thing that people can sense right away is authenticity. Like, who you are. Think about trying to think about any subject that you know. It's so much easier to authentically speak to the challenges and frustrations and victories around learning that than something that you really don't know well. Right? So for me, I don't speak to Deep Learning. I don't speak to research in A.I. because that's not where I spend my time. I try to understand who I am and what I'm about and speak to that. And something that ends up being really critical is if you go into social media. You go into this intending to accumulate followers or intending to go viral with your posts. I can almost guarantee that you won't. And a good example is if you follow anybody with hundreds of thousands of followers and you try to be like, 'OK. That's going to be my brand.' Well, that's their brand because that's how they wanted to build it. It doesn't mean that it's a path for everybody else to do it the same way. You have to be uniquely you. It's super important. Now, part of that is being reasonable with how much you can handle. Right? This doesn't mean that you have to be incredibly active all the time. But generally speaking, as you're building a presence and you're building interactions, the most important thing is consistency. And consistency doesn't need to come in the form of you creating new, original content on a regular basis. But you need to be engaging with people on a regular basis In some cases, a lot of people that I connect with, later on, I've interacted with in comments and things like that for months before we get connected. And you can build a brand in a sense of who you are in terms of the comments that you put out there, in terms of their thoughtfulness, in terms of how you ask questions of other people. It doesn't have to always be in original posts. For me, it's grown into that. And strategically, I tend to post once early in the morning before I ever get my workday rolling. And then I post later in the evening after the workday is done. That's kind of the schedule that I'm on now. And the way I do that is I don't have time to write it spur of the moment. Sometimes there are certain things that speak, at the moment, that I want to address or I just rant. Sometimes I'll post about data cleaning, just literally from the frustration of something I was doing that day. Lewis: That could be super relatable. Eric: Oh yeah! Lewis: So that's important, I think. Eric: just be like, hey, this has literally consumed six hours of my life today. But I try to be thoughtful and I try to take one or two writing sessions during the week where I just write down thoughts about things that I've come across. I have a notebook where I just write down keywords that remind me of certain things. So when I do sit down later in the week and write, I have a way to be like, okay, yeah, this is what I wanted to say about that. It's hard, isn't it? And also, when I write things, I don't write them with the intention of accumulating likes. If you do that and you start phrasing things in a way that you're like 'Okay, people are going to like this.' You'll actually be surprised. The things that you expected to do well, don't do well. And the things that you think 'This is pretty basic.' Suddenly take off. it's really surprising and also has taught me a lot about it, you just have to be consistent. It doesn't have to be fancy. It doesn't have to be something earth-shattering that you share. It doesn't have to be a final project. People like to talk about basic insights, and the other thing is they like to be invited into a conversation. Right? Generally speaking, people, I can't think of exactly what the phrase is, but the idea that we're all sitting around a campfire, we want to share stories. That's still social media. People want to hear stories, they want to interact and discuss things. So, I try to specifically avoid anything where I am trying to preach the truth because I don't have it most people don't, we're just trying to share experiences to create discussion.
RecDoTech Podcast Episode 3: Creating Unbiased Working Environment with Sarah Novato @snap inc
**LINKS TO THIS EPISODE OF THE RECDOTECH PODCAST** LISTEN ON SPOTIFY: https://open.spotify.com/episode/0VBQNTCFVe97F6ejTTJxL6 LISTEN ON APPLE PODCASTS: https://podcasts.apple.com/us/podcast/creating-unbiased-working-environment-sarah-noovari/id1529453970?i=1000490461353 LISTEN ON GOOGLE PODCASTS: http://bit.ly/3cJcjxE Can AI help to bring efficiency to the HR process? Can it help to tackle affinity bias? Will it eventually automate the hiring process? Will we ever be able to trust an algorithm to take responsibility for a process that will, inevitably, be called into question time and time again? Is it more trouble than it's worth? We LOVE this interview snippet because each of our speakers has a different opinion: Lauren is all for it! She believes that AI could be fantastic, and longs for the day when an algorithm can eliminate affinity bias. Lewis is totally against it. He believes that only a human should be responsible for a process that heavily affects human lives. Sarah @Snap Inc. plays a wonderful 'devil's advocate', calling upon her knowledge and experience to mediate the debate and offer her expert opinion. # You don't want to miss this one and you can listen to the full episode on our podcast on Spotify or Apple Podcasts. Transcription: Lewis: So, we've figured that firstly talking about it and then taking action from the top down is really important. And then putting in the right procedures and protocols in place that think about people's long term career, regardless of what background, colour or ethnicity, race or whatever it might be. I've heard a lot of talk recently about AI being involved in the interview process in order to try and help with bias. What are your thoughts on that? Sarah: So this actually reminded me of Amazon's big HR project that was scrapped in 2015. Right. And so to me, when I think about AI helping and bringing efficiency into the HR process, I do think that there are gains that can be had there. But do I think that it'll be a fully automated process? No! And if you read why it failed, it's because well, there are maybe other industries where you'll find that it's pretty equal. There's not much disparity between, it's pretty diverse and maybe in those industries it might help, but especially in tech where it's been a male-dominated field or any field that is overly saturated with some type of person. Right? Whoever that may be, will inherently encourage biases into the outcomes and the predictions of what the algorithms that are coming out and so that's the heart of the problem and combating that is so hard and then on top of it, there's an aspect of interpretability and explainability of what the algorithm is doing and why its ranking candidates in some type of way, and if you can't explain, because whether you know it exists or not, eventually it'll come to light and you're going to have to explain why the algorithm did what it did and so that piece, I think, is something that that most companies will not want to own because they know that inherently it will be biased and it won't create equal opportunities and so from that perspective, HR will always have a place, and all the thing is we think about this across the board, right? It's very rare to see situations where something will be one hundred percent automated with no manual intervention. Right? So from a place of automating let's say there are systems that will go in and that read the resumes and highlight keywords, etc, etc. And so that part can be automated. Hey, so is there a high match rate between what I'm looking for and what this resume is presenting? But then there are also issues with that. Right, because sometimes the descriptions that are put together aren't even put by the hiring manager. So there is a matching problem from the get-go when the description is off and then the resumes may be tailored so that you're matching for the job at that point. Lauren: Yeah for sure, and the interesting thing about the job description as well, Lewis you maybe know a bit more about this, because you worked with a company that talks about gendered language. Right? And how it kind of cues in selecting the right words, and that's the same problem, right? You teach a system to match from a job description to a CV. If one is gendered, it's going to find it in the other ones, you know, and it just continues the same bias throughout the system. But I do think AI could be so good has the potential to be amazing. Sarah: Right. And that's why I feel like also I think they took it a step further and they said maybe if AI was to take in the video footage of the interviews. Right? To take visual cues of how someone is responding, the things that they're saying, and maybe put that through a system, I don't know. Also, it's like, again, it'll all depend on what people are putting into the algorithm in terms of things that they think are good predictors. Right? And some people have different personalities. Like what if I'm shy? Is that going to go against me? Right? Lauren: Yeah maybe. Lewis: Should we be dehumanizing it? I think that part of the entire or the exciting part about joining the business and really get a feel for who they are is actually talking to people that work there and not having a visual cue that might make you figure out how they're feeling or ask a certain question. I don't think we should be trying to take the human element out of the process. I personally, I'm not a big advocate for these systems or tools I personally think it will help. Lauren: I think they could be so good and I know it's very idealistic at the moment. I know I disagree. Ok, hear me out. It's such an idealistic view of you have this amazing system. It is completely unbiased, whereas every human has some unconscious bias. Right. We can train the system not to have that, but and it's a big but we don't have the data to be able to create that system. No one does. There is not enough of a diverse set of data, anywhere for any company within technology who can say, "Hey, we are completely unbiased. Every applicant for the last five, 10 years is completely diverse.’’ It doesn't exist. So we have to train something to do a system that we don't have to do ourselves and I think that's the biggest issue, that we're lying to a computer to literally create false data in hope that it will create something that we can't do. The ideals of what it can be and what automation AI can do are amazing. It can completely remove bias in every sense and it can open geographical and economic. BUT we have to train it to do that. And I don't think anyone yet is capable of doing that. Sarah: Right. And I think that this also plays into, so, that's a perfect, amazing, idealistic situation. Right? But with every algorithm, there is a false positive and false negative rate and, right, and so back to Lewis's point, when you're dehumanizing it and you're saying, hey, so the algorithm may be falsely rejecting this person, that's a human that you've just affected their career path because you have chosen to automate the system and not take into account all the human aspects of it. And that plays into, I'm thinking about Angelo who works in healthcare these types of algorithms end up seriously affecting people's lives and so to expect that we'll ever get there maybe. Right? I don't know. But to think that we will never play a hand in people's futures and people's careers, I don't think that'll ever really fly, right? Lewis: But if it gets too good Lauren me and you might not have a job. Lauren: That's true. Well look, I think, especially at the moment, there's a huge opportunity for companies to be more diverse because they can afford to look elsewhere and I just think, for example, companies who are hiring currently, they're going about it the same way they always have. They're posting on their own job boards. They're waiting for people to apply and they're looking at CVS of people who already work there as the ideal candidate and judging all new applicants against them. It's not true for everyone, it's a sweeping statement, but it's such a good, easy opportunity for them to say "Hey, let's not look in the same place. Let's go to different agencies. Let's try and find people in different areas from different disabilities, different genders, sexuality, orientation, background, ethnicity. Anything to drive that diversity, you know, and it's just if they looked somewhere different, they'll find different people and I think so often and you said this earlier Sarah, we just get comfortable with our own processes and comfortable with the way we work and used to it and it becomes easy and I just think that's such a fault. and if that means I have to be a massive advocate for AI for the future to get people to change how they recruit now, I'll do it. I'm fully behind it. I don't mind. Sarah: So, I mean, can touch on a good point? Right. So it's like this. Explore/Exploit, a trade-off. Right? And so if we're not creating a system, like, a system will only be able to optimize on the existing set. And so if we are not including the 'explore' aspect of it, OK, let's explore including diverse candidates and see how it pans out because they need enough sufficient data to really optimize on the 'exploring' part of the data. Right? And so to eventually 'exploit'. But until we get there, until we've created this two-way company taking a priority of encouraging diversity and us as candidates really encouraging a growth mindset and thinking, OK, let's be up for the challenge, even though it might not be exactly what I want at first. Right? Let's build that confidence and let's really work together to empower each other and really bring change into tech and across all industries. Right? And then to eventually have the opportunity to create these systems that might actually prove out to be hopefully as close to automated as Lauren wants as possible.
Implementing Lean Methodology into an Agile Start-Up
Are you looking to start a new project? Maybe even build your own start-up? This is part 1 of a Lean Methodology series with Eden Whitcomb and Lorenzi Di Nobili, CTO of start-up Grazie (https://saygrazie.com/). In this first installment, Lorenzo, a highly skilled engineer, and Eden discuss the fundamentals and key teachings of the Lean Methodology. Stay tuned for part 2, which discusses how to understand and avoid vanity metrics. Part 3 explains how to embrace MVP as a mindset. If you want to listen to the full interview you can do so by subscribing to the RecdoTech podcast that is now available on Spotify and Apple Podcasts:
RecDoTech Podcast Episode 2 First Steps of Lean Methodology - Testing Your Hypothesis
**LINKS TO THIS EPISODE OF THE RECDOTECH PODCAST** LISTEN ON SPOTIFY: https://open.spotify.com/episode/1woIRYmuulHWjdOddtQH1H LISTEN ON APPLE PODCASTS: RecdoTech: Implementing Lean Start Up Methodology with Lorenzo Di Nobili, Founder of Grazie on Apple Podcasts LISTEN ON GOOGLE PODCASTS: http://bit.ly/3rjc68w In this episode Lorenzo De Nobili explains specifically what his own start-up Grazie ( https://www.saygrazie.com/ ) does and how as a young company, they are testing their hypothesis and developing their #mvp whilst using the #leanmethodology Some takeaways in this video cover the idea of using #landingpages as MVP's to understand market fit as well as a bench mark for conversion rate! Check out the full video below:
RecDoTech Podcast Episode 1: Women in AI Dr. Nancy Ranxing Ali PH.D
**LINKS TO THIS EPISODE OF THE RECDOTECH PODCAST** LISTEN ON SPOTIFY: https://open.spotify.com/episode/0QegK7NvjwkIh6edvv1bBW LISTEN ON APPLE PODCASTS: https://podcasts.apple.com/us/podcast/women-in-ai-with-dr-nancy-ranxing-li-ph-d/id1529453970?i=1000489298144 LISTEN ON GOOGLE PODCASTS: http://bit.ly/3tlXreJ We've finally launched our PODCAST!! Our first episode features Dr. Nancy Ranxing Li Ph.D. Dr. Nancy Li was the youngest student ever in her Ph.D. program and she is now the Director of Growth at Cox Communications, previously the Group Product Manager at Verizon. In this episode with Lewis Adams Dunstan, Nancy takes us on her journey from Ph.D. and her early career in fashion design to where she is today and the hurdles along the way..... "Her background is in fashion design. What does she know about engineering??" "She's a Ph.D. What does she know about business??" Nancy feels that she's had to rely on her influencing and negotiation skills to get where she is today. Make sure you subscribe as we'll be launching an episode per week. Our next episode will feature Sarah Nooravi, Senior Financial Analyst @ Snap Inc, on the subject of 'Creating an Unbiased Working Environment.'
