Archive for the ‘Jenrick IT’ Category

British jobs boom spreads as firms go on hiring spree – City A.M.

Tuesday, March 11th, 2014

Great news! According to an article on City A.M. the employment market is looking very promising as British jobs boom with firms planning to expand in Great-newsQ2…

EVERY region in Great Britain and every sector of the economy is expecting to see another spike in hiring during the second quarter of the year.

Across the UK, 10 per cent of employers plan to expand their workforce between April and June, while only three per cent expect that they will reduce staffing levels. Every sector is now looking to take on more employees for the first time since 2008.

Research released by Manpower today also confirms that financial and business services are growing at a strong pace. A net balance of 12 per cent of employers in the sector expect to hire in the next quarter. The only sector where employment is expected to expand more quickly in the second quarter is agriculture, with the strongest intentions since 2002.


Developers in demand – Contact Jenrick IT for job opportunities immediately available

Tuesday, February 25th, 2014

Jenrick IT, specialist IT recruiter, has reported an increased demand for IT developers as web-developer-skillsinnovation continues to drive the UK economy forward. Key demand skills are; .Net, C#, Java, C++ and php.

Matt Hancock, Recruitment Consultant at Jenrick IT commented:

 “Right now, there is a particular demand for developers, all with companies that offer a great vision and opportunity to progress. I haven’t seen the developer space this buoyant in the last eight years.

We have seen a significant rise in the demand for development staff on both the contract and permanent side not only in Greater London area but also in the rest of the South East, South West as well as the Midlands and Yorkshire.

A number of clients are also offering the opportunity for work from home contracts.”

Current Permanent and Contract Developer roles available at Jenrick:

  • Java Developer – Permanent – Mid to Senior level – Oxford – 50k
  • php Developer – Permanent – Mid to Senior level – London – 45-70k
  • C#/.Net Developer – Permanent  – Junior to Mid level – Home based – 40k
  • C#/.Net Developer – Permanent  – Junior to Mid level – Godalming – 35k
  • C# Developer - Permanent – Junior and Senior – Leeds – Salary dependent on experience
  • php Developer – Contract – Senior level – London – £350/day
  • Java Developer (with Scala) – Contract – London – £400/day
  • Java Developer – Permanent – Mid level – Crawley – 45k
  • Java Developer – Permanent – Senior level – Crawley – 50k+
  • Java Developer – Permanent  – Mid level  – Surbiton – 45k
  • Java Developer – Permanent – Senior level – Surbiton – 55k
  • Senior .Net Engineer – Permanent – Senior level – Reigate – up to 60k
  • Java Developer – Permanant – Guildford
  • Software Developer -  Permanent – Surrey
  • Software Developer – Permanent – Surrey
  • Support Engineer – Permanent -  Surrey
  • Support Engineer – Permanent – Surrey
  • Software Developer -  Permanent – Buckinghamshire
  • System/Software Engineer – Contract – 6 months extendable contract – Southampton

Further Information

If you are a developer, working on either a contract or permanent basis, then Jenrick IT can introduce you to an array of challenging and innovative Clients and Projects.

To find out more, please call +44 (0) 1932 245 500 to speak to a member of the Jenrick IT team.

Image source: Thanks to for the original image

Why projects fail (Part 2): business readiness – by Cliff Moyce (Independent Management Consultant)

Monday, February 24th, 2014

My article last year on ‘Why Projects Fail’ referred to projects that were ill conceived, poorly planning-to-faildefined, lacking in customer need, had vague or unreliable sponsorship, and needed stronger governance. 

In this article I touch on one of the other reasons why projects fail – namely business readiness (lack thereof).

The objective of business readiness preparation is to ensure a smooth transition from the project to the business-as-usual (BAU) environment.  In particular, it aims to mitigate any risk that current BAU may be disrupted once changes are effected to products, services, systems, processes, or structures.  In my experience, business readiness is the most overlooked part of project and programme delivery.

A mentality of ‘hit and hope’ or ‘not my job’ often seems to pervade the field, which explains why CIPD (2003) found that 40% of organisational change projects fail to deliver the expected benefits because of a failure to ensure business readiness.  This despite the fact that in my experience organisational change projects are more likely to assess and ensure business readiness than any other project type.

“40% is close to flipping a coin about the ultimate and enduring success of your project or programme, so why would you do that after investing so much time and effort into the initiative?” 

There are many possible explanations why business readiness is not done, or not done well.  One reason is a mistaken belief that projects end on go-live and it is then up to unnamed others to ensure that the deliverables work or fix them.  Another reason is that the topic is not given enough emphasis in most project management methodologies.


Chopping up Code – by Matt Hancock at Jenrick IT

Wednesday, February 19th, 2014

My name is Matt Hancock and I have worked as a recruitment consultant for Jenrick IT, an IT recruitmentchopping-code agency, for many years.

I was inspired to write this Blog as I was chatting to a senior developer I know about a candidate applying for a junior C# development role who is self-taught in both C# and C++ at entry level.

Although I am aware this candidate had not been formally trained in either language, I felