Archive for the ‘Jenrick IT’ Category

CIO priorities are different around the world, but the cloud is one consistent factor.

Tuesday, December 2nd, 2014

Jenrick IT are pleased to share this very interesting article on Gartner’s recent CIO survey that highlights the differences in the way that IT Managers around the world operate, but one thing that remains to be consistent across the globe is the importance of the cloud.

“CIO priorities are different around the World, but the Cloud is one consistent factor.” 

China is focused on growth and has bigger budgets to drive it. For North America, the big danger is complacency, while in Latin America they are confident that they have the right strategies in place. In the UK and Ireland, our focuses for growth are outsourcing and the cloud.clouds-blue-sky-620x465

These are some of the differences thrown up by the latest Gartner survey of CIOs, which shows that while there are many different approaches taken to IT, there are also similarities. One is a lack of growth for IT budgets, with Gartner pointing out that there was 0.2 percent growth from 2013 through the first quarter of this year but a region-by-region analysis shows wide deviations from that.



If your organisation is seeking cloud support services, please contact Jenrick IT, Award winning IT Recruitment consultancy on 01932 245 500. 

Is your head in the Clouds? Here’s a reality check – by Neil Fenton (Chairman of 10Duke)

Tuesday, December 2nd, 2014

Jenrick IT have noticed a significant rise in businesses seeking cloud application support and to complement this we are pleased to introduce Neil Fenton of 10Duke who has kindly contributed an article on what to consider when migrating to ‘The Cloud’. 

“Head in the Clouds? Here’s a reality check” by Neil Fenton

So, you’re thinking about cloud.   Fantastic, it’s the solution to all technical problems known to mankind, it is so enticingly attractive and all-encompassing that surely, in the not too distant future, Neil Fenton0654-copyStarbucks will be dispensing your favorite, Vanilla double-shot skinny latte from a cloud-based espresso machine, right? Running an online service supporting 7 million online video editors, 50,000 of whom will be using the service concurrently and from every corner of the earth will take about 1 man-week to shift to the cloud won’t it? The cloud makes it simple, doesn’t it?

Perhaps not.  Cloud services are indeed a remarkable set of abstracted computing resources that give you on-demand access to services such as database, processing, bandwidth and storage. But whether to use them, when to use them, and how to use them (as public, private or hybrid cloud deployments) entirely depends on the use case.

If you’re thinking about using the cloud here are some ‘starters for 10’ to be mindful of:

READ THE FULL ARTICLE: To view the full article, please click here.


How my Jenrick experience has changed my life! by Sarah Butler

Monday, November 24th, 2014

Sarah-Butler-Jenrick-ExperienceI (Sarah Butler) was so lucky to win the last Jenrick experience and I chose to learn how to swim!

Now I can hear some of you saying “yeah what’s so good about that” but let me tell you, it really has changed my life!

I had never learnt to swim and it was something I got by without… until my kids began to grow up.

When they started to learn to swim I began to realise how vulnerable I felt – I mean, if anything happened to them in the water I wasn’t in a position to help them. Also, I saw how much fun they were having and I wanted to be a part of that.

So that was what prompted me to enter this as my Jenrick Experience!

I now have the confidence and the ability to get into a swimming pool without thinking I’m going to drown!

I was also able to for the first time get into a swimming pool on our family holiday this year with my 2 children and even had races up and down the pool with my 10 year old – who is in this photo (and yes – she did easily beat me!).

My best friend also took me to Champneys for a weekend and it was so lovely to get into the pool there as it was so beautiful.

This was a massive achievement for me and it just goes to show you can teach an old dog new tricks :-)

I now have a membership with my local pool and go swimming about 3 times a week.

Thank you again to everyone at Jenrick for giving me an experience that has changed my life forever!!!

More Information:

Sarah Butler works in Jenrick IT, the IT and Technology recruitment division of The Jenrick Group.

IDC’s 2015 CIO Predictions: Demand For Analytics Continues To Skyrocket

Tuesday, November 18th, 2014

whats-nextWith 2015 just around the corner, perhaps it’s a good time to reflect on some CIO predictions that Jenrick IT found in a recent article from Forbes, as to where the significant changes are likely to be felt over the next 2-3 years within the IT industry. 