Taking your first step in Data Science with an unconventional Degree
This week, Lewis speaks to Angela Baltes, Institutional Data Scientist at The University of New Mexico about how she forged a successful career in the field with (what some might perceive as) an unconventional degree. How do you take your first step into Data Science if you have a degree that doesn’t normally come to mind when you think of a Data Scientist? Angela, who NOW has a PhD in Biomedical Informatics, entered the field with a Bachelor’s in Criminology as well as qualifications in Public Administration and Information Technology. Angela says her PhD has changed how she sees and approaches Data problems but doesn’t believe that it’s totally necessary. It was Angela’s Bachelor’s in Criminology that instigated her passion for analysing Data. But how did she take the step into Data Science? Click on the video below to find out. Transcription: Lewis Adams I wanted to have a chat today with Angela Baltes about several different scenes, but she's someone that's inspired me along the way when I'm looking at the traditional data scientist because she's become a data scientist unconventionally. And I'm hoping that we can learn a little bit more about her journey and that perhaps might inspire people who aren't necessarily in typical computer science, mathematics, or analytical type education setting or degree to even think about coming into data science or data analytics. I guess welcome to Preparing the Unprepared Angela. I'm hoping we can get a little bit of an insight into your background, kind of briefly Angela is a data scientist currently. And like I said, has come from a slightly different path or journey, so maybe you can kind of briefly introduce yourself, Angela. Angela Baltes okay. Well, I currently work for the University of New Mexico and the Office of Institutional Analytics. And there our main core of what we do is reporting for state and local government on our student staff, numbers et cetera. But also, we have other activities outside of that that include analytics, data visualization, predictive analytics, I guess, would be included in analytics. And so it's a really interesting role that many would have not even considered. I didn't know about this type of work existed at a university before I started doing it. Before that, I was working in healthcare environments. I was a data analyst, essentially, and doing lots of different activities. In some places we did predictive analytics, there was a lot of data visualization. Some places well, especially when I worked in a clinical environment, we were doing a lot of process improvement, which was interesting to see the life cycle of how something worked from when a patient comes into the door to when they're discharged. So being a patient before, I guess you never think about there's a whole process to this. And so I did some of that. I've done a lot of different things, and I've learned a lot of different things. And I even did at one point, I was even taking notes for meetings. And I realize that that's something you pick up things when you do little tasks like that, you learn something about what other people are doing. So I am an all-purpose data person, and I've seen pretty much every end of the spectrum in a data environment. That's where I'm at right now. Lewis Adams Awesome. I think the most interesting part about your journey is the fact that you started in Criminology, just not even when I think about that, since it's not even something that even Springs the mind. I don't think I've ever seen anyone come from that background before. Angela Baltes Yeah. So a lot of people and think a data scientist, they think a physicist, physics, math, physical Sciences, Criminology is something that just doesn't come up. And that's the first thing people have asked me. It's like, how did you go from there to here, Criminology is very data-centric. You're looking at crime data. And I think that this degree was popular because I've met a lot of people roughly around early 2000 that was studying alongside me. And I think that a lot of these shows, forensic shows kind of like, spurred our interest, it spurred mine. So, yeah, it's very data-centric, very heavy in statistics. You're tracking crime over time. You want to see the change. You're looking at an area, a lot of geographic type of analysis in that as well. So now there are more tools that Criminologists can use. But I didn't pursue Criminology beyond the bachelor's degree. I don't think that was available at the time. And during that time of my life, I was like, I'm not sure what I want to do. That was how I connected the dots from Criminology to what I'm doing now. Data, that was the whole basis of that degree. And this was before Data was such a hype, like in the mid-2000s. It's not what it is right now. Yeah. Lewis Adams I guess the more you think about that particular degree and what's involved, it does make a lot of sense. So was it the topic area, or was it the data that interested you? Angela Baltes It was a topic for me, learning about deviant behavior, learning about what can drive crime, lots of sociology classes, lots of statistics classes, and those statistics classes. We did everything by hand. And it's really because the instructors felt that you need to know how to do this if you don't have the tools. But I just found the content of those courses so fascinating. It was kind of eye-opening. We read a lot of peer review journals, so kind of learned about what drives crime in certain areas and learned about people, learned about circumstances, things that I guess I just never considered before. So the content was great. Lewis Adams Amazing. And you first you recently graduated. Angela Baltes Right. I did. I graduated with a PhD in Biomedical Informatics. Lewis Adams Out of interest, taking the topics aside. How different was the learning from that particular degree to the Criminology degree? Was it still the kind of same processes around data or did you have to learn a lot more? Angela Baltes the whole foundation was data, but it was health data. So after my Criminology degree, at some point, I found myself working in the health environments. And the type of data I was looking at was different. But by the time I did the PhD, I had experience. it was different for me because I viewed this as I'm applying things that I've learned in my career, with my education before. With my bachelor's degree, I didn't have any reference point. So having some experience does make a difference I think in a PhD program. Lewis Adams Do you think this is an interesting topic? Do you think a data scientist needs a PhD degree? Angela Baltes I don't think so. I pursued this degree because I wanted to expand my knowledge a bit more. How I see a problem is a little bit different. How I approach problems is a little different, but I don't see it as necessary. I think there are so many resources online now, so many different avenues one can take if they want to learn that I don't see a PhD as totally necessary. Lewis Adams So having got that recently, you've been working throughout, right? Well, I'm interested because from a recruitment standpoint, I've never been asked by a hire manager to go and find some with a criminology background. And that's just because they don't know how data-driven that particular course is. But yeah, maybe how do you go and get a technical job as a day around this whilst having that bachelor's degree? Angela Baltes I have that bachelor's degree, and then I have two master's degrees, one in public administration, which is another data-driven degree. But in a certain setting, like state and local government, I remember the entire degree. There were some classes, not the entire degree, but certain courses where we would read peer-reviewed journals and pull that content apart. So I learned a lot in that particular program, especially around public speaking. So there's public administration, data-driven type of degree, and then I have an information technology degree. there's those two. But then my bachelor's is still criminology, which some people go, What's this about? I got these technical roles because I've shown that I had some aptitude. Also, I had a portfolio, and I think that does help if you don't necessarily have the background, people think of, show that you have those skills. So put together a portfolio. and coming to the interview with that kind of it's, like, okay, she may not have the math degree that we think all data scientists should have, but she is doing this. And I also think the information technology degree did open the door a little bit. I don't want to say necessarily go and get a degree. But either prove that you have the aptitude for this with a portfolio or some sample of your work, or there is the option of a degree.
What does Divesity Mean when hiring for Tech teams?
What does Diversity in the Workforce actually mean? "It doesn't just mean hiring more women into the team. It's more nuanced than that. Women are certainly a part of that. But it's about incorporating all under-represented minorities. We're also talking about diversifying in terms of age." Lewis Adams-Dunstan talks to Sidney Madison Prescott Global Intelligent Automation Lead at Spotify about what it means to build a truly diverse tech team. This is the first in a fascinating series of videos with Sidney so stay tuned. You can view the full interview here. Transcription: Lewis Adams We were talking before about how to create an unbiased working environment. And I guess the question is, what does that mean firstly? what is bias and is creating diversity just bringing in women to the team? Or, I don't believe so. I think diversity is bringing in a range of different personalities and characters and not discriminating for any other reason. But what I don't think gets touched on enough in this space is like, how do you do that? Because the answer isn't just hiring people that are women in tech. It doesn't start there. I think it's much deeper rooted than that within the business. And that's what I'm hoping we can discuss today from your experiences, what kind of processes and things businesses and people could follow to get the most out of the diverse workforce. Sidney Madison Prescott It's a fascinating topic, and it has so many different ways that we can kind of work through it in terms of what does diversity means? It starts at understanding that to your point, it's not just about okay, can we bring in more women to the workforce? It's more nuanced to that. Women are ideally a part of that conversation. It is more about also incorporating in the underrepresented minorities, particularly in tech, where we've heard for years now there is a huge challenge in terms of creating a diverse workforce in the tech industry. And when we say underrepresented minority, specifically talking about black Indigenous persons of colour. And so when you blend that and you say, okay, we have all of our black Indigenous for colour represented, we have women represented. The third bucket that I would call out is the Incentive page. And this is a little bit further to reflect upon, but I think of it more suggested just in terms of expertise. So we're doing our best to ensure that throughout the lifecycle of our enterprise, we have individuals at all spectrums of expertise. Whether it is someone who is just starting as an intern, they're still in their college years, whether it's someone who is completing their career and starting to look at looking for an entry-level position to officially kickstart a career, or whether it's someone who is at the middle of their career or the expertise level of their career, whether 10, 15, 20 years in and it's looking at those individuals and saying, what are the games that they want to make? What are the goals that they have to continue their career? And most important, we don't want to assume that just because someone has 10, 15, 20 years of experience, that they don't still have goals and aspirations and achievements, that they like to make in their career. Lewis Adams Yeah, Agreed. I've sat on the recruitment face now, ten years long, ten years, and I've seen in her things that have made me cringe when it comes to this particular subject. And the worst one for me. And I'm just going to bring this up because I feel like it needs to be addressed is like, we need to create diversity in my team. And I'll go, what does that look like? And they'll say 'Just go find me a female.' And I'm like, that doesn't solve the problem. Just going out and finding a female just to bring into the team. Like, why do you need that? I think this is the first question. And how are you going to onboard that particular person who's going to make decisions? What's the bigger goal for the business and them as an individual? Have you ever seen that in your career is just hiring for the sake of trying to create diversity? Sidney Madison Prescott So it's interesting. I haven't experienced it as a hiring manager. However, I do not doubt that it exists, and I am sure that it exists because we have such a high focus on ensuring that we project the image that our teams are diverse, which is more performative formative diversity rather than looking at the composition of the team and assessing in terms of, because what I always look at, is in terms of diversity of thought, are we there, or are we not? Do I have individuals in my team who think just like me, and if I do, that doesn't benefit me because I need individuals on the team that can showcase viewpoints and strategize and thinks a lot of the blockers and challenges that we have in a way that was fundamentally different from the way that I would, because then we'll be covering all of our bases, the wide range of potential experiences and challenges we're covering with that. when the team thinks and looks almost exactly like the leader that's at the top, you start to get that Echo Chamber of we're just repeating ourselves with that when we go to strategy sessions, when we are troubleshooting production Incident. we approach the issue the same. We walk through the remediation steps the same, and we don't realize that that puts us at a disadvantage when compared to other teams that are looking for individuals who are outside of the realm of the level of expertise that others in the team are. So I think it's less is less about do we have a woman on the team? Do we have someone of specific diversity just for that sake? It's more so saying that an inclusive team leads to a productive, more dynamic, and team that has a better nuance of issues at hand and different ways of working through those issues versus a less diverse team when we look at the two. And even when we look across a lot of empirical efforts has pointed out that the more diverse teams are the most productive. And that goes back again to it's because you're covering the gaps. You're covering the gaps within the team with that diversification of thought. And if you think of it that way, then we can even approach recruiting. We're saying, and this is typically how I walk through building my teams out. I looked at the landscape of the expertise that I currently have in the team. And beyond that, I look at the way the dynamics of the team, who are putting for specific visions. Who is having to work together as a team? What categories do each individual on my team fall in? And then when I pull in other new team members, I'm looking for something different. I'm looking for almost a compliment to what I already have and that is by nature. It's so interesting. I have never sat down and said, oh, I want to build a diverse team, and here's what I need, I need two women. But it's interesting. The methodology that I'm using today, which is looking at the team that I have, is the baseline and saying, Where are my gaps? that fundamentally in itself creates diversity. Like all of my teams have been extremely diverse. We have women then the wide age range experts in terms of expertise. We have individuals who have a wide variety of experience in different tools within the intelligent automation stack. And that's just by filling it just by saying, here's what we have today. And here are the areas where we need to look at shoring up and having a stronger foothold on what we do produce and how we can amplify the efforts of the team as we produce this automation for the state. Lewis Adams Yeah, I love that. That's a really good point. And actually, I'll hold my hands up and I love guilty. When I first started in my leadership position, thinking, okay, we're the best way to build the most successful team is just to get five of me and to make any progress. The creativity dipped because I felt like I was creative. And then I surrounded myself with people who are the same, and it just killed my creativity who had a adverse effect, bringing in people that we're all the same. On paper, It should work, but it doesn't.
Data Interviewing - Hiring Manager Involvement
"Whether you're a hiring manager now or in the future, or you're advising a hiring manager... Their involvement in the process is really important. The more actively you're involved in defining the job description, the better. You're going to get out of it what you put into it. A lack of involvement from the hiring manager is setting someone up for a quick exit!" In today's video, Lewis Adams-Dunstan continues his conversation with Eric Weber, Head of Experimentation at Yelp and Data thought leader. This time, they're discussing the importance of hiring manager involvement in the recruitment process. To what the full video 'The Data Driven Recruitment Process,' you can find it here: https://www.youtube.com/watch?v=BQ5xiAHQztE
Interviews are part of the onboarding process
"The recruitment process, plus the first 90 days of employment really determine how long you're going to stay at the company But sometimes hiring gets crammed into an already tightly packed schedule. And think of how that time pays off... If you hire the right person. It's HUGE!" Lewis Adams-Dunstan talks to Eric Weber, Head of Experimentation Yelp and Data thought leader, about why it's so important to have a great recruitment process from start to finish. Click here to view this snippet, with more coming later this week. To view the full 'Data Driven Interviews' webinar, the link is in the comments.
A Clear Passion and a Strong Network Will Drive Your Career
"JOB DESCRIPTIONS DON'T MATCH TO REALITY. They're collated from a panel of input and then thrown together. That's the problem. Taking a panel of feedback for a job description gives you multiple perspectives packed into one job spec. Now you're looking for someone who doesn't exist. You're also creating a gender bias." So, as a job seeker? How can you possible hope to make it to the final 3? Ben Taylor, Chief AI Evangelist at DataRobot discusses this problematic process with Lewis Adams-Dunstan and offers his advice for job seekers in a competitive market: "If you're an applicant who is coming in through the main funnel, then you're likely to be disqualified. People take a lot of pride in their resume but there are 100 people who look just like you on paper. So, how do you stand out?" Watch the full video below to find out...
An interview isn't enough. you need to boost your profile
"An interview is short and a resumé is much shorter. Your resumé will hold someones attention for 5-30 seconds. With algorithms you might not get looked at, at all. You could get screened out.' So how can you build your profile so it is seen by the right profile? Ben Taylor, Chief AI Evangelist at DataRobot offered his expert advice, in a recent webinar with Lewis Adams-Dunstan. He give his opinion of the different ways to boost your profile in the tech space covering all areas, from MeetUps, blogging and Kaggle, to internships, consulting and engaging in Open-Source projects. If you're looking to boost your profile, you dont want to miss this one. Check out the video below. Transcription: Ben Taylor: There's a lot of value that can come from networking and that's why I'll encourage people to go and present at a meetup, which can feel very intimidating for someone who is new to the industry. Lewis: For anyone, just in general, it can be but the value prop is huge. Ben: Well, interviews are too short and a resume is much shorter. So, a resumé, you're going to get 10 to 30 seconds of someone looking at it and with algorithms now, maybe you don't even get looked at because your GPA or something is just too low you get screened out, but if you do a meetup, it's a 30 to 60-minute interview to a panel. You've got 90 people in the audience. You had time to prepare. You came with your own questions. It's the perfect interview. You came up with the questions. You came with the answers. You've got a captive audience of 90 people for 90 minutes. Here's your interview. It'll be better than any interview that you've ever had because every interview is rushed. It's not enough time and even after doing the hiring, I would still say the interview is insufficient to truly assess someone's qualities. It's our best attempt. But we don't have unlimited time and unlimited emotion. When you're hiring, there's this emotional leakage that is happening where people get burned out. So if I'm filling a role and I'm doing phone screens and interviewing over time, I reach this point of desperation that I just need to hire someone and it's not fun for me. Getting someone is fun when you finally agree, especially if they turn out to work out OK. But the process is not fun and it can be very confusing on the hiring side. Lewis: I mean, for that exact reason, is why I'm in the job. It keeps my job alive in that respect. But, it is interesting because it just keeps coming back to that being prepared, but also creating an opportunity when it comes to MeetUps or other ways to create more exposure. Use all of the platforms and avenues that you can. So, from your perspective, suggestions of ways people can do that, perhaps, ways that you've done that, keynote speaking events, MeetUps, LinkedIn. Anything else that has helped you along your way in your career? Ben: I won a data competition once. It was a local one so that was helpful to get your name out. People do ask about Kaggle, you know, do I need to go invest time in Kaggle and win? And I've hired someone who did really well at Kaggle, they were top 60 in the world. But for most people, I think it's a good place if you're learning and you kind of want to go poke around. But I would not rely on your Kaggle score to get a job because you really have to be top one percent like you somehow have to break into the top thousand. Maybe that's not true and some people might disagree. I wouldn't want beginners to be intimidated if they jump into Kaggle and they realize a month later they're the end of the pack. That doesn't mean that they don't have job options. But it does mean that Kaggle is not their ticket to a new job Consulting can be useful. Internships can be useful. I get a lot of flack for this one, but I do encourage people to engage on open source projects. If you can commit. There's a lot of low-hanging fruit in the open-source community with libraries that people use every day. And if you can find opportunities to improve it. Write a blog about it there. There are people out there. I know Amazon's always looking for good blog content on MXNet or Gluon and potentially, I don't know if Facebook runs a blog on Pytorch, but there are big-name companies out there that if you have a compelling solution with a certain software platform, you could potentially run a blog and associate with the company. So, like, if I wanted to get into Amazon right now, into their deep learning group as a new student or someone in the market, I might be very aggressive with my contributions into MXNet or if I wanted to go work for Facebook, I might be very aggressive with my contributions and the Pytorch. So I don't think this interview scenario has ever happened. Maybe it has. But imagine the interview if I'm interviewing with you and I already know what your team uses. I know the stack. I've done my homework and I've done my research. And if I say, this is a simplistic example, but if I said "I notice you guys use pandas" and you say, "Yeah, we use pandas a lot." And if I said, "Are you familiar with the function get dummies?" And everyone's familiar with that one. It has to be a new function. But if I said this function and you said, "Of course I am, we use it all the time" or you casually say, "Of course I'm familiar with it." Imagine the interview process. If I could say "I was the original author." because something happening there in the interview. Whenever you come to an interview, you are seen as being inferior to the team because I have people that worked longer than you. They worked the problem longer than you. They are going to know, they'll know Pytorch better than you. They'll know MXNet better than you. And so if you're coming to the interview, you actually don't have the upper hand. You're looked at as having less experience than my team. And if that type of interview scenario played out, what did you just do? You turned the table on its head where now I think you know more about pandas than everyone on my team. Like even this individual that worked for me for two years that I've always relied on for deep pandas knowledge. You've done something mentally to me where I think you might know more than them. And what does that do to my excitement? What does that do too? Lewis: Well, the interviewer is naturally excited at that point as well, because you've paid interest in something they've created. Ben: Yeah, so that would be the slam dunk. Work on something. Develop something where the place you want to get a job. They actually naturally have a dependency on your work. That recommendation, people might get angry. Might get frustrated. Think it's impossible. I would say it's not impossible. There's so much low-hanging fruit in these languages. It wouldn't be very hard to even just have a session and just list all the potential work that is waiting to be done for these different platforms that someone can go do.
