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Senior Business Analyst – exciting long term project, in discovery phase

IT & Telecomms | Business Analyst | Sydney | Contract
Senior Business Analyst – exciting long term project, in discovery phase
Senior Business Analyst required with end-to-end project experience, excellent communication and Vendor Evaluation experience (putting together RFP)
This is a fantastic opportunity for a seasoned Senior Business Analyst to secure a lucrative contract opportunity in Sydney CBD with a great client and exciting project.

Our customer is looking for a Senior Business Analyst for a HR System Replacement project. We are looking for a Senior Business Analyst with end-to-end project experience, as they are in initial discovery phase. So there

Service Desk / Desktop Support Analyst

IT & Telecomms | Help Desk / Support | Melbourne | Contract
Service Desk / Desktop Support Analyst
Excellent opportunity for an experienced Service Desk Analyst…6 months contract min…Immediate start
Our client urgently seek 2 experienced Service Desk Analysts to provide level 2 support across multiple sites Australia wide. To be successful you will have a proven track record in a similar position were you provided telephone & remote access support for approx 1500 users, Windows 7 & Windows 10 desktop environment. You must posses excellent communication skills with a strong customer focused background.

Experience, skills required 

Senior Network Engineer

IT & Telecomms | Network Engineer | Sydney | Contract
Senior Network Engineer
Excellent opportunity for an experienced Network Engineer…Immediate Start… 3 months +
Our client seek an experienced Network Engineer to manage and support the Data Network [DC environment], including the management of tools and documentation. You will manage all BAU activities as well as work closely with other Infrastructure teams across the business that support multiple sites across AU/NZ. To be successful you will have a minimum of 6 years experience in a similar role were you have provided design, implementation & support across a large Enterprise

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We are working with some of the worlds best brands.

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Strong Leadership.  Great results.

Based in London, with a global reach, Chapter Three offer a 360 degree approach to content creation, social media management and online amplification using influencer marketing and paid media strategies. Chapter Three are based cross the luxury lifestyle sector – working with brands ranging from Nike to MTV, through to Gymbox, 1Rebel, BXR London, MNKY HSE, Farmacy and Bala Baya, amongst many others.

We managed to get 5 mins to chat with Louise Rumball who told us more…

How old where you when you first tried a venture?
I qualified as a lawyer when I was about 25 and decided that if I was going to continue as a corporate lawyer, that I was going to go and do it in Dubai. Whilst I was given two months off between jobs, I started my own health and fitness blog where I met the founders of 1Rebel, one of London’s first luxury boutique gyms. Fast-forward two months later and I was accepting a job offer to start a social media agency with them and I definitely wasn’t on a plane to Dubai!

Do you have any role models?
My Dad has taught me everything that there is to know about building something for yourself from nothing. He lost his Father when he was young and I rely on him heavily so I am very grateful for the support that he provides me but more importantly, am in admiration that he was able to do it without having that Father figure to rely on. I also have 3 very influential role models in the form of mentors that run some of the UK’s biggest advertising and marketing agencies. They have definitely helped as aspirational figures in my career path.

Who has taught you the most?
Controversially, I would probably say myself. I have figured everything out along the way on my own. It definitely hasn’t been easy, but I am incredibly proud that I have got to where I have today.

Which one failure did you learn most from?
When my first and biggest client decided that they didn’t need my services anymore, I nearly had a heart attack. I was thrown out into the City to fend for myself and was absolutely petrified. That being said, it was the best thing that ever happened to me as I opened up my client base to all sorts of brands that I was restricted to by working with them initially.

If a plaque had to go up in one coffee shop/restaurant/bar saying Chapter-Three was founded here where would it be?
We have moved office a couple of times over the last year or two but all of our growth and memories have come from Labs Worldwide, the most incredible co-working and office space in the middle of Holborn. In the space of 3 months we have gone from a 1 person lounge access to a 10 person fixed office and we have had some of the most amazing memories building the business here together.

What is the best thing about working at Chapter-Three?
The team and the clients and the office. I come to the most amazing workspace every day and don’t feel like i’m working. The passion, the ambition and the happiness is unparalleled. My team are like family and to top that, we get to work with some of the most incredible brands on creating their content and social strategies.