By 2017, 80% of the CIO’s time will be focused on analytics, cybersecurity and creating new revenue streams through digital services.

These and other insights were shared today by IDC during the webinar, IDC FutureScape: CIO Agenda Leading the 3rd Platform business and technology transformation through 2015 and beyond.  IDC sees the shift to a service paradigm in IT accelerating, along with a greater reliance on partners, clouds and global sourcing through 2017.

Based on how often analytics was mentioned in the webinar, it’s clear IDC is getting a large number of client queries in this topic area.  Demand for analytics continues to skyrocket according to Joseph Pucciarelli, Group Vice President of IT Executive Programs Research.


5 Key Steps in Strategic Talent Planning

Tuesday, November 18th, 2014

At a time when many organisations are planning for the year ahead, Jenrick IT have been advising clients to utilise planningeffective strategies in order to attract top talent to join their existing team.

To complement this, the following article explains the 5 key steps in strategic talent planning to ensure your organisation has a chance of hiring the best candidates.


Recruiting rarely is based on any sort of strategic plan. For most organizations, recruiting is a tactical operation ó a series of things that take place that result in qualified people getting hired.

It is mostly reactive, and few recruiters have the time or charter to look forward more than a few weeks. To ensure that your organization has a chance at hiring the best people ó and to successfully operate in a global, competitive environment, organizations ó you will need a strategic plan coupled to appropriate resources and tactics. Here’s a quick overview of the five essential first steps needed to put this plan together and to begin making it operational:


iBeacons – What Why and most importantly Where! – by Philip Keeley (Principal Systems Engineer, Aerohive Networks)

Tuesday, November 4th, 2014

New waves of low cost devices are hitting Industry enabling a vast array of possibilities. Users are expecting more information delivered appropriately and easily while becoming more reticent to hand over personal information. Companies do not want to offer free Wi-Fi to everyone – it is an enabler to better customer service – or at least it should be!

So in this world where location defines everything from a tweet to a flight booking there is a gap waiting to be filled, accurate location information when in a building. Wi-Fi location systems are ibeaconavailable and they work when carefully deployed but they are expensive and even today struggle with the fast moving changes in environment and user density.  So here comes the iBeacon to save the day…

What is an iBeacon?

A very simple low cost Bluetooth Low Energy (BLE) transmitter which can be the size of a USB plug. Each transmitter sends out 3 numbers, a UUID (Unique Unit Identifier), a Major and a Minor number. At first glance one may write it off as a geek object, but when this simple information is sent with controlled power output and timing interval that allows a client to not only hear the iBeacon but also work out how far away it is from the client – now the possibilities are much wider.

Most ‘tracking’ capabilities are aimed at tracking a user for whatever purpose and this has caused something of a backlash in the press, iBeacons are different as they are just transmitting the same information over and over again and the client is now in charge, they choose to listen to the information or not (or at least the device ‘owner’ gets to choose). So these devices become much less threatening than traditional MAC listening techniques or GSM Cell location solutions.

The downside is that the user requires an app to read these beacons – but more and more apps are hitting the market and the app approach will win out in the end. The key point here is to convince a user to download an app and ideally your app.  Once they have your app installed you can communicate with them in a much more personal way and even when they are not in your network. So let the symbiosis of free wireless begin. The owner of the network wants to know more about the user of the network, the user wants a better experience while on the network, both must provide recompense to the other.

It should be noted that the current app availability is minimal at best, the following paragraphs are concerned with concepts and possibilities rather than currently available apps.

The simplest quick win is in retail – in all its forms.


3 Easy Ways for People to Take On Your Advice by Kay White

Tuesday, November 4th, 2014

Kay White is an expert in communication and is a regular contributor to the Jenrick Blog and Digest Newsletter. Here is another superb article from Kay to help you should (1)enhance the effectiveness of your communication…

“Now, what you should do is…”  

“Well, it’s obvious, you should do this, then you should do that and then you should tell them you’ve done it”.

Should do.

What you should do and what you want to and actually do are often very different things.  Even if the advice we’ve been given is spot on, the fact that we’ve been told we ‘should’ do it is often the very reason we don’t follow it or take it on.  So if that’s the reaction we have, it’s the reaction that others will have when we ‘should’ all over them. Hmmm.