Top Tips for Building a Personal Brand
In the last in our mini webinar series with Eric Weber, Data Thought Leader and GM of Data Science at Yelp, he gave us his top tips for building a personal brand: 1. Start in ONE SPOT. Don't try to tackle multiple channels at once. 2. Build things organically. 3. It's a marathon not a sprint. 4. Set a schedule. 5. Be consistent. 6. Understand who you want to be. 7. Post about your everyday experiences and challenges. 8. Be HONEST! If you dont understand something, ask your network. 9. Build a rapport. BUT THE TWO BIGGEST TAKEAWAYS ARE: Consistency is key and consistency is key; people want to be able to contribute to the conversation. For more information around each of these great tips, what the full video below. What would your top tip be? Comment below. We'd love to hear from you. #personalbrand #datascience #thoughtleadership #recruitment Transcription: Lewis: What would be your best advice for people that are thinking about trying to build their personal brands. What approaches can they take? What platforms do you think are going to get the message out from a data perspective or technology perspective in the best way? What's your advice around that Eric? Eric: So, platform-wise. I guess, I mean, maybe I'm biased but I can't imagine looking for data profiles outside of LinkedIn, Twitter, you don't have to have all three. But, having some accessibility on at least one of those is going to be a net positive. Lewis: Yeah. And that's sort of the idea of building a landing spot for you. Like, if people want to learn more about you. Right, if you think about this and you put one link at the top of your resume and that link take you to? Would it be your LinkedIn profile? GitHub? Twitter? Because most likely people aren't going to click through three separate links. But if you put one link up there, why would you want to drive them to that place? And what are they going to find when they get there? If you think about that as, OK, if you. And so when I say that because if you're going to start in one spot, don't try to be a multi-platform person, try to build things organically. Lewis: Well it's time-consuming. Right? To manage more than one. Eric: Yes. Time-consuming. And the other thing is, think about this as a marathon, not a sprint. If you're going to do this, set something that you think is reasonable for you. Do you want to post every two days? Every week? Every day? Whatever the cadence that is, be consistent about it. Lewis: Yeah. Eric: And the other thing is, think about, like, from a content perspective, don't try to be what you're not. I have spent a lot of time. Thinking about, 'OK, maybe I should post about deep learning.' But that's not who I am. That's not who I am. I should say there are a lot of people who are in that space. Lex Fridman, you know, can talk to anybody about essentially anything. I'm not sure that he's human. He seems to be able to do anything he wants. Lewis: He starts doing, like, thirty thousand press-ups a week or something. Eric: But think about your day-to-day experience, because often the things that you run into cleaning data, experiencing frustration in getting to data, writing a query to get to something. Those are things that you might see as; 'No, No one wants to hear about that.' But this is what people are also experiencing every day. Some of the posts that I've made that get the most interaction are when I post about learning Excel because, in a lot of ways, Excel has been a recent tool for me. I have used Python and R and SQL for a long time. But people resonate with that because there are hundreds of millions of people who use Excel. So, the key here is, if you want to think about reaching a group of people to have a meaningful conversation. Think about what type of topics that are part of your daily work is going to invite people into a conversation? So if you see people, there's a good hashtag, #onehundreddaysofcode, things like that. Lewis: Yeah. Eric: And people doing that, I actually love it, because it provides a real picture into the day-to-day experiences that you're having. Lewis: It's okay not to know something as well and then to post about it. Right? Eric: There's a lot of things we don't know. Lewis: Yes. The idea is that you're trying to engage with your network and that engagement would naturally create a personal brand, but also to try and understand to get a better knowledge of that thing that you perhaps don't know so well. So, it's okay to ask questions that aren't, I guess, you're just not hugely familiar or comfortable with. Eric: Yeah, it's huge. And it's okay to ask questions. It's actually probably better to always ask questions. You can come with answers. But, it goes back to the idea People really like to be invited into a conversation. Not necessarily one. They want to hear advice, but they also want to understand that they can contribute to your thinking as well. Or they can learn something from you. And so that also requires being interactive. For me, I try, where I can, to respond to comments when I have the chance, when I have the time because people want to interact. It's not just a one-directional thing. You post people's comments. That's it. If you want to build relationships, that requires a lot of back and forth. So, those are just some things to think about as you're getting started. But I think overarching anything consistency is key. If you're not consistent, you won't see magical growing returns on your investment. You just kind of got to do it every day or at least on whatever cadence works for you. Lewis: Yeah. I think the takeaway here is, think about what you're gonna post. But don't be afraid to post. Eric: Absolutely. Put thought into it, but also understand that every time I hit post, even now, I'm kind of a little bit nervous to hit that button. I think it's a that that doesn't go away. But after you start doing it, you start to get more comfortable with the idea. Lewis: You're live now, Eric, you must have got more comfortable with it. Eric: Much more comfortable. I mean, video used to be this thing that I was like: 'No, I'm not going on video.' And then I was starting to go on video. And, over time, you get a little more comfortable with things. And you just have to be authentically you, though, or it's gonna be exhausting. It's not gonna be fun Lewis: That's super important. Right? Have fun while doing it. That that is in fact probably the biggest takeaway. Eric: Yeah. I think, overarching everything. Have fun. Be consistent. And everything else kind of emanates from there.
The POWER of a Strong Personal Brand
"Things are changing around the globe. From now on, companies will be more open to pursing talent where it exists, not where they want it to exist. So, your online personal brand is more important than ever." Eric Weber, data thought leader and GM of Data Science at Yelp said this in our latest installment from our webinar with Lewis Adams-Dunstan on building your personal brand. But where do you start? It's a daunting prospect if you're not already that active on social media. Right? Eric goes on to say that: "It doesn't take tens of thousands of followers or connections. What matters is the QUALITY of the connections you have and how you engage with them," Watch the full videor below. The final installment of this fantastic series will be posted next week. So stay tuned... Transcription: Lewis: What are the benefits of doing that, specifically by short a long term, you know, creating that personal brand? What kind of value can that bring? From your perspective? Eric: So, I think we're definitely a culture that thinks about immediate benefit. Typically, like we're used to social media like we post something, we get engagement, we submit something and we get quick feedback. Building a brand and building a rep, I think it's just a reputation of who you are. And what you create now is going to have implications and an impact on you many years from now. So it's something that we're used to thinking about. Like, I'm going to get an immediate payoff from this. But if you think that way, you're probably going to stop trying pretty quickly. And so the benefits are that people understand what you're all about. Yes. It's really important, especially in a technical field, that people, understand that you get what it means to do that working day to day. That you run into issues that they run into, that you can speak to some of the most important content and issues that you have. But what's really important is that, like I said before, that they understand who you are as a whole. Are you somebody that they can imagine working with or partnering with? A lot of people who end up becoming independent consultants do so because they have established a lot of partnerships and a lot of people who want to work with them through their engagement and presence on social media, LinkedIn in particular. So, the best thing I can say is that you may not see the payoff in immediacy. Sometimes you will be surprised, but it's more of like building it up day by day, creating things regularly, engaging regularly. Imagine that you are on LinkedIn, right? And you imagine that you are looking through; Who are the people that you enjoy interacting with? Who are the people that you can imagine working for or working with? And then think about the things that they do that allow you to feel that way, right? I feel like there are so many good examples and I should just make a list of this at some point. But people that I know like, hey, this person is somebody that I would like to work with or somebody I would like to hire or on the other side, there are a lot of leaders that I follow and I'm like, I could imagine working for that person. Lewis: Yeah. Eric: At the same time, there are also situations that, and this is something else to know on social media, people read what you're doing and saying they may never interact with it, but they see it. And I have definitely seen situations where I look at something that unfolds and I'm like, I just wouldn't work for that person. Lewis: You do have to think a little bit before you put something out there. Right? Do not just have a bad day and post. Eric: Yeah. And we all have bad days. Right? We have bad days, we're frustrated. There are definitely times where I've written a post where I'm just feeling all right, I can't post that like it's just not going up. Lewis: Sometimes it just helps just to actually write it, and then delete it... Eric: Without a doubt. But when it comes to a personal level of engagement. It's very much how you engage with people, matters a lot. Being open, being positive, being kind. People notice these things and it's as much a part of your reputation about who you are as your technical skillset. At the end of the day, even an on-site interview, remember that typically if you get to an on-site interview, they believe that you're technically competent. What they're trying to figure out is do they want to work with you? And there are other ways to establish that that isn't just in an onsite interview. Lewis: You that's changed now. Right? So you can't actually, right now you can't go on site. So, building that personal brand, building that exposure. You know that persona online, is even more important now than it ever has been. Eric: It's huge. I think the world is changing in a lot of ways. Something else that's happening with hiring, a focus on distributed hiring, Things like that around the globe. Is companies will be more open to pursuing talent where it exists, not where they want it to exist. Right? And so if you can create a name for yourself... And it doesn't take everybody recognizing you. This is something that I want people to understand. It doesn't mean that you have to build to a place where you have tens of thousands of followers or connections or anything. What matters is the quality of the connections that you have and how you engage with them, because they're going to create opportunities for you that are kind of hard to imagine. Like, honestly, in my first few months on LinkedIn, I started posting in July of 2017, so not quite three years ago. In that fall, I had a reach out from a small data science academy that was starting up in Switzerland and two months later went to teach, so its Propulsion Academy in Switzerland, and I got the chance to go teach there. And so, none of that would have happened if I hadn't started being active and posting. Lewis: But that wasn't your intention, right? Eric: It wasn't my intention at all. I had no idea. I was like I was like, what? What is this? This is something I wanted to talk about. I wasn't out there trying to generate business. I didn't even know. I don't think I even knew what LinkedIn really was. I was working there and I was figuring out what it was at the same time. And there are other people that you see like on LinkedIn. So Beau Walker and Fabio Vasquez and Kate Strachnyi, we randomly just started a data science office hours chat and the fall of 2017, by literally messaging each other in a group chat on LinkedIn, we were like, 'Hey, we're talking about things. Maybe we should talk about this together.' And it's little decisions, I think, that you make that end up having a pretty enormous impact. Lewis: I would say so. Eric: Think of the possibilities that are present, but you've got to start.
Remote Working Webinar - Adapting your business, Increased Marketing and Forging Relationships
"We've pumped up marketing like like mental over the last two months. I have three hours of calls with marketing." Bradley Wilkins chats to Ajey Anand at Norigin Media about how they're ramping up their marketing to be able to ride the effects of the Coronavirus on the Broadcasting industry. If businesses have really cut back on Marketing in recent months, how are they planning to increase Marketing activities when it becomes crucial to do so? We'd love to hear from you.
Remote Working Webinar - Traditional Methods of Communication are Vital
'Traditional methods of communication are vital to support Zoom/Slack' We've posted a lot recently about why it's vital that, whilst we're all working more remotely, we use a diverse range of communication methods to keep in contact with our team members to ensure that they continue to feed valued and motivated. Eden Whitcomb recently spoke to Wouter Verhoog at HUMANOO about why this is particularly important for his business. Watch the video below. Thanks for sharing your insights Wouter.
Remote Working Webinar - The Pros and Cons of Continued Remote Working.
"When things go back to normal, what really changed in your company?" Klederson Bueno from Minespider asks that question in our latest webinar with Eden Whitcomb. How much or how little did you innovate? Was innovation limited to technology? Everyone is talking about huge digital transformations, but has the transformation been more cultural? Klederson believes that one of the biggest things to come out of remote working, is the lack of recognition. As a result, will we see an increase of 'imposter syndrome'? Will staff actually prefer to be in the office after spending so much time working alone? It's such an interesting discussion. We recommend that you watch the full video below.
Remote Working Webinar - Supporting Mental Health Wellbeing Remotely
The mental wellbeing of a workforce is important at all times. But in the current climate, it's undoubtedly more difficult to monitor the wellbeing of our staff, when we're all working remotely. Eden Whitcomb spoken to Brighter AI about how they've put processes in placed to ensure their employees feel comfortable and supported. Thank you Teodora Suciu for sharing your thoughts. You can watch the webinar below. How have you been supporting your staff throughout the lockdown period? How has your employer been supporting you? We'd love to hear from you. #healthcare #covid19 #workfromhome #socialdistancing #workingremotely #remotework #remoteworking #hrtips #recruitment
Remote Working Webinar - Will many businesses follow Twitter, Shopify and Upwork?