Do you think there is a gender Imbalance in Tech?
One of our biggest clients is a Fiit-tech start up and they have a fairly even spread of males and females within their team. I think things are changing with Tech, just as I think that they should, but there is definitely still a male-skew in most cases.

When we launched the Technology People business in 2011 we launched a suite of vertical brands to cover all areas of the Technology market. Each brand was designed to specialise in a vertical sector of the marketplace with a dedicated team of specialists to assist. These brands included :-

PMO People
ERP People
BI People
Oracle People
Salesforce People
Digital People
Integration People
SAP People

As we have grown as a business all of these brands have been consolidated under the Technology People business, its simpler for our customers to engage with a single entity. All of these specialities still exist within our business, our recruiters still specialise in these technologies, just less brands and less logo’s for customers to understand.

If you have any questions please contact our directors on +61 2 9037 0300.

 

An inspirational thought leader in Information Technology and Financial Services Industries, Chief Executive Officer of Liberty IT Consulting Group, John Dimitropoulos, joins our editor for an interview this week. Here he talks about what makes him tick and what he looks for when recruiting team members for a project.

Q:  You’ve been heavily involved in Banking Transformation Projects. What do you see as the keys to success for such large and complex projects?

First and foremost, transformation is typically driven by the need to change the way a business operates.
Organisations usually place most emphasis on digitising or modernising their technology and start to worry about how they operate as a business later. The business needs to be part of the transformation. What I mean by that is, transformation doesn’t happen to the business, it happens with them.

Then comes the need for bold and committed-to-success executive sponsorship. The senior leadership team’s willingness to embrace change, make courageous decisions and empower team members to excel; this will trickle down to every member of the organisation and in the project.

Setting the sliders for the project early and carefully is another factor. These need to be determined at the very beginning of any project; how is the work going to be prioritised and what is driving the need for change? Is it increase in revenue, quality of customer service, customer experience, optimisation of operational costs, keeping up or beating the competition in leading edge technologies? This is one of the hardest things to decide on, but it needs to be done at the very beginning with the executive officer present.

Q:  What are the most important lessons you’ve learned from being involved in such large projects? 

The biggest lessons I’ve learned come by association with very complex transformational programs.
My influences include some very talented leaders who I cannot name here, who led large-scale banking programs over the last two decades. There have been some important lessons I learned, and I am happy to share with your readers.

  1. Executive sponsorship (from the CEO and the Senior Leadership Team) is a must; without it don’t bother.
  2. The Program Schedule must to be treated with the greatest respect, especially in the first 12 months. A great leader once said, “you lose programs in the first 12 months if you don’t manage schedule with the utmost respect”.
  3. Business transformation is a pull, not a push. The business needs to be actively driving the change from their end and cannot afford to have change done to their operations by IT or project managers. Earn their respect and buy-in early through small, incremental value-add solutions.
  4. Build a diverse and resilient core team to take with you in your long journey. Partner with the right service providers who have a proven success record and understand your industry; you will need their experience, capacity and support in the boardroom
  5. Manage change diligently; have the courage and conviction to say “no” to your business and your leader as “no” is not just an acceptable answer, it is a necessity if you wish to keep things on track.
  6. Look after yourself. Your health, your family and your career. I’ve been touched by sickness and loss (in my teams) in the past. If you are healthy and well you will always excel and outperform.

Q:  Which attributes or talents have been most valuable to have in your team in order to see the project through?

These programs are large, complex, expensive, multi-site and tend to attract talent from within and from a multitude of external organisations. Both permanent staff and contractors require skills, diversity and the right attitude. Re-use and grow internal talent where possible; you need to cultivate and retain IP for the future of your organisation. But it’s not enough. No organisation can scale on its own to deliver these programs. Create talent diversity through lasting partnerships with expert external suppliers. As team sizes grow rapidly, it is important to strike a good balance between existing business, technology experts and new blood. Expect and plan for multiple role rotations and attrition over the life of the project.

Q:  What usually drives team members to willingly follow a project leader?

The willingness from everyone involved to embrace the transformation is the biggest human factor. We don’t walk into a project and tell people “this is what’s going to happen”. We spend a great deal of time working with them to discuss the vision and purpose of the program first. We then work with them to determine the right business solution and how technology can enable it.

When team members understand the vision they are inspired to contribute to the success of the program.

Open and timely communication from the leaders creates a trust-based environment and makes sure the team is engaged and driven by a common purpose. Being a compassionate leader and expressing good work behaviours themselves, leaders will attract a team of right people.