There’s something innately irritating to be told we should be doing something.  It implies – this is the subtle, savvy part to understand – it implies that we’re not doing something right and that the other person is wiser that we are.  It’s implicit that we’ve missed a trick and they haven’t.  That they know better exactly what will work for us. Grrrrr.

That’s the feeling that so often comes up.  Well, in reality, we know best – better than anyone – what works for us and as we all know, making a decision ourselves and then sticking to it is always more powerful than carrying out other people’s advice.  We own the outcome and, as such, are responsible for the result. (Or, in this case, response-able).


‘Four Principles of High Performing Teams’, by Jonathan Gregory (Enterprise Architect at Elsevier)

Tuesday, October 21st, 2014

Jonathan Gregory, Enterprise Architect at Elsevier, has enabled CxO executives to transform their businesses with technology strategies.slide-1-1024

Adept at articulating technical concepts in business terms to non-technical people, he inspires those around him with his creativity and passion.

READ THE FULL ARTICLE: To download the full article, please click here.


If you need advice on hiring the best talent within your organisation to create effective, high performance teams, please contact Jenrick IT, Award winning IT Recruitment consultancy on 01932 245 500.

The Leadership Secret to Supercharging your Team

Tuesday, October 21st, 2014

There is often the assumption that intellectual intelligence is the key factor that will enable a leader to drive a team forward in business.


However, Goleman, one of the country’s best-known writers and researchers on the subject of leadership, suggests that in fact a higher proportion of the competencies that distinguish the stars among leaders boil down to emotional intelligence.

The following article ‘The Leadership Secret to Supercharging your Team’, considers the main aspects of emotional intelligence that determine the success of an individual, from self-awareness to empathy and social skills.


“So you were first in your MBA class and have the smarts of Jeff Bezos and Marissa Mayer combined. If you want the brightest possible future in business, you may still have a few things to learn.

“During our school years, there’s this fallacious sense that only how well you do academically is going to matter in your life,” says Daniel Goleman, one of the country’s best-known writers and researchers on the subject of leadership. “Once you get into a business, particularly if you’re an entrepreneur, you know that’s nonsense. Lots of people with straight A’s wind up working for people who were B students. I once spoke to a roomful of CEOs; I  asked, ‘How many of you were magna cum laude, had the highest grades in your class when you graduated?’ Out of 200 or 300 people, it was about 1 percent. I said, ‘There goes the assumption that how well you do in school determines how well you do in  business.’ ”

Then what does determine how well you do? Goleman has spent three decades finding out.”

READ THE FULL ARTICLE: To download the full article, please click here.



If you would like advice on the subject of leadership, please contact Jenrick IT on 01932 245 500.

How To Tell A Job Candidate ‘We’re Not Hiring You’

Tuesday, October 7th, 2014

All hiring managers will agree that one of the most challenging yet important stages of the interview process is when they have to turn away an unsuccessful candidate.

We wanted to share this fantastic article from, explaining how best to approach candidate rejection, ensuring that both yours and their reputation are not damaged and they leave as a strong ambassador for your company. The article has been clearly written for the US market, however, the underlying messages can clearly add value to this aspect of the recruitment process, no matter where your organisation is based.


Managers have a lot on their plates. Goals and yardsticks and project plans get a lot of airtime. They get a lot of attention at work. Sticky human topics get the short end of the stick. They get swept under the rug.

When you post a job opening and you interview candidates, the conversations can be fun. They can be intellectually stimulating and give you lots of ideas as a hiring manager. You get good ideas even from the people you don’t end up hiring.

It’s easy to forget during the fizzy days of back-to-back interviews that most of the people you’re meeting will not get the job. You’re going to have to tell each of them “no thanks” before this process is over.

Way too many organizations do a horrible job of conveying the news “Thanks, but no thanks.”

Compounding the problem is the fact that in the middle of a job interview, the manager can be over-excited. He or she can say things out of turn. I’ve seen it and heard about it countless times. The manager says things like “I don’t know why you couldn’t do this job” or “You’re one of my top candidates” or even “I can easily see you in this job.”

These are really bad things to say, unless there’s a commitment behind the statement. What job-seekers go through is bad enough without also having to hear false-hope-raising statements like “I can easily see you in this job.”