What precentage of your business will continue to work remotely, in the long term? How many of you now view remote working differently? My hand is up... With companies like Twitter, Square, Shopify and Upwork announcing just recently their plans for a full remote workforce, how many businesses will follow suit? Has our way of working changed forever? Eden Whitcomb discussed this with Lisa Dempsey, CPCC and the exciting opportunities for the future with regards to diversity and inclusion. What are your thoughts? what would you like to see happen? We'd love to hear from you! #workfromhome #workingremotely #workingfromhome #remoteworking #remotehiring #remoteworkforce #remote #diversity #inclusion #diversityandinclusion #berlin #germany #technews #twitter #shopify #square #upwork FULL TRANSCRIPTION: Eden: Welcome and thanks for joining us. You are here today because you believe that information and knowledge sharing is critical in a connected world. Our goal with this show and company is to introduce high quality, actionable insights that will help both hiring managers and job seekers execute lean recruitment processes and gain industry knowledge to further enhance their careers. Today, I am joined by leadership coach and Human Dynamics and engineer with more than 20 years experience delivering results in fast paced global organizations, specifically working with purpose focused individuals, teams and businesses who want to make an effective and positive impact on the world. Right now, she's the CEO of her own business; Leadership Labs, as well as an advisory member to the board of three other organizations. She also hosts her own podcast; H.R. Matters and provides low cost webinars to help organizations pivot through times of crisis and make working virtually more meaningful and impactful. I've been a fan of hers for some time and it's an honor to share the call with her today. So please welcome the winner of the Gold Leader Award for her Visionary Leadership, Lisa Dempsey, CEO of Leadership Labs.Add Speake Welcome to the show, Lisa. How you doing? Lisa: Thanks so much for having me on, Eden. It's a pleasure to be here with you. Eden: We've been remote working, and companies have responded, at least from what I've seen in Berlin, reasonably well. I mean, you know, they had to change quite quickly overnight to a new process. There are some hiccups or some teething problems, but near enough, everyone I've spoken to have made it work. Do you think that we're now stepped into a new way of working for the remote and home office specifically is going to be the new norm to the workforce? Yeah, I think that's one of the big questions that's out there right now, you know what what are going to be the the habits and things we're going to carry forward out of this? Lisa: There's a great graphic that's running around out there with the question of, you know, what was the source of your company's digital transformation, your your CEO, CTO or COVID 19. I think a lot of people are recognizing that, you know, this really has caused a lot of digital transformation, forced transformation. What I would hope is that companies would find really useful ways to be able to work remotely together. It opens up a lot of doors, a lot of opportunities. It requires some attention and focus to figure out how to do it well. And that's why I I'm actually getting ready to release my very first public workshop on that. It's really valuable, but you need to get it right and you need to do some really specific things. I think there will be some backlash. There will be some teams that will be so happy to get rid of whatever digital tools they've been using. They'll want to only have face to face for some period of time. But hopefully, you know, this is brought it's taught some companies that have been maybe more traditional in that and resisted it more in the past to the possibility and the potential and that they it is you can have a really effective global workforce collaborating well without having to bring them together all of the time. You know, I think some people will be will be happy to resume some of their business travel once that becomes safe. But hopefully there will be really fun, effective digital spaces that will start opening up to people in those stores have now been opened. And that will continue to grow because I do think that it's. It's not the only tool. It's unfortunate that right now it is the only tool available and that's creating some frustration. But when you mix it in with a variety of tools and possibilities, it's really good. There's a lot of value in it But I'm most looking forward to seeing the spike in businesses open and open up to more home office. But then also driving diversity and inclusion into that business is way more than we were previously doing it. And specifically, diversity in within the tax base I work is is a big topic. Eden: You see many businesses wanting to do it and wanting a diverse workforce, a more inclusive workforce. They're struggling to do so. Hopefully now with the Home Office, they can hire people. That's kind of where you are and have that opportunity to make it a truly diverse workforce and not just based on nationality, but, you know, gender, race, nationality, whatever. And having for the first time really on en masse, the chance to do that must be almost looking forward to. It just needs to be done. I think a lot people would drive in that. And I'm excited for that. But it needs to be like you. You said there's a lot of working components to go into, actually a true blend of home office and work office. So it's make sure it's done right. And you're kind of taken by as many people as possible and run with it for as long as possible. My biggest fear, I think, with this is we just go straight back to normal and there'll be a complete disengagement from some kind of sea level through town to jobseekers where we went when the office was we went to work at home and like almost cautioned against each other too much. That's a fear that I think I probably have seen this advising businesses to kind of be a bit more receptive, be a bit flexible now because we've proven they can work and it is working with the vast majority of companies, whether or not they're telling me because we're on video. But the majority of companies have seen similar, if not better, productivity levels than when they're in the office. So fingers crossed, kind of. We see a new world of workforce emerging after this. Lisa: Yeah, I certainly hope so. You know, I genuinely hope so. And I love what you say about, you know, the hopefulness that that is out there and and people really being hungry for that. Now, I would encourage everybody who who has had positive experiences and even the negative experiences kept purely intentional about where you want to go from here. As we start building a different normal, as we start shifting back to something other than 100 percent distancing and isolation, get really intentional about what it is that you want to continue doing, that you have found that that works in an equally does it? That's the most important way to really co create the future that we want to build together. Those voices need to be heard in and businesses need to to understand what it is that that has opened up so that that can be used really efficiently and effectively in really clear and intentional ways as we as we go forward. We don't have to go back to the old way of everybody in the office, That's not necessary.
Remote Working Webinar - Skills that make up a great remote worker
What skills are required to be a successful remote worker? We envisage that remote working will be far more common within many businesses in the future, opening up the opportunity to hiring from overseas. But not everyone has the skills, or drive required to be a truly successful remote worker. We kick of the week with another webinar from Eden Whitcomb and Katya Christina Eckert from Humanitec where they discuss the attributes that make up a great remote worker. Stay tuned for more webinars, discussing the current situation, later in the week. FULL TRANSCRIPTION Eden: Today, I'm joined by an extremely passionate and warm individual who has found her colling in the mix between digitization and its impact on people and businesses. Over the past four years, she's been working on a platform aimed at allowing developers to focus on real engineering problems rather than wasting time figuring out how to get their code into various environments. It's always a pleasure speaking with her. Please meet Katja Eckert's co-founder of Humanitec. Welcome to show. How are you doing? Katya: I'm very well. Are you. Eden: Yeah. Very well, thank you. We're still still working remote, two and a half weeks left to go, minimum here in the UK. How are you and the team finding the remote setting at the moment? Katya: think we're adapting quite well. We are a smaller team of a size of 20 people. So I think that really helps us to stay in touch and to basically organise the overall setup quite smoothly. Eden: So what specific tools you use at the moment to allow the transition? Katya: Yeah. So I think we've already well set up. We have what used to work with the developers in Kenya. So we were already quite experience in what it actually means to be in different offices and speaking remotely with each other. So we're using slack on a day to day basis. We're using Google Hangouts for calls. And so we also basically starting to use zoom her and there. And we really make sure that we also use our documentation tools and we record the meetings. Yeah. Stay stay up to date with everything that we do in the best way possible. So the tools we're using is definitely the absolute basis of everything of our day to day life. So what skills do you think somebody needs right now? What do you need to develop to be an effective remote worker? Yeah. From what I've seen on the team, I think self-motivation. That means sleep enough and eat healthy, get some fresh air, do some work, exercise. I really think keeping your brain awake during the day to day tasks that you have your company, I think that's essential and that's something that drives self motivation. I think if you feel good in life. And if you feel good at work, because if this comes together, I think your motivation level is absolutely higher. Obviously, you're on your own in your own area. So I think self motivation goes together with being working independently and being able to write properly. So I think strong written communication skills are probably even more important than general verbal communication skills, but it's a mixed cultural environment. So you speak with your teammates in a cultural setup that's ever might has different sender and recipient understanding. That is something in that in the 'in-person' environment, speaking with your hands and your emotions. That is something that I think normally is easier to not have a misunderstanding. I mean, there should be always some comfort in learning and using any kind of digital tools, introducing new digital tools. Yeah, I assume that these are, from my perspective, the most important skills for remote setup. Eden: Yeah, definitely. Great. The communication aspects. I mean, anything that anything written down can be mis-interpreted in a completely different way from what the person means and then it causes some issues down the line. So I definitely encourage my team to least pick up the phone. Give a skype call. Whatever method they choose.
A message from some of our people
A short message from some of the team here at Darwin Recruitment. Over the last few weeks, we've seen some amazing examples of businesses who have, despite the challenging times we're in, been able to adapt their business models and continued to grow. Recruitment has definitely slowed but it hasn't stopped. We've have been working closely with organisations all over the world to keep their processes and hiring plans running as smooth as possible; interviewing and onboarding remotely. Thank you to everyone in the Darwin team for your hard work and to the clients we support and the fantastic job seekers we help.
Remote Working Webinars - Managing Stress in Unusually Stressful Times.
How can you manage the stress levels of yourselves AND your employees in an unusually stressful time? Eden Whitcomb speaks to Lisa Dempsey, CPCC about her top tips for understanding what is making us overly stressed and how to combat those issues. The top two things that stood out for us, were: 1. Don't work long hours; whilst it is tempting to 'just finish one more thing' it's very important to keep the same hours as you would in the office. 2. Make full use of outdoor time; ensure you get OUTSIDE to exercise every, single day. Fresh air is as important as the exercise itself. Watch the full video below as Lisa expands on the above as she has many other insightful bits of advice for managing stress in an unprecedented time. What are you doing to manage your stress levels? We'd love to hear from you. FULL TRANSCRIPTION: Eden Whitcomb Welcome and thanks for joining us. You are here today because you believe that information and knowledge sharing is critical in a connected world. Our goal with this show and company is to introduce high quality, actionable insights that will help both hiring managers and job seekers execute lean recruitment processes and gain industry knowledge to further enhance their careers. Today, I am joined by leadership coach and Human Dynamics and engineer with more than 20 years experience delivering results in fast paced global organizations, specifically working with purpose focused individuals, teams and businesses who want to make an effective and positive impact on the world. Right now, she's the CEO of her own business Leadership Labs, as well as an advisory member to the board of three other organizations. She also hosts her own podcast; H.R. Matters and provides low cost webinars to help organizations pivot through times of crisis and make working virtually more meaningful and impactful. I've been a fan of hers for some time and it's an honor to share the call with her today. So please welcome the winner of the Gold Leader Award for her visionary leadership, Lisa Dempsey, CEO of Leadership Labs. Welcome to the show. Lisa, how you doing? Lisa Dempsey Thanks so much for having me on Eden. It's a pleasure to be here with you. Eden Whitcomb With the whole fear aspects and the energy drain, you also touched upon the fact of stress as well. And stress in the workplace is massive in any circumstance, in a circumstance where the whole economy seems to be crashing down around us, you know, it's just causing more stress to everybody from every department. So I know this is something that you've been working on quite a lot recently. So is there any specific, actionable insights? Anything that companies can do right now to help minimize distress outside of what you discussed, Is there anything else that you could recommend to somebody, say, look, if you've got stressed individuals or stress team or workflows, try these sorts of tactics in terms of stress management? Lisa Dempsey: There's some really basic things that people can be doing, really straightforward. And it's especially important in terms of working virtually. So really taking the time to connect with people on a personal level in doing it fun novel, things like taking a virtual tour of a colleagues home or meeting their kids and getting to know them is something that I've heard a lot of feedback on from people as well, that in a remote working has been difficult. But it's been so nice to see their colleagues as like real people with stories and families and all of these things build on that connection. Clear space for self reflection. It's a really important part of doing and it's really, really important in terms of stress, because, again, you've got to tune into what's going on inside of you to be able to name it, to be able to recognize, you know, my feeling more tired today. Am I feeling more stressed today? My feeling more fear today. You've got to make time for that. And so clear some space and it doesn't have to be long. It can just be two minutes when you wake up in the morning or, you know, 30 seconds before you step into an online meeting. Another thing people can do is get outside. If you're in a country and you're in a space where allowed to be outside. Get out from behind your screen. Your brain needs this to be effective. Focusing on just sort of that the the twelve inches or the, you know, half meter between your body and your screen. That'll lead to tunnel vision no matter what. So kid out if you can get outside, create a daily routine for yourself. You know, we've had all of our normal structures ripped out, creating just a daily routine and rhythm for yourself, whereby you're waking up at certain times, you're working in certain blocks of time. It's so easy when, you know, we're basically our home becomes our office and there's all of this work and we're trying to fill all of these gaps. It's easy to trick ourselves into believing that working more hours is going to make us more effective. Now that that has never been true and it never will be true. So, you know, block out your working times and build a schedule for yourself. And remember everything in moderation, including moderation and ask for help. You know, this goes back to her as well. The the a little bit of the example that you gave, ask for help, ask, you know, get curious about the things that you're really struggling with and you just don't know you feel lost and are unsure about. Don't bottle it up and pretend that everything's fine. Ask the important questions, even if they're hard and uncomfortable. Letting that in does wonders and can really release a tremendous amount of stress and create a lot of opportunity. And then the last thing that I would really hope for everybody is laugh, you know, find. Find something funny. Find some humor or share humor with your colleagues. Not obsessively. I know some some teams have said, oh, I'm constantly getting nothing but funny You know what? That messages from somebody. It's this constant stream and it's it's tiresome then. But that's not helpful. But, you know, making time to laugh and just enjoy something, you know, at least once a day. It reduces stress and it increases memory. So it's really important to just find a moment to laugh, relax every single day.
Remote Working Webinar - Operating under Dimished Capacity
'We're all working with diminshed capacity, whether we feel it or not.' Maybe you're juggling home school as well as working. Maybe you're trying to fit everything into reduced hours. Or, like everyone else, its a natural response to the trying times that we find ourselves in. Managers, business owner and even us as individuals need to understand that and try to avoid putting undues pressure on ourselves and others. Eden Whicomb discusses this in more depth with Lisa Dempsey, CEO of Leadership Labs International and Co-Founder of HR Matters Podcast. FULL TRANSCRIPTION: Eden: Welcome and thanks for joining us. You are here today because you believe that information and knowledge sharing is critical in a connected world. Our goal with the show and company is to introduce high quality, actionable insights that will help both hiring managers and job seekers execute lean recruitment processes and gain industry knowledge to further enhance their careers. Today, I am joined by leadership coach and Human Dynamics and Engineer with more than 20 years experience delivering results in fast paced global organizations, specifically working with purpose focused individuals, teams and businesses who want to make an effective and positive impact on the world. Right now, she's the CEO of her own business, Leadership Labs, as well as an advisory member to the board of three other organizations. She also hosts her own podcast; HR Matters and provides low cost webinars to help organizations pivot through times of crisis and make working virtually more meaningful and impactful. I've been a fan of hers for some time and it's an honor to share the call with her today. So please welcome the winner the Gold Award for her visionary leadership.Lisa Dempsey, CEO of Leadership Labs. Welcome to the show. Lisa, how you doing? Lisa: Thanks so much for having me on Eden. It's a pleasure to be here with you. Eden: So what can companies be doing right now, I guess, to ensure that energy levels are high, energy wastage is low or as minimal as possible? Is there any kind of effective steps that you've taken with the companies that you are coaching around that obviously, as you're saying, the structure is important, having that transparency, but what else would you kind of advise people to be doing at the moment? Lisa: Yeah, I think this is such an important question, because managing our energy levels is the most valuable thing that we have in any circumstance. But because it's even more important in times of crisis, there's a reality that we're facing right now of everybody is working with diminished resources. You know, our brains and bodies have been told, hey, there's danger out there. There's this invisible, teeny, tiny microscopic germ, you know, virus that can harm you and your family. So that means that our brains and bodies are part of it has gone into a kind of crisis management and survival mode. So really, the majority of people are are working with slightly diminished resources, whether they realize it or not. You can't really kind of deny that the impact that that has. And it's just a very natural survival instinct. So recognizing that, you know, even in the best of circumstances, even if you're doing everything absolutely right, you're going to be working with slightly diminished resources is really important because accepting that and accepting that, that means that everyone's going to have an individual response. There are going to be ups and downs. And just allowing the space for that, allowing the compassion for the reality of that is so important, because when people there's something that happens to us in our brains and bodies and this is a part of the neuroscience that I bring to to my coaching is just even being able to name it, being able to say, you know what, team? Today I'm feeling really tired and feeling really stressed out. You know, I heard from a friend that somebody was really sick or heard something on the news that really disturbed me and made me think about things in a really different way. Whatever it is, just being able to name it and not be judged were it not have to go into problem solving or fixing that, but just call it out, brings huge relief and releases a huge amount of energy and stress. So there's really that that knowing and accepting is is the first and most important step. Then, you know, it's again, about creating cohesion, you know, understanding that you as a team and as an organization can still create a number of things, even if you're working with diminished capacity and resources. But again, co creating that together with teams, asking people do they know what do they have available, allowing them to be a part of that thinking and creation process is so important because already there's a huge amount of uncertainty that's out there that also creates a diminished capacity in our brains because our brains really like to be able to predict. We like to. And it's an important way of how we think and how we create a lot of efficiency and effectiveness is by being able to predict based upon past experience. If A happens, then B is an appropriate response and is going to give us a desirable outcome of C. Right now we don't have prior experience that that we can work with in these circumstances. And so our prediction factors are greatly diminished. So we we have to go into sort of a hyper agile state of asking important questions, trying small things out, running small experiments and iterations, getting the feedback, see how that goes, and then recalibrating and going out and trying again the next day. That also requires a lot more energy. But that's a little bit of it, especially in the first month. That was the most important thing for teams to be doing, was really trying small experiments, trying, you know, how are we going to work together remotely? What works, what times, what platforms, how can we connect, trying all of those experiments, seeing which ones worked while seeing which ones equally failed and then going out and trying again the next day was really important. And so creating structure from nothing was really one of the first and most important things that that was needed to. Then you create a place of stability where you have just a little bit more predictability and you can build from there. But there are teeny tiny steps. And especially when we're used to having a certain amount of flow in our teams. Again, we're trying to predict that. Or if we meet with these people at these times, we'll be able to get these kinds of results when everything you know, it's like the you're playing a poker game and the card table has been turned over and all of the cards are up in the air. You don't know you don't know where they're going to fall. So it's really hard to. Which actions to take? You just have to try different things. That's hard. But you there is learning in that and you are making progress. So value that and spend time with it and focus on that rather than the frustration of how things used to be or what it is that you're trying to predict.