A leader needs to also recognise the importance of a work/life balance. The mental and physical wellbeing of team members is very important. Things like ensuring they have proper breaks and offering flexible work arrangements helps to not only build a great team, but ensures their support for the life of the project.

Q:  What do you look for when you’re hiring people for a project team?

Personally, when I build teams, my approach is that you can always train people for technical skills, but you cannot buy attitude. Having expert skills will only get you so far. Cultural compatibility to the organisations values and the project’s work ethics is important. They also need to be willing to learn new skills (which is actually a big bonus for their career) and also willing to share their knowledge with others so the whole project benefits.

Q:  Tell me about your company, Liberty IT.

We established Liberty IT Consulting Group in 2016 with a small but great group of highly talented and experienced Information Technology professionals. We are part of a management consulting and recruitment partner ecosystem which collaborates well to create world class consulting solutions. Our clients operate across a diverse set of industries. That said, our core competencies are in the Financial Services Industry. Although our clientele includes some of Australia’s most recognised brands, we are also servicing the needs of a number of smaller clients. We have built the company on agile, “start-up” like principles. We are all very enthusiastic, passionate professionals with high drive and energy. Our flexible engagement model makes business with us easy and straightforward. We currently attract some of the best talent in the market.

Q:  Why is your relationship with Tech People so important?

In our early days, being the new kids on the block, we knew that our combined expertise and experience would only work if we got our business operations and strategic alliances spot on. With so many businesses in the same IT space, we saw a unique opportunity to align ourselves with Tech People as their longevity is testament to their business’ culture. Our values of experience, quality and ethics are also perfectly aligned. Ours is a true partnership – we’re not trying to outdo each other; we complement each other. We’ve gained a lot from Tech People and we believe they have too.

Tech People know IT recruitment like the back of their hand, and so we look to them for scale expansion and supply of the right people for our large projects. By truly working together, strategically and operationally, our business has been able to grow from the get go and with the right people from the very beginning.

You can find out more about John and his team here: http://www.libertyit.com.au/ and you can find opportunities to join the Liberty IT group on their careers page http://www.libertyit.com.au/careers/ and by signing up to our newsletter: http://www.technologypeople.com.au/newsletter/

Emerging trends for the best jobs of the future see vast changes and big opportunities ahead for the technology sector. Skilled-up candidates will be in demand for exciting and challenging career opportunities in areas like Cyber Security, IoT and Ai.

So, what’s in store for 2018, 2019 and beyond?

Cyber Security – the new battlefront

According to recent annual surveys by Telstra, almost 60 per cent of businesses experienced at least one disruptive security breach per month in 2016, compared to just 23.7 per cent the previous year.

From a national security perspective, the attacks themselves (on government departments, corporations and businesses) are reason enough for concern. Couple this with the mass exodus of IT expertise from Australia in search of greener pastures abroad, and it’s no wonder there’s talk of anxiety in the media.

But, for the emerging job market in Australia, the news gets better:

Traditionally the bane of governments, defense departments, security agencies and large multi-nationals, cyber-attacks are trending downwards to the SME sector. Shifts away from cash transactions and paperwork to cloud-based accounting and data management leave them open to unprecedented breaches online.

With over 2 million SMEs in Australia, the opportunities for IT security candidates and graduates are abundant, to say the least. The skills shortage is widespread, with advertised positions ranging from entry-level security analysts, who typically earn around $75,000, to software engineers and IT managers on six-figure salaries. These in-demand professionals will see massive opportunities in the coming years.

IoT and AI

The Internet of Things (IoT) will be the next global paradigm shift. It’s projected to be even bigger than the Industrial Revolution, more revolutionary than the Internet and forecast to affect or disrupt almost every industry sector, everywhere. That’s a big call. Some sectors and organisations are better placed to benefit from, and accommodate, the changes it will bring. Telcos are particularly well-suited to adapt and profit from this generational shift as they are already processing staggering volumes of data and the performance of their networks will be the lynchpin of the IoT.

As we move quickly towards a world where corporations having buildings, machinery and assets connected to the web, guaranteeing the security and capacity of these data networks will be in the hands of Telcos to push the revolution forward. As such, Telcos are set to be big beneficiaries of IoT and some of the biggest employers of future data experts.

AI

As for Artificial Intelligence (AI), given the river of money and resources IBM (Watson) Google (Home) and Amazon (Echo) are committing to the effort, the hype would appear to be real.

In Australia, banks have millions of customers they need to engage, retain and nurture, giving them the desire and wherewithal to bring the very latest technology to bear in order to succeed.

Take UBanks’ recent launch of ‘Robochat’. This is an automated virtual assistant designed to not only answer questions posed by prospective home loan applicants, but programmed to actually ‘read’ and respond to customers based on their mood. They’ve even humanised him by throwing some humour in the mix, with tongue-in-cheek responses like:

Q: How much does a hipster weigh?
A: An Instagram.

Ha!

With innovations like Robochat leading the way, the banking sector is just one industry where AI is presenting massive opportunities for those willing to chase them.

Those believing that AI is going to do us all out of a job can take comfort from the latest delay in the launch of NDIS’ virtual assistant, “Nadia”. Aiming to help people navigate the National Disability Insurance Scheme (NDIS) the government has stalled on the project. It was reported by the ABC that “Nadia’s 12-month “traineeship” never started…they fear the census and Centrelink ‘robo-debt’ debacles took their toll on government-wide appetite for risk”. Source. So, the likes of Nadia (even with the voice of Oscar winner Cate Blanchett behind her) won’t be taking our jobs in the immediate future!

Just as the mass production of the motor car saw a decline in the demand for horse shoes, mainstream media may lament the rise of technology with predictions of crippling job losses due to robotics and automation. But, as technology has done ever since Ford first started manufacturing the Model T in 1908, the technology jobs market will always be an exciting one of growth, change and progression.

 

We, the team at Technology People, write to express our support for Marriage Equality in Australia & want to urge people to vote YES !

We support diversity in the workforce and recognise the rights of our lesbian, gay, bisexual, transgender and intersex (LGBTI) employees to live and work, free of prejudice and discrimination, with all the essential freedoms enjoyed by other members of our organisations and the broader community. Technology People openly welcomes all members of the LGBTI community & we support the push for equal rights.

An equitable society, free of discrimination, also allows all employees to function at their best. Australia is a robust democracy however, we support seeing it treat all its citizens equally.
Legalised discrimination in one area allows discrimination to flourish in all areas.

Australians are increasingly supportive of marriage equality, with a recent Crosby Textor survey showing seventy-two percent, believe same sex couples should be allowed to marry. We agree. Of the remaining twenty-eight percent only fourteen percent strongly opposed the proposition.

Globally, over twenty countries have passed laws to allow same sex marriage, including countries that are culturally similar to ours like New Zealand, the United States of America, Canada, and Great Britain. These countries did so with lower support for marriage equality than Australia is seeing right now.

On 22 May 2015, the Republic of Ireland held a referendum to sanction same sex marriage. A Yes vote was supported by the Government, all major political parties and the voters themselves.
On 26 June 2015, the U.S. Supreme court returned a judgement in favour of legalising same sex marriage across all 50 states.

These two events see Australia isolated amongst countries with English as a first language.
Not only is marriage equality the only truly fair option, it is also a sound economic option given, that a happy workforce is a productive one. To remain competitive and to attract top talent globally organisations – and nations – must create a fair and respectful environment for all.

Equality in the workplace works; Discrimination does not.

We support the right for all our employees to have equal opportunities in life. We therefore support marriage equality.

We say yes !

Rewriting the rules for the digital age

Organisations face a radically shifting context for the workforce, the workplace, and the world of work. Our survey of more than 10,000 business and HR leaders from 140 countries reveals 10 areas for businesses to focus on to better organise, manage, develop, and align people at work.

A call to action for HR and business leaders

A number of converging issues are driving the need to “rewrite the rules.” Technology is advancing at an unprecedented rate. Individuals are relatively quick to adapt to ongoing innovations, but organizations move at a slower pace. Many still retain industrial age structure and practices that are long outdated. Even slower moving are public policy issues, such as income inequality, unemployment, immigration, and trade.

It’s these gaps among technology, individuals, businesses, and public policy that are creating a unique opportunity for HR to help leaders and organizations adapt to technology, help people adapt to new models of work and careers, and help the company as a whole adapt to and encourage positive changes in society, regulation, and public policy.

Download the PDF: Human Capital Trends 2017

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