Remote Working Webinars - COVID & Broadcasting
"You work in broadcasting, so everything must be great for you! All anyone can do now is what T.V." Not true! Bradley Wilkins interviewed Ajey Anand at Norigin Media, and in our first installment, they're discussing the immediate impacts of the Coronavirus on the Broadcasting industry both in Norway, and globally. Stay tuned for further installments later this week where Bradley and Ajey discuss: The future of broadcasting How Ajey is keeping morale high in his team The importance of marketing & communication, now more than ever. FULL TRANSCRIPTION: Brad Wilkins: I'm Bradley from Darwin Recruitment. I'm having a webinar conversation with one of my friends, Ajey from Norigin Media, and we're going to be discussing the current effects of the current climate on the media industry and broadcasting, to be exact. A So, yeah, I'll let Ajey himself and the guys at Norigin. Ajey Anand: Yeah, I'm gonna do a wave because we're learning how to be more virtual today. We're a Norwegian company and we've been in the TV technology space for over a decade. Nearly two, I would say. We're already in 2020 and the TV technology part of things that Norigin does is everything around streaming from the video aspect to posting. We've been hosting video services since 2004. We do a lot of UI/UX development; both services and products. So we've we're a Norwegian TV technology company and streaming has kept us Brad Wilkins Well, the quick adjustment that everyone's had to make, obviously to the coronavirus situation. How much of this has actually had an impact on the broadcasting and the media industry? Ajey Anand: Today, at the moment, I think specifically on the broadcasting and streaming industry, I hear from a lot of personal friends that 'it must be going good'. It's definitely not. I think, being a part of the industry, that the quick two things that comes to my mind is production has been halted, which requires people to be a part of it. Social distancing basically does not allow production to go on, whether it be actors on soap or whether it be sports in general, which requires content to be created in terms of what one needs, for life content or new content to be producing the series, etc. has been halted completely. And you can see new shows coming up, not just during this period, but the year that follows it as well. Advertisers who spend all of their budgets, or most of their budgets, on TV and digital formats have not just stopped because there is no new content, but there is no commodity and services to be sold because people are staying home and limiting themselves to the absolute basic needs, which is, you know, food, water, shelter You don't need to buy anything. And advertisers normally advertise what's what's being sold on an absolute current need of commodity sales. And if there is nothing being bought, there's nothing to be sold. Of course, we'll see a lot of brand recognition, which is a small part of the budgets which we'll see going on. But the money being invested in the industry has slowed down because of lack of content, new content and lack of sports and lack of advertisers which will which will trickle down across the industry, whether it be at innovation, youth development, launch of new services. People will rely on existing things in the market, including existing and old content. And that's what's being streamed right now. Brad Wilkins: Yeah, so how is that obviously had a knock-on effect to you guys, to your services or how you guys are adjusting? Ajey Anand: I think a couple of things. I think the whole company working from home has had an effect, but I think it's relatively extremely positive. I've yet to see the larger negative side to it. Personally, at least. I'm not going to brush it aside, though. Of course, I've heard and read the news and seen a lot of people being affected by it. But from from our company perspective, I think we sort of work from home. I personally started working from home rather early because of my own travel quarantine. The company started a bit earlier than the rest of Norway was asked to simply because we thought it was a good and quick move to do it. Having been working from home, I think our staff, our colleagues have seemingly become more efficient. I don't have any reports to it. It's just a feeling at this point in time we are putting down some numbers to see how efficiency is better. Quality seems to be better. People seem to be making use of their time a bit better than before, I guess. I don't think it's a very good thing because they're clearly working much more, I think. And of course, where we're relying on this time so that people can can improve the quality of their lives at home as well, which, you know, affects the company. And I think I'm waiting to see that to be converted, to be seen tangibly, financially. I think a lot of companies have been hit hard on the consultancy side. New development services are being slowed where we're only seeing absolute urgent needs, but we're not seeing any preferences or things that they want in the future. There's no huge advancements in going and going on the advertisers are not spending, like I said before, which would mean that innovation is coming down a little bit.Add Speaker00:05:44.510But I think it's a bit early. It's been a couple of months. So it's it's initially at least, it's affecting the company and the morale, I would say, on average, in a better and positive way.
Remote Working Webinars - Coronavirus Crisis Creates Opportunity in Robotics
"Crisis creates opportunity!" The Coronavirus crisis has, in some ways, required us to push 'fast forward' on the deployment of a wide range of robotic solutions to the problems the world is facing today. In our second installment from Lewis Adams-Dunstan and Rian Whitton, Senior Analyst at ABI Research, we discuss the huge opportunities on the horizon for the Robotics Industry and Industrial robotics in general. As insightful as the first installment, Rian's expert opinion really opened our eyes to the positive changes in the industry, despite the global crisis, and the opportunity for the robotics experts of the future. Click below for the full video: Are you in need of assistance during this difficult time? Maybe you're looking to hire remotely, or are seeking a new opportunity. Or maybe you just want some impartial advice. Complete the form below and one of our speclialists will be in contact: Form ID:5465 FULL TRANSCRIPTION Lewis Adams Dunstan: Is there anyone that you obviously say that's been positively affected by this? I mean, no one's been positively affected, but from a business perspective, being able to actually benefit from from how things are moving forward.# Rian Whitton: Yeah, absolutely. And this is probably the most interesting thing about COVID, 19. I mean, the economic response, the public response. It's on a scale that we haven't really seen, arguably since World War Two. We're looking at the level of nations and the private business. And, you know, crisis does create opportunities for things that were previously impossible to take place quite quickly. This isn't robotics. But if you look at telehealth and just sort of, you know, 10 operations in the health sector or just digitization of the workplace. I mean, in a sense, you might think that COVID, 19, might put a lot of CTO is in digital transformation veeps out of jobs because it's managed to basically change the way we work in a matter of weeks whereby previously CEOs were giving like roadmaps for five to 10 years. So it's definitely changing very quickly. I think if we're going to look at the robotics companies and the robotics applications that are going to benefit for them, COVID 19 and the response to it. There's the immediate public response to COVID 19. And then there's the broider kind of economic impact. I think if you look at the first order effect, if you look at the health response, you see robots that have been equipped with ultraviolet light, which basically go round to a hospital and basically use UV lights to disinfect the facility. About 99.9% of germs. And obviously, in the case of COVID, you have massive pressure put on hospitals and you have, you know, a major problem that generally when hospitals get busy, the infection rate at doctors can very often skyrocket And that often leads to a lot of extra stuff that's unnecessary deaths. So the fact that these robots were there and they were only hope to market quite recently, it is really a sign of sort of the industry, sort of, you know, ingenuity and success then these systems. About 2000 of them have been ordered from Denmark. That's 2000. So it's quite expensive to ship to China. There are about 19000 rate hospitals globally. So I think they began to increase their installed base and become from suddenly every news agency to quite ubiquitous in a very short space. You then have other applications like decontamination robots that spread hydrogen peroxide on train from public transport. They're being tested at an increased rate disinfection being delivered by a drone in places like Wuhan. And then, you know, if you're on the scene of cleaning and maintenance, there's actually will try to hope it was a big increase in the number of robots used to do floor scrubbing in retail stores. Lewis Adams Dunstan: Yeah, I've seen loads.Add Speaker Rian Whitton: Yes, right. Yeah, absolutely. And it's it's pretty much the norm. I mean, you know, we're talking about thousands considerably faster growing than the self-driving car space or robots in any public setting. And they're actually because know covered is obviously creating a lot of anxiety and a big part of a retailer's job, especially in brick and mortar retail, is to, you know, actually make cleaning a much higher priority to, you know, document it to make sure that it's, you know, you know, rigorous, to make sure that it meets all necessary standards. And the robot, not far from just alleviating the labor shortage or just being convenient, actually collects a lot of data, which is then used to monitor the cleanliness of the store. And so, you know, those applications are going to increase as well. Yeah. So that's cleaning maintenance. Then you also have robots for material handling. Lost mile delivery is obviously some you know, it's a part of the supply chain where the additional costs are very high.Add Speaker00:04:39.030And so tech companies are focusing very heavily on reducing costs. One potential way to do that is through automation. And you've seen, you know, companies like Starship Technologies, they've set up in Milton Keynes in the U.K. It's a very kind of línea, you know, easy city to direct a robot to build an automation system around. They already have, you know, an operation there where about 1800 people are served by these robots and about some people might use that robot for delivery if, you know, groceries, pizza, 200 times a year. And that's being expanded to encompass medical supply. I mean, you've got Chinese logistics giants doing that in Wuhan. You've got autonomous shuttles delivering medical supplies to clinics in Florida. You've got neuro doing grocery testing in California. So and this is part of COVID 19.It has, you know, opened up a lot of public space whereby, you know, robot pilot testing now is considerably easier. And the question is when and if everything goes back to normal and these operations are still going on, if they are sufficiently safe, it's not like you're just gonna be able to turn the clock back on them. They will in some form or another, still be there. Lewis Adams Dunstan Should they will be worried then that, you know, post COVID 19, that they're not working right now. If this does work and they are really efficient, that you might have the ratio or those jobs that were available to you before might well be available Rian Whitton: Yeah, I mean, look at the question of robots taking away jobs. There's a lot of conflicting literature on it. I mean, my personal view is that if you tend to we tend to look at the periods where employment growth the most, it generally is those periods where productivity increases the most. Companies that see productivity increases because they've deploy capital equipment and robots and automation tend to be much more eager to hire than those that don't invest in capital equipment and rely on on very cheap labor. So I would not be particularly worried about last mile delivery vehicles taking away jobs. A lot of this is not necessarily ready to be commercialized at mass scale. You're still going to negotiate. It's considerably more difficult to operate these systems and people tend to give credit Yeah. So a bit. I mean, obviously, a lot of people in the leisure industry find themselves unemployed at the moment. I think about 16 million workers in the US filed for unemployment as of now. A large number of those jobs will bounce back and be covered. And, you know, we've gotta remember the scale of the robot deployments. We're talking at most hundreds, maybe into the thousands. But this is not going to be, you know, millions of shipments, you know, at this point. You are very nice and stage development. But I think you also add another big application is intelligence monitoring and surveillance. Thermal cameras have skyrocketed in shipments, primarily because they're useful for detecting temperature and work. Companies are using it to monitor their workers. And very often these are being deployed on drones or in robotic vehicles. Drones are also being equipped with loudspeakers to give instructions to the populace. I mean, about a quarter of the world's population is now under quarantine and lockdown So keeping tabs on that monitoring that is is obviously a very big job.
Remote Working Webinars - The Importance of Overcommunication and Processes
How do you counteract the lack of human contant? How do you combat the absence of office chat and conversation? Richard Straub talks to Fabian Richter, Director of Engineering about how he has tackled these issues at Cape Anaytics. Over-communication Well planning processes Good sprint planning Good quality planning OKRs for goal setting Be clear and explicit Document everything Are you in need of assistance during this difficult time? Maybe you're looking to hire remotely, or are seeking a new opportunity. Or maybe you just want some impartial advice. Complete the form below and one of our speclialists will be in contact: Form ID:5465 FULL TRANSCRIPTION: Richard Straub Hi, guys. Richard here from Darwin. I'm joined today with Fabian Richter, Director of Engineering from Cape Analytics. Welcome. Cape Analytics uses A.I. and geospatial imagery to provide instant property intelligence, for example, for insurance companies;hey make the insurance process more frictionless and more accurate. Today, we talk a little bit more about the effects from the pandemic at Cape. And what the have done with the hiring process and and also the remote working. Thank you again for joining us. What I would like to know is how Cape Analytics has been impacted by the pandemic. Is there anything challenging still now? After a couple weeks off 100% Home Office? Fabian Richter In many regards, I think so. On the one hand, what's really much more challenging is just to to uphold effective communication. So what, you don't have is the situational awareness that you usually have when you're in the same room with a person. So, if you're forced to use slack, then you don't get immediate responses. So, that may be a challenge. So, you know, you're answers are trickling in over the course of minutes or hours, depending on how busy the other person is. You can't just walk out to the person's desk and poke him for the information that you want. And then, taking away too much context, I think, there's a lot of things that happen in between that you have some some sense of office awareness. You just passively listen to a conversation that two people have in the office, which obviously, if you take it to a specific dedicated one to one conversation on slack or on Zoom, you don't have that opportunity. So it's now, more so than ever, important that you give the context that's necessary for the people to understand where you're coming from. So if you decline a meeting, explain why you do that. If you finish a deliverable, that other people will just passively absorb that information. Go ahead and tell your team on Slack. Richard Straub Right. So that people do know about that. And make sure that you over-communicate things. Fabian Richter: So as a manager, you want to explain your thoughts more cautiously, your assumptions and what you expect people to do and maybe consider providing both feedback and verbal and in written form. So just to make it more explicit. Richard Straub: All right, so overcommunication is one of the things which is important. Do you have other tips how to be engaged or how to make it as clear as possible in remote collaboration? Fabian Richter: I think it's super important that you try to step up your game on processes that you have in place. So ideally, I as a manager, if I disappear overnight for two weeks and I come back, I would still want to see things making progress even without me And if that experiment were successful, I would attribute that to good processes that we have in place. So by that, I mean good srint planning, good quality planning. OKRs for goal setting so that people have an idea of what the next three months are going tobe about. So, make these things explicit and try to document that more so than before. And just working toward that is really critical. Richard Straub: All right, clear. Lastly, do you have any tips to say to stay fit and in shape during this at times? Fabian Richter: I wish I had an answer that I mean, I think I have the answer, I just need to start living up to it. I mean, at least in Germany, you're allowed to go out for physical exercise . Now, the bar is actually much lower than before because I don't have to commute. But I'm not I'm not figuring out how I can go for a run on a daily basis, which I totally should do. So I guess my try to stick to daily habits so I'd get ready for work, get dressed up, don't sit there in your pyjamas.Stick to a rhythm that you always had. Try to keep things as normal as possible and then try to stay in good physical shape. Richard Straub: All right. I've got some good tips for for the audience. I have a structure and keep it normal. Thank you. Thank you so much for all the people you want to know more about Cape Analytics or want to know more how Fabian comes through these times, leave a comment below or contact us directly and then we get in touch with you.
Remote Working Webinar - "It's not normal, don't manage like it is"
"It's not a normal situation, so don't manage your team like it is." We all have team members that are working remotely whilst also trying to home school children or care for family members. So is it fair that we expect the same level of output from them? In our second installment from Delivery Hero, Eden Whitcomb talks to Raz Shuty, Director of Engineering about managing skilled teams remotely, and how it's imperative to not manage as if it's 'business as usual.' How have you adapted your managerial approach? We'd love to hear from you. Are you in need of assistance during this difficult time? Maybe you're looking to hire remotely, or are seeking a new opportunity. Or maybe you just want some impartial advice. Complete the form below and one of our speclialists will be in contact:# Form ID:5465 Eden Whitcomb: Welcome and thanks for joining us. You're here today as you believe that information and knowledge sharing is critical in a connected world. Our goal with the show and company is to introduce high quality actionable insights that will help hiring managers and job seekers to execute lean recruitment processes and gain industry knowledge that further enhance their careers. Today, I'm joined by a highly skilled manager and the co-founder and co-host of Tech Point Charlie, a multifaceted technology and culture podcast. For the past six months he's managed the demand and logistics team at one of the world's largest food delivery and distribution platforms. Prior to this, he's been the CTO and manager to a number of different organizations and teams throughout Berlin. It's my pleasure to introduce Raz Shuty, director of engineering at delivery here. Raz Shutyt: Really happy to be here. Eden Whitcomb: With your situation in particular, what I'm keen to understand is, the work life balance. You know, I know you have a young family and I'm not in the boat of having to deal with young children and work. So I'm hoping you can shed some light. How have you managed to keep your your children or child entertained whilst having to still manage and do your job Raz Shuty: I mean, it's very tricky to an impossible task like the sitting game where you run around and you have less and less chairs, right. It's the same concept where you have a kid and you have time and always more things pile up and you just need to find a place to drop something. And at the end of the day, we as society need to realize that this is not a normal situation. We cannot expect more productivity from one another. And we can't expect that, not just for parents, but for everyone. I think a lot of the discussions that I read recently about how managers should cut slack for parents, but actually, I would say, managers should cut slack for everyone. Yeah, basically you don't know. Even if someone doesn't have a child, maybe they're taking care of an elderly person. Maybe. Maybe they're just struggling to be alone. So it's not a normal situation. It's better that we all think about it as a temporary, unnormal situation. It's not business as usual. It's just it is what it is. And as long as people do their best, that's that's what matters.
Remote Working Webinar - The Impact of COVID-19 on Autonomous Driving & Industrial Robotics
"One thing that this likely recession will bring into focus is the profitability of many robotics companies. Too many have relied so extensively on VCing corporate subsidies without actually finding a road to profitability. That's not just a problem with robotics. Many Silicon Valley companies are very exposed to a recession." In today's insightful installment of our webinar series, Lewis Adams-Dunstan speaks to Rian Whitton, Senior Analyst at ABI Research Rian has kindly given us his view on how COVID-19 will impact the automonous driving industry and industrial robotics in the short-term and his predictions of the positives impacts for the industry the future! Stay tuned for more more from Rian in the future. Are you in need of assistance during this difficult time? Maybe you're looking to hire remotely, or are seeking a new opportunity. Or maybe you just want some impartial advice. Complete the form below and one of our speclialists will be in contact: Form ID:5465 FULL TRANSCRIPTION: Lewis Adams Dunstan: From where I sit as a recruiter, autonomous vehicles seemed to be something that popped up more or more certainly in Boston and San Francisco with COVID-19 in mind then how has that disrupted the robotics market and that upward curve you've mentioned that we were on? Ryan Whitton: So I think if you look at the autonomous vehicle space, I mean, for one thing, that market has some major questions it has to answer regardless of COVID-19 has enormous investment with virtually no revenue and no actual dedicated business model. A lot of the people developing this technology are in effect open to whoever can make a business model out of the technology they're providing. Another issue that they're coming into focus is the issue of improving their safety models. Now, the idea was that the safety models for navigation for autonomous vehicles on the road would match Moore's Law, that it would just exponentially increase. What's actually happened is that as the models have got more sophisticated, the edge cases have got harder to create and replicate and it's become much more expensive to develop. Better data that you can then feed into improved this model. So the actual costs with improving these systems has increased markedly. And already prior to COVID-19, there were casualties. COVID-19, basically suspended all testing of autonomous vehicles in California from the get-go because the vast majority of these vehicles still require a driver in the vehicle. There's only two companies that are registered to deploy completely driverless vehicles in California, Nuro and Waymo and they have continued testing, but most other companies had to suspend it. And at the same time, some companies like Starsky have gone out of business so that the self-driving car space, I think, is in a state of real, not peril, but flux. And there will be considerable casualties because one thing that this likely recession will bring into focus is the profitability of these robotics companies. And too many, I'm afraid, have significant investment and have relied so extensively on VCing corporate subsidies without actually finding a road to profitability. Now, that's not just a problem with robotics. That's also a problem with Uber, which we work. There are so many Silicon Valley companies that frankly very exposed to a recession. And they've they've largely been able to survive because of the sort of fair weather climate we've been in. And I think this recession is going to probably create some second order effects in the tech industry, which will see a lot of players burn quite severely. Now, moving on to industrial robotics, there is going to be a massive shortfall in the first half of the year. China is obviously the largest manufacturer in the world and it's got the largest single installed base of robots. The two major industries through the industrial robotics market are the automotive manufacturing space and electronics, including smartphone devices now in China. In Q1, I think the shortfall in automotive sales was about 80 percent. They're expecting about a 5 percent drop for the whole year.Add Speaker00:03:30.570And when it comes to electronic devices, as much as half of the revenue could be lost due to Kobe 19, even when and if China gets back online, which they say they are. When it comes to manufacturing capacity, they still have to deal with a much lower demand in the United States and in the developed world. So those two markets get greedy. And you will probably see a subsequent shortfall in industrial robotics sales, at least in the short term, in the long term. They probably have a much rosier future because all this money has just been thrown into the economy, either through fiscal stimulus or just through sheer liquidity to the point where CapEx and capital expenditures and capital equipment is very likely to increase in the long term. But yet there's no doubt that at least to a large segment of the robotics industry, COVID-19, has been incredibly disruptive. You know, for the first quarter, if you look at consumer robotics as well in their forecasts for their growth pattern for this year has been totally thrown out the window. We're talking about the consumer vacuums. But you know that that's the Short-Term. I think COVID-19 in the long term is going to be, you know, sort of counter-intuitively quite beneficial to the robotics industry and to the automation of, you know, various practices in general.
Remote Working Webinar - It's time to show TRUST
"There are a lot of complaints about how employers and managers don't know how to keep employees. I think this is a really good opportunity for companies to build really good relationships with employees. So that they see the benefit of staying" How do we all do that? TRUST! In today's installment, Eden Whitcomb talks to Raz Shuty Engineering Manager at Delivery Hero about the importance of lowering your expectations, showing understanding and, most importantly, demonstrating trust. It's a really great webinar that talks about how the way we manage now, could effect the overall retention of talented staff in the long term. Are you in need of assistance during this difficult time? Maybe you're looking to hire remotely, or are seeking a new opportunity. Or maybe you just want some impartial advice. Complete the form below and one of our speclialists will be in contact: Form ID:5465 FULL TRANSCRIPTION: Eden Whitcomb: Welcome and thanks for joining us. You're here today as you believe that information and knowledge sharing is critical in a connected world. Our goal with this show and company is to introduce high quality actionable insights that will help hiring managers and job seekers execute lean recruitment processes and gain industry knowledge to further enhance their careers. Today, I'm joined by a highly skilled manager and the co-founder and co-host of TechPoint Charlie, a multifaceted technology and culture podcast. For the past six months he's ben managing the demand and logistics team at one of the world's largest food delivery and distribution platforms. Prior to this, he's been the CTO and manager to a number of different organizations and teams throughout Berlin. It's my pleasure to introduce Raz Shuty director of engineering at Delivery Hero. Welcome to the show. Raz. Raz Shuty: Really happy to be here. Eden Whitcomb: You've found a very nice balance between managing your workload and obviously being a parent still. I know a lot of people have struggled with that. So did you find that the parents in your team adopted it differently or are they still struggling with it? Have you guys openly discussed different ideas around that? How are the people around you coping? Raz Shuty: I would say that from the horror stories I've heard, people are actually fine ish. Doing fine ish is a very temporary solution and it's still not easy at all, but it's survivable. It really depends on how many kids you have. It depends on the situation with each one of them, like your spouse working or not. You have a spouse or not. Tip I would give us for organizations and managers; you have those really, really talented people. If you want them to stay. If you appreciate their work, then it's time for for you now to actually kinda lower your standards. Just be fine with it. Tell them that it's OK. Like re-assure your employees that you actually appreciate them. It's fine. It's a temporary situation. Try to help them as much as you can, wherever you can. Don't start to look at those employees now and say this person used to be a high performing developer and now he or she are not. Maybe I should do something about it. No, just I completely don't go that direction and go in another direction. Like trying to project to them. Do you actually value them and try to make them feel better? Honestly, I think this is a really good point in time for organizations and managers to kind of be the point where employees can actually lean on. This is the best point in time to build trust. We all talk about how employees churn all the time.Add Speaker00:02:42.700And there are a lot of complaints about how companies and managers don't know how to keep employees. I think this is an opportunity for companies and managers to build really good relationships with employees so that they will see the benefit of staying.
Remote Working Webinar - Leading Motivating and Inspiring
"Big objectives don't really change much. You always want to grow, you always want to have more users, you alway want to have more revenue. But the way you work towards this goal changes every quarter." So, how do you ensure that everyone is on the same page, and working towards your business goals during this challenging time? How do you motivate your teams? In our latest installment Eden Whitcomb speaks to Wouter Verhoog from HUMANOO about how he ensures his teams are working towards a common goal, not only when working from home, but in general. Watch the full video below. Are you in need of assistance during this difficult time? Maybe you're looking to hire remotely, or are seeking a new opportunity. Or maybe you just want some impartial advice. Complete the form below and one of our speclialists will be in contact: Form ID:5465 FULL TRANSCRIPTION Eden Whitomb: You're here today as you believe that information and knowledge sharing is critical, in a connected world.The goal of this show and company is to introduce high quality, actionable insights that will help you execute a lean recruitment process from talent search through to onboarding and motivating your teams. So today I'm joined by an executive, former founder of Buddyguard, an advisor to multiple organizations across Berlin. His passion now lies in people and with his team. They're making people's lives a little healthier step by step. Their platform right now helps organizations to keep their employees healthy, happy and focused. And with their dedicated yoga, meditation, sporting and healthy eating programs, they do just that. I've had the pleasure of knowing this man for several years now. Please welcome. Wouter Verhoog, COO at Humanoo. The biggest thing, I guess, that I've identified is the celebration of success both for the individual and the team level. And getting people kind of really engaged for you and your team. How have you guys kind of managed that process in the past three weeks? Wouter Verhoog On Monday it's called Monday Focus from starting at 10:00 for usually about 30 minutes. We just do the biggest updates; What's going on this week? What do we want to achieve? So every team leader or department head usually comes up with his or her top two or three priorities for that week. And then by Friday, that is called Friday Wins. That is the moment where we just let loose. We open a beer now remotely. So we're just around 50 people on the screen saying cheers and raising their glasses and bottles. And we just go through the list of OKR results. Where are we? Did we move the needle in the right direction? Does anyone need any help? You know, it's just kind of the moment to create some healthy discord. And after that, it's it's time for every department to just say that one little thing that they won this week. Sometimes that is hiring the right person, sometimes you finally close that deal or maybe you haven't closed the deal, but you finally found that one special intro that you need for that company. And then if you work in R&D, you've finally solved that bug or you released a long wanted feature. There's always something positive that can be celebrated on a Friday. And so we start the week with focus and we end the week with a win. And it just feels really nice to have everyone onboard and have everyone on the call Eden Whitcomb: So with that win process and with 50 people on the screen at one time, does everyone get the opportunity to actually have their voice heard or it per department? Wouter Verhoog: It's per department. We start with the OKRs. We just go through the list. And for every key result, we have 1 to 2 owners and they will update everyone on what they've been doing. Maybe this week its owner A, next week it's owner B, or there's some exchange going on there So not everyone gets to have their say because in the end, then be looking at a three hour session and then for the wins, it's just the department heads. Eden Whitcomb: So are you guys still incentivizing your teams? Are the managers or the team leaders responsible for that process.? How does that work on a success level? Wouter Verhoog: OK, so if there was anything that we could incentivize people with or make them a bit more focused and in the end, a bit more of a happy employee. It was making sure that we eliminated the white noise between departments as much as we could. We're still looking at ways to incentivize the best ideas. For example, a hackathon that we're organizing this quarter, which will not be a tech hackathon, but across department hackathon. And then the best idea the winning idea, the inventors will be sent on a weekend away. Maybe to Paris or just somewhere really nice. You know, not an Amazon voucher. But in terms of OKRs, we didn't need any further incentivization because what was most important is getting the buy in from all the teams.And for everyone to know exactly 'what is my role, what is expected of me, how can I contribute to the bigger picture' that for us has been the most empowering move to make. And that is kind of the incentivization for now. Eden Whitcomb: So less of the short term wins and more of the long term motivation. You're part of something bigger. Wouter Verhoog: Exactly. The most thing with OKRs is 'we're here now. Where do we want to be at the end of this quarter?' You know, you need those those big objectives. They don't really change much. You always want to grow. You always want to have more users. You always want more revenue. You know, you have this basic set of metrics that are important, important for the growth and survival of your company. But the way you fulfill those goals, that changes every quarter.
Remote Working Webinar - The Impact of Coronavirus on a Startup Business
How do you review the impact of the virus on your business AND make the changes needed to survive in way that is REASSURING and MOTIVATING to your staff? Yep. It's tough.... We're sure this is a conundrum that every business is facing at the moment. In our latest installment, Daniel Butler discusses these problems with Teo Borschberg and Nicolas Perony from OTO Systems and, as always, their advice is insightful. How have you tackled these issues? We'd love to hear from you. Are you in need of assistance during this difficult time? Maybe you're looking to hire remotely, or are seeking a new opportunity. Or maybe you just want some impartial advice. Complete the form below and one of our speclialists will be in contact: Form ID:5465 FULL TRANSCRIPTION: Daniel Butler What do you say would be the challenges you face as a business in terms of your day to day work with the team and the guys you have working for you? Teo Borschberg So, I mean, the challenge is to manage a lot of different inputs. There are some very heavy macro changes that impact how we have to operate inside out. So, of course, a diminishment of work. A change of priority and in a certain anxiety within the team. So it's managing the process of understanding the ecosystem and how it impacts us, resetting the right priorities to make sure that we go in the right direction, and then applying that to the team in a way that is, you know, reassuring in a way that is motivating, in a way that is not too disruptive. And of course, we've had to be extremely cost conscious. And so we've had to revise our plan in terms of expansion, in terms of team, in terms of where we spend money. And we've had to had some difficult conversation in terms of reducing costs as well, for sure. Nico Perony So to be concrete, these came about in a phase where we were in full commercialization and deployment mode. So we had put together a team to do business development to sell and deploy. And just as we were ramping this up, essentially, the whole crisis started and we've seen projects essentially being canceled, postponed all over. So it has required us to revise very seriously our ambitions and also fundraising prospects changed completely, so for a startup an the last stage of growth, It's it's a significant impairment. Daniel Butler Yeah, I see that. I think I've spoken to a couple of businesses quite recently who were at that stage of a funding round or looking for investment. And this, no doubt, couldn't have come at a worse time for everybody. But for small businesses who rely heavily on investment and on those vitally important funding rounds, it can be really negative. But yeah, I think it's, as we say, it's important to be flexible and how flexible you can be can often determine how how you're impacted by that for sure. So, yeah, I think it's a it's good that you guys have got that flexibility for certain
Remote Working Webinar - Will the Lockdown impact Diversity and Inclusion?
Will the lockdown allow us to work more sustainably in the future? Surely businesses will be able to improve diversity and inclusion moving forward? Will this widen the talent pool for everyone? Eden Whitcomb and Lisa Quatmann from INFARM tackle these topics in our latest webinar installment? What do you think? Will your business be working more flexibly in the future? Will this alter your target talent pool? We'd love to hear from you. Are you in need of assistance during this difficult time? Maybe you're looking to hire remotely, or are seeking a new opportunity. Or maybe you just want some impartial advice. Complete the form below and one of our speclialists will be in contact: Form ID:5465 FULL TRANSCRIPTION: Eden Whitcomb You are here today as you believe the information and knowledge sharing is critical, in a connected world. Our goal with this show and company is to introduce high quality actually insights that will help you execute a lean recruitment process from talent search through to onboarding and motivating teams. Today, I'm joined by a versatile engineering manager with a background by Frontend and Backend development for a number of companies, both here in Berlin and in the States. She's currently working with an organization that combines highly efficient vertical farming with AI technologies and machine learning to offer an alternative food system that's resilient, transparent and affordable. Having watched her grow from a Fullstack developer many years ago to the impactful engineering manager she is today it's my pleasure to welcome Lisa Quatmann, Engineering Manager at INFARM. So welcome, Lisa. With everything happening right now and I know you guys are pretty ready for what was happening, but do you feel that everyone is probably going to go more remote after everything gets back to normal? Lisa Quatmann: I have no idea. I mean, I very much like working from home, but I also like the interaction with my colleagues. So I dont know if I can answer that for myself. But the good news is that they now have everything set up to work efficiently for remote, whereas a lot of companies didn't before. Yeah, and that's not just in tech. I mean, I think it's really easy for us to focus on Tech. But, you know, I have friends that don't work in tech and now they're working remotely. They never thought they would before. You know, and so it'll be really interesting to see how that plays out after this. Lisa Quatmann: You know, for us, it's it's part of our mission, sustainability. And also a remote worker is very helpful for diversity and inclusion, diversity in particular. It's easier if you have this sort of flexibility. I hope that a lot of companies will see that it's not just a nice to have thing. That it's something that can support their mission. Eden Whitcomb: It opens up, as you said, the diversity, inclusion aspect. It does mean that you can get the best talent for your projects or people who are really committed to it without having to have to move for work. You know, you don't have to physically be there. And you're actually right. I mean, I've always been a lover of the office. And personally, I am desperate to get back into the office. I like my space. I'm the same. I find that working from home, I work way more than than I ever did. Sorry, everyone, but from my side, you know, having the office is that that escape aspect where work is work, home is home. So I'm still trying to find that blend. But I think especially from what we're seeing as jobs, you're right, you know, companies, are now ready for it. And it will be interesting to see the demand from, you know, employees to probably go up for remote working. And the companies that think, you know what? We can do this. I think they'll be the ones that thrive more and get the better talent. So, I guess it's kind of interesting to see what happens. Lisa Quatmann: Yeah, well, I think they can't say that they can't do it anymore. For people who have children, who are caretakers, maybe of elderly parents or they're disabled. You know, that sort of thing. There's a lot of reasons why someone would want to work from home or would need a lot more flexibility. And if you can provide them with remote job, then it really opens up a lot more people that you can hire. Eden Whitcomb: I'll take my own team and you can talk about yours as well. I haven't seen a dip in performance, haven't seen a dip in motivation. I haven't seen any reason to believe that they're not doing better than what I was doing in the office, which has more distractions. I think, in the office, we do distract each other. So I do find that the activity is actually going up for us, which I wasn't expecting. So I don't if that's the same for what you've seen? Lisa Quatmann: There's a feeling out there that we're all in this together. A Eden Whitcomb: Yeah, well, Lisa, I really do appreciate you taking the time. So thank you so much. And you know, I'll speak to you soon.
Remote Working Webinar - Increased Governance of Communication
Believe it or not... There are teams across the globe who have actually become more productive because of the remote working situation we're all in. Employees have been calling for more flexibility in remote working options for years now. It seems like the vast majority of companies have been very reluctant to fully adopt it. Until they had to. Nikolija Stojmenovic knew that FastForward.ai was a company thriving in the remote working world...but how exactly? Dimitar Chukaliev, Product Manager at FastForward.ai outlined exactly where they've seen productivity improvements: Increased governance in communication. (Or everybody gets the same information at the same time). Watch Dimitar explain it in detail below Are you in need of assistance during this difficult time? Maybe you're looking to hire remotely, or are seeking a new opportunity. Or maybe you just want some impartial advice. Complete the form below and one of our speclialists will be in contact: Form ID:5465 FULL TRANSCRIPTION Nikolija Stojmenovikj If you could think about something that is really positive that you're getting out of this situation, what would that be? Dimitar Chukaliev I think that a pretty good increase productivity of the team is definitely one thing and increased communication between the two. Well, increased governance in communication. Before you might have a chat on the desk. Now you're not able to do that. So everything goes in the Slack channel. Everybody's aware of everything. So you don't need to sync up between people. Everybody's aware of everything just because everybody gets the same information. That was not something that I had done before because usually we would have our sync once a day and right now, everybody is in sync all the time. Nikolija Stojmenovikj All right. So you're saying that it's actually increasing the transparency and also making the agile teams even more agile? Just because we are we are basically online and everything is out there for people to understand and see. Dimitar Chukaliev Yeah, well, I'm not talking about just transparency I'm talking a little more about governance where everybody gets the same information at the same time.Add Speaker00:01:07.500We were transparent before, but we were transparent or our recap meetings or and our stand ups. Right now, everybody gets the same information at the same time, which makes things a little bit quicker and a bit more agile. You're right.
Remote Working Webinar - Discipline and Work Life Balance
"My biggest distraction, when working from home, is work!" Many managers and business owners may be worried about their staff being motivated when working from home, BUT what if the problem may be the inability to 'switch off' from work? In today's episode, Eden Whitcomb is joined by Lisa Quatmann, Engineering Manager at INFARM in Germany who discusses the importance of a good work/life balance during this period. Click on the video below to view this insighful episode. Stay tuned for future episodes featuring Lisa where she discusses her hopes for the future, following the pandemic, in terms of diversity and inclusion. Are you in need of assistance during this difficult time? Maybe you're looking to hire remotely, or are seeking a new opportunity. Or maybe you just want some impartial advice. Complete the form below and one of our speclialists will be in contact: Form ID:5465 FULL TRANSCRIPTION: Eden Whitcomb: You're here today, as you believe that information and knowledge sharing is critical, in a connected world. Our goal with this show and as a company, is to introduce high quality actioable insights that will help you execute a lean recruitment process from talent search and through to onboarding and motivating teams. Today, I'm joined by a versatile engineering manager with a background in Frontend and Backend development for a number of companies, both here in Berlin and in the States. She's currently working with an organization that combines highly efficient vertical farming with I.T. technologies and machine learning to offer an alternative food system that's resilient, transparent and affordable. Having watched her grow from a Full Stack Developer many years ago to the impactful engineering manager that she is today, it's my pleasure to welcome Lisa Quatmann at Infarm . Welcome, Lisa. So I guess working remotely, do you have any distractions that maybe you didn't anticipate when going through the motions, maybe less for you as you're used to it, but has anything crept up that you didn't anticipate? Lisa Quatmann: The one thing that I thought I didn't anticipate was that I would be distracted by work, especially whenever you really like your job.Add Speaker It's very tempting to just do one more thing. You know, it just snowballs. And the next thing you know, it's really late and you're still sitting at your desk. And it takes a lot of discipline to maintain that work-life balance when you're not commuting. We have a coffee break meeting thing. And you have to also say goodbye to your colleagues at the end of the day and close the laptop and walk away. Eden Whitcomb: Did you find that you work a lot more than when you was in the office? Lisa Quatmann: Well, at first, but yeah, you just have to have some discipline about it. That's all. You have to know when you're supposed to walk away. And it helps to have that space. You know, I don't sit on my couch ndt work. I have a desk. And when I'm not at the desk, I'm not working. Eden Whitcomb: The qualities and skills that somebody need, those you've already mentioned discipline and having the awareness of take a step away from the desk, stop working. What others you think people would need to develop either in themselves or as a team to make a success of remote working Lisa Quatmann: You have to be super organized. I start every day with a to-do list of only what I want to get done that day and what I need to accomplish. And any meetings that I have to prepare for. And I stick to that. That's it. If there's something else that comes up, I put it in a backlog. It's not very much different than when I was a developer, you know, you have your your backlog of tasks that you can do later. But I think, not just personally, but as a team, you have to develop really good communication skills. You have to reduce the number of meetings as so that people aren't sittiing all day in front of a screen. You use synchronised communication, so that you can collaborate on things. If someone needs to step out and watch their kids or walk the dog or whatever, then they can do that if if they don't have back to back meetings all day. And I think it's also really important to communicate with each other, like when you're at lunch, when you're not at your desk, when you're available, when you're not.
Remote Working Webinar - Tips for Onboarding Remotely
"So we know that we can work remotely, but how do you onboard remotely?" This is a question that we've been asked a lot lately and one that Megan McGuirk asks Carlo Fässler, Head of Tech Operations Capture Media AG. We're still actively recruiting for them and they say that it's harder for the onboardee that the company, but it's relatively easy to onboard a developer. Watch the full video below: Are you in need of assistance during this difficult time? Maybe you're looking to hire remotely, or are seeking a new opportunity. Or maybe you just want some impartial advice. Complete the form below and one of our speclialists will be in contact: Form ID:5465 FULL TRANSCRIPTION: Megan McGuirk: Well, you're still hiring at Capture Media and we're working quite closely on that role. It's a big question that companies have right now as people can work from home but how do you bring someone into the team remotely? I know you've done it recently. So how are you onboarding people fully remote? Carlo Fässler: We actually started onboarding a developer just before we went into lockdown. But he actually had to go into quarantine earlier because he just travelled from Italy. So we decided to start onboarding with him remotely, even though we were still in the office. Then a few days later, we went into a partial home office. But basically once his quarantine was finished and we came to work, he only had a few days. And then we went into a into a lockdown and started the home office first 50% and then 100% just a few days later. So, yes, he's been working with us for almost a month now and we've only seen him face to face, maybe one or two days. So, I think generally it's harder for the for the for the onboardee rather than the person doing the onboarding. It's it's not a problem to onboard a developer if you have all the tools that you that you need to com,municate with them all the slack and to screen shares, etc. The only problem I see abit, is aunless you were in a video call, you miss the non-verbal communication. I mean, if somebody sits next to me and I explain something, I can judge by his face if he understood it or not and you miss that part in the onboarding remotely. Other than that, I think it works pretty well so far. I'm surprised, it's actually quite good. Megan McGuirk And how do you think he will settle in when he does finally come into the office and get to be one of the team, full time? Do you think it'll be a smooth transition from this remote onboarding or do you think you'll have to go through some things again? Carlo Fässler Well, we might have to break him in over a couple of beers, because what you can't do remotely is the whole company culture. He would probably have to get adjusted to the people again in a different way, because it's different, obviously. than when you meet in person, but I don't see any problems, it should be should be fine.
Remote Working Webinar - Using this time to Adapt & Evolve
It's a tough time for everyone, but how can you use this time to adapt and evolve your business? In the latest edition of our remote working webinar, we're joined by Teo Borschberg, who is based in Lisbon and Nicolas Perony (Zurich). Teo and Nico are the CEO and CTO of OTO Systems. They've kindly shared their experiences of how the last few weeks and months have effected their business. Teo & Nicolas offer some fantastic insights on how they've used this time at OTO to take a step back and to review, adapt and evolve. Click on the video below to hear more. Stay tuned as we have some more really insightful editions to come featuring these guys. Are you in need of assistance during this difficult time? Maybe you're looking to hire remotely, or are seeking a new opportunity. Or maybe you just want some impartial advice. Complete the form below and one of our speclialists will be in contact: Form ID:5465 FULL TRANSCIPTION: Daniel Butler: Hi, guys, it's Daniel Butler here from Darwin. I'm joined today by Tio and Nico from OTO Systems. Tio is joining us from Lisbon. Nico is joining us from Zurich. And we're going to discuss the impact of the current situation over the past couple of months and the next few months, on a business and a start up and what that kind of things that includes. So. to start off guys, how has OTO been impacted by the last month or two? Teo Borschberg: The impact has been significant in a sense that most of our customers have been in Europe and our customers, our call center operators and the call centers have been closed completely for six to eight weeks. So that's a good portion of our customers that have actually completely shut down and everything's on pause until further notice. And so for the old business of OTO, in some sense, there's definitely a big impact by the Corona. Nico Perony: Not everything is as bad, of course. And when you stop running, you'll have more time to look around and think. And actually this came, in a time when we were thinking of broadening the scope of possible applications for our technology, and it has led us to actually talk to a lot more people and think of how to apply our technology much more broadly, including on very tangible applications or very tangible solutions for the current crisis. Teo Borschberg: If I can add to that also is exactly what Nico says. It's true where we are active in voice and even though call centers have closed, the voice sector is exploding because of what we just discussed, Daniel, right? The broadcasting market, the Zoom, the remote, the education, all of that has been exploding and voice and video are the center of that. And that consideration to open our technology to this market has been accelerated by the COVID. And so, despite having some negative impact, there is a tremendous opportunity at the end of the tunnel. Daniel Butler: And we're seeing a large number of businesses, globally, who have adjusted their business model and provide slightly different services using the facilities and the technology to have at their disposal, which has been great. So it's one of the great things about humans is that we adjust very, very quickly and everyone's pulling together really to kind of make make the best of the situation and to help out wherever possible. So that's really good and something that is essential for businesses and especially for smaller companies that have that flexibility, no doubt.
Remote Working Webinar - Finding the Opportunity in a Crisis
'Find the opportunity!' One of the mottos at OTO Systems is 'Behind every obstacle is an opportunity.' In today's insightful installment of our daily webinars, we're with Teo Borschberg and Nicolas Perony again. This time, they're offering their advice on the actions a start up should take in the face of a criss such as this: Understand your own business. Analyse how it is being impacted Don't be overly optimistic Be cash conscious Cut costs everywhere AND... FIND THE OPPORTUNITY! Do you have any advice that you'd like to share? We'd love to hear from you. Comment below.Write something here... Are you in need of assistance during this difficult time? Maybe you're looking to hire remotely, or are seeking a new opportunity. Or maybe you just want some impartial advice. Complete the form below and one of our speclialists will be in contact: Form ID:5465 Full transcription below: Danny Butler: I think one thing I was gonna ask you guys is as a as a start-up, as a small business. What tips would you give to other startups on how to how to get through this, ultimately? Teo Borschberg: First of all, I think it's important to listen to what's out there, but to be critical about what is once the situation within its own four walls. Right. Because there's a lot of tips that go out there and cut your cost and do this and do that. But it's important to analyse how this is impacting the company itself. Some might be on the rise. Some might be very close to a new city. Some may be truly in the shit so to speak. Teo Borschberg: So, to say, it's important to have a good analysis of how it's impacted the company first and then and then act accordingly. What I can just say is that prepare for the worst. Don't be optimistic but be realistic of how that impacts the company. Nico Perony: Everyone is an expert, and everyone has a prediction about the future and the last that long, etc. it will be three quarters, it will be two years. What I see is that we entering we're entering a new time, a time of very high uncertainty. The way I see it, if you look back on the last two big downturns, I think they were affecting less of the world than now. So it might actually be worse. And of course, I don't know, but I like to say it is good to prepare for the worst. Nico Perony: And one thing is very likely is that it going to get worse before it gets better. So, for start-ups out there, be very, very cash conscious. Try to cut costs everywhere. Absolutely. Consider an investment landscape where it would be very hard, nigh impossible, to raise money for the foreseeable future. So, think of different strategies and find the opportunity. I think, at OTO, one of our main values or messages is that, always, behind every obstacle, there's an opportunity. Danny Butler: So, everyone has to be hard at work on finding the opportunity. I think it's a very applicable to the work that I do as well, in finding the opportunity. It can be harder to find at these times, but no doubt definitely more rewarding when you do find it. So, no, I definitely think it's a valuable information as well. Teo Borschberg: How has your work been impacted by the virus? Danny Butler: So, one thing very similar to what you explained is we've got a number of businesses whose industry has been massively affected and impacted. So, for example, I work with some consultancies and very early on in the process, we realized that they were not able to travel to customer sites. Now, sometimes this work can be done from home, but sometimes this has real impact. And it means that some businesses have said, "well, let's put this on hold now indefinitely", which, I see, for recruitment purposes is not great, but we're all in the same situation. Danny Butler: I think the main thing with this current topic is that we're all in the same boat. I often think in life that things are more difficult to accept if it's happening to you and nobody else. But we're all in the same situation. Everyone's interests, everyone's industry, everyone's business is being impacted. But yet, recruitment is being impacted in a big way. But, because of technology, we are able to conclude some processes still. And there are many businesses who are very open to concluding processes via video calls and even onboarding people during this time remotely. So, you said how businesses have to be willing to adapt. And I think one thing we're seeing now is that people are becoming a bit more open to the idea of working from home or working remotely. So, they're going to be willing to onboard somebody remotely, which is something that probably felt extremely alien a little while ago. So, in that respect, I think longer term that will help with recruitment and that will be something that's a welcome addition. Nico Perony: But yeah, no doubt these are tough times and many businesses potentially could even go under. We've seen that with a few already. And yes, sadly, that's inevitable. I think like you say, it's important for people to really kind of assess things almost day by day and be willing to show flexibility and make those adjustments that mean that they can they can stand every chance possible. All right. Some businesses will go under. Some companies will die. And that's it, and those that survive will emerge from this stronger and more resilient. Yep. Danny Butler: Yep, I definitely agree. And I think that's the message that we've been told here at Darwin. And I think the message that a lot of people were kind of putting out there is, yeah, these are tough times, but at the end of it, I want to be in a better position and massively learn from it as well. I think that's what's the important thing; to take pride, I suppose, from the way everyone's dealt with it in terms of business and personally. Danny Butler: So yeah, one thing, Nico, is when I when I come across the office earlier in the year, we agreed that I would come over in the summer and that we'd have a barbecue and go swimming in the river. And I'll make a pact now that whenever I can come, I'm still going to go swimming in the river. So even if it's in the winter time, I'm going to do it. Nico Perony: Well, I went swimming yesterday. It is seven degrees Celsius. And it is getting warmer. Invitation is still on. And we'd love to have you. Danny Butler: Take care, guys. Keep up the good work. And I'll speak to you again soon. They say a lot about.
Top tips for onboarding remote employees.
It's a worrying time for everyone at the moment; the growth of the outbreak is more terrifying than (i think) any of us expected and it's affecting the majority of businesses in many different ways. BUT, not every company can afford to completely halt their hiring plans. In these uncertain times, certain roles are essential to sustaining and growing a business and, for some industries, hiring is essential right now. Onboarding a new employee is important for any business and in normal circumstances a priority would be placed on ensuring the first impressions of a working environment are high, and all the required information can be delivered to a new employee through a series of face to face meetings. But, unfortuntely, that isn't possible for the vast majority of businesses at present. If you’re continuing with hiring plans right now, here are 10 tips to consider when you're building your remote onboarding process. 1. Ensure your new remote employee can easily complete his/her HR paperwork: Do you have an e-signature tool in place? Completing contracts and other paperwork can be frustrating and time consuming if they need to be printed, signed, scanned and returned. E-signature tools such as HelloSign or DocuSign, are easily to use and cost effective. Employees can add their signatures digitally and share contracts with you in a secure environment. 2. Ensure your new remote worker has the hardware and instructions they need to get started. Do you have a complete checklist of everything a remote new starter needs to get started? You must ensure that all hardware is ordered well ahead of their start date and that your remote worker has received everything in time. Make sure that your IT department has introduced themselves to offer any needed assistance. You should ensure that all remote workers are familiar with: • Computer security procedures. • File-sharing applications/folders and any cloud backup software that is used in your business (like Google Drive,Dropbox etc). • Password management and data encryption tools to protect their devices. 3. Does your remote worker understand how to communicate to your business? Provide clear instructions on how to contact team members and troubleshoot communication technology. Provide clear instructions on how to access/set up: • Company email • Group messaging tools • Video conference software • Webphone application 4. Create a remote worker starter kit. Help your new hires feel part of the team by sending them a personalised starter kit. This will go a long way in making them feel welcome. You could include: • Branded merchandise; water/gym bottles are always well received. • A welcome letter or note from their team/manager/CEO. • What do you know about your new starter? You could you include a thoughtful gift such a gift voucher to an online store. 5. Ensure your remote worker feels part of the business - from day one. Even though they’re not going to be in the office, remote employees play a part in your team culture. Here are some ways that you can help them feel part of the business from day one: • Video content is a great way to give a remote worker a feel for their colleagues. You can use free tools such Loom to create short videos of team members talking about their role in the company, hobbies etc. • Do you have any footage of recent gatherings or company meetings? • Do you have copies of any presentations delivered by the leaders of your business? • Do you have any literature on your company values? 6. Arrange a face-to-face meeting (as soon as it is safe to do so). The below tip isn't relevant in the current climate, but could be considered if you continue to remotely onboard staff, once everything is back to normal. Is your remote worker based near your office? If so, consider having them work from your offices during their first week. If they’re not based locally, try to invite them on-site as soon as possible, so that can meet their team members in-person. If you have a large number of remote workers, try to schedule quarterly or annual events to give everyone the chance to meet. 7. Prompt hiring managers to set clear goals and expectation from the outset. It’s difficult for remote workers to work effectively if they have to wait for their manager to call or email to learn what their next steps are. Make sure hiring managers: • Develop and share a task/project calendar after new hires’ training and onboarding sessions. • Define short-term and long-term goals and objectives. • Schedule regular one-on-one catchups to discuss upcoming projects, progress and to resolve any potential issues. • Share the overall projects of the team and give regular project status updates. 8. During week one: Set up virtual meetings with team members and other key employees. These meetings could be one-on-one and/or group calls. During their first days, remote employees should meet with: • Their team members. • Their manager and direct reports • Relevant employees from other departments 9. During month one: Arrange all necessary training. It can be challenging to train remote employees but with a wide range of online communication tools at our fingertips, it’s easier now than it ever has been. Any delays to training your new remote worker may leave them feeling demotivated and undervalued. Ensure that the trainer follows up each session to answer any potential questions. COMMUNICATION IS KEY! COMMUNICATE REGULARLY WITH YOUR REMOTE WORKER You need to know if they're facing any difficulties and whether they've settled into their new role, so you can react accordingly.
How To Hold Online Coding Interviews Using Zoom
Interviewing somebody across the world has never been easier. There are a whole host of services you can use to conduct a remote interview. Skype, Zoom, Facebook and even WhatsApp all have built-in video calling features. Although, there is a catch. These can sometimes fall short for certain types of interviews. And especially for interviews where work needs to be discussed and talked through. A great example of this is demonstrating coding abilities. This simply cannot be done effectively over a typical video call. But, there are services out there to help with this exact situation. Read below to find out. Zoom has a huge amount of functionality for FREE. There are plenty of tools on the market will allow candidates to demonstrate their coding abilities. But, we have the most experience with Zoom AND it has the added benefit of offering a large amount of functionality for free. So far, so good. Setting up an interview using Zoom is easy, but there are a few settings you need to configure to get the best out of it. Read our other article here to find out the 5 crucial Zoom settings to you need to set up. So why is Zoom so good for coding interviews? It's simple. Zoom allows for screen sharing on desktop, tablet and mobile devices. The host AND the interviewee can screen share by clicking on the Share Screen icon. It's so simple to use. And even better: The host doesn't even need to pass the control of the interview (or make someone else the presenter) to allow the interviewee share. But wait, there's more. After selecting "Share Screen" located in your in-meeting toolbar. You can choose to share your "Desktop" or an "individual application/window". You can access additional screen sharing tools using the meeting toolbar: These include: Pausing the current screen share Sharing a new window Annotating your current screen share (using a pointer or drawing tool) Remote control; the interviewee can allow the interviewer to control his/her keyboard and mouse. Additional tips for conducting a successful remote interview 1. Pick a solid platform. None of completely full proof but tools such a Zoom and Skype will be the most reliable. 2. Video calls only! It's very easy to be distracted on a regular 'audio' call. Video meetings require singular and focussed attention. 3. Test the connection before the call. It might be best, where possible, to use a hard line rather than wifi. 4. Plan your space. As well as testing the connection, ensure that you've checked your 'interview space' before the call. Check the camera angles and distance, ensure your space is tidy and make sure you don't have any light casting shadows over your face. 5. Use headphones with an external microphone. This will capture the best quality audio (microphones on laptops are never good). 6. Mute all other notifications on your laptop and mobile phone. This allows you to be completely immersed in the call!
5 Crucial Zoom Settings For Remote Interviews [Updated For 2020]
This is the great thing about Zoom: (Other than its reliability - although not full proof, it's more reliable than most). It offers a large amount of functionality for free. Making it a great option for small businesses or companies that are not ready to commit to a full payment just yet. This allows users to test the service and get workflows together before any money has left the bank. We have outlined the 5 important settings you need to configure to get the most out of your Zoom interview. PLUS. We have outlined our tips for a successful remote interview at the end of this article. Let's get into it. All the features you get with a FREE Zoom account: Up to 100 participants Unlimited 1 to 1 meetings 40 mins allowance on group meetings Unlimited number of meetings Online support Meetings longer than 40 minutes will need a paid subscription Prices can be found here https://zoom.us/pricing As you can imagine, Zoom have made it very user friendly so users of all skill levels can pick it up and go. They've made a load of video tutorials as well. This is how you schedule a meeting with Zoom: Easy, right? Zoom is the perfect tool to interview candidates when in-person interviews are not possible. All you need from the candidate are their email address and the scheduled date/time for the interview. That's it! You're ready to go. But. If you want to get the best out of Zoom. There are 5 settings you need to configure to tailor the service for video interviews: 1. Put the candidate name in the meeting Topic box. Makes sense, right? The meeting Topic is a great place to put the candidate's name and date/time If you’re scheduling multiple interviews, this will make it very easy to tell them apart so you can launch the correct interview at the correct time. The next tip doesn't actually make sense at first: 2. Choose OFF for host & participant video. “But I want to see the interviewee!” I hear you say. There's a reason for this Of course, you want to see the interviewee (otherwise you could just call them). BUT. It’s polite to start the meeting with the video off so the interviewer and interviewee can CHOOSE when to make the video visible to the other. This also gives them time to get that perfect angle from a usually unflattering webcam. The next setting is often overlooked. 3. Keep the audio options set to “both”. You might not intend to use the phone audio. But it’s helpful to keep the option for either party to dial in should they experience glitches with their laptop audio. It's always good to plan for every possible situation! The country dial-in options depend on where you are located. This next option will make your interviewees much more comfortable. 4. Check “Enable join before host”. What's the first rule of interviews? Don't. Be. Late. This option allows the candidate to log in to the meeting whenever they want to. If I was interviewing, I would definitely log in earlier to make sure I was familiar with the settings and controls. Especially if I haven’t used the service before (or for a while). This allows the interviewee to check their audio and video settings ahead of time. A simple but easy way to make the candidate as comfortable as possible. The next setting has caught people out in the past. 5. Make sure to generate a unique meeting ID for each interview. This can often be overlooked. Generating a unique meeting ID means that the interview is locked off to anybody else. If you don’t, it’s possible for one candidate to enter the meeting room of another, possibly whilst the interview is going on. The last thing you need is to throw off your candidate. So, that's it! It really is THAT simple to set up a remote interview. Sometimes a simple video interview won't be enough. Especially if you want to review code. This is where screen sharing becomes so useful. Learn how to screen share to present code or example work here. But first. Read our best practices for conducting a successful remote interview: Additional tips for conducting a successful remote interview 1. Pick a solid platform. None of completely full proof but tools such a Zoom and Skype will be the most reliable. 2. Video calls only! It's very easy to be distracted on a regular 'audio' call. Video meetings require singular and focussed attention. 3. Test the connection before the call. It might be best, where possible, to use a hard line rather than wifi. 4. Plan your space. As well as testing the connection, ensure that you've checked your 'interview space' before the call. Check the camera angles and distance, ensure your space is tidy and make sure you don't have any light casting shadows over your face. 5. Use headphones with an external microphone. This will capture the best quality audio (microphones on laptops are never good). 6. Mute all other notifications on your laptop and mobile phone. This allows you to be completely immersed in the call!
C++: The key to your future
Some of the hardest decisions you will ever need to make come early in your career, such as what profession to learn and where to live. Young people regularly ask me these questions, so I’m looking to provide guidance and some topics of thought when considering a career in tech. What programming language should I learn? The programming language that you elect to learn is one of the most important decisions you'll make when starting out in technology. This is because it will determine what industry you might end up in, what types of projects you support and who will hire you! The number of possible languages to programme has exploded over the last 20 years, and they all have their positives: Java is designed to work with any operating system; Python is the most accessible. But today, we’re making the case for C++, which is one of the oldest and most successful languages globally. 30 years ago, when it was first invented, C++ was far and away the most popular programming language. However, by the early 2000s, it had become slow to update and was overtaken by other, newer languages. NOW C++ is back and it’s up to third place in the charts. But why? Why C++? Let’s be honest: C++ isn't the easiest of all the languages to learn. It's very code-intensive, so you've got to be interested in writing it, but unlike some of the more lightweight languages, it is extremely scalable. It will work as well running a complex embedded machine as it will running a small indie app, and it's still one of the fastest running languages out there even at such a large scale. Mastering C++ as opposed to an easier language is a sign that you're not afraid of a challenge, and that your work will be useful for just about anything they want to apply it to - whether that's web development, embedded engineering, apps or video games. This is reflected in the annual salaries and contractor daily rates for C++ developers in Switzerland, which can be as high as CHF 140,000 per annum / CHF 900 per day across Switzerland. C++ has also stood the test of time, having been around since the 1980s in older forms, and has a large online community of developers. You can be confident C++ will keep being updated and won't die off. Working in Switzerland Even with your attractive new skills, that still leaves a place to use them. We help people find tech jobs in Switzerland because we think it's the best place in Europe to work in the technology industry. With excellent access to some of the world's largest manufacturing, medical devices, banks and financial companies, there is constant need for technology workers. This is reflected in some of the highest base salaries and contractor rates in Europe, along with some of the lowest taxes. Switzerland places no restrictions on European citizens working in tech, and you will find a huge melting pot of fellow foreign workers to mix with because 1/3 of Zurich's citizens have foreign passports. All in all, C++ and Switzerland are a winning combination for a great career in tech!
AI in Mobility - The Drivery Berlin
In October 2019 we hosted our first AI in Mobility event in partnership with The Drivery in Berlin. This was the first in a series of partnership meetups focussing on this exciting topic. For this event, we welcomed speakers from CIrc annd Carmeq: Presentation One: IQ Sayed, CTO and John Enevoldsen, Data Team Lead @ Circ: How technology and data are shaping the future of micro-mobility. Seemingly overnight Berlin has been taken over by little two-wheelers each coupled with a companion app. Join the experts from Circ (circ.com) , micro-mobility champion in Europe for an up-close personal talk about their current ride launching Circ across Europe and Germany. What was their approach? What were the challenges and lessons learned? What are the predictions for micro-mobility in Berlin? Join us for an evening filled with insights into tech and data insights as well as challenges in the mobility environment and learn how Circ use technology to solve the urban mobility challenge. Presentation Two: Jan Zawadzki, Project Lead, Data & AI @ Carmeq GmbH How Machine Learning is turning the Automotive Industry upside down The automotive industry has mobilized the global economy for decades. German automobile manufacturers (OEMs) alone employ more than 1 million people worldwide and generate sales of more than USD 500 billion. Since a Google + Stanford team won the Darpa Self-Driving Vehicles Challenge 2006 with the help of machine learning, the industry has been undergoing rapid change. Machine learning opens up brand-new business models, from autonomous driving to smart production to personal assistance in the car. However, the use of machine learning requires a different infrastructure than that found in traditional OEMs. Technology-first companies like Waymo or Tesla threaten to overtake established OEMs with billion-dollar market capitalization. Autonomous vehicles produce terabytes of data every day. This data can be immensely valuable in developing machine learning-driven functions. However, substantial challenges remain in the way of using this data. Visit this talk to hear about these challenges to help turn the automotive industry from a mechanical engineering to a software industry. The next event in the series will be taking place in February, so watch this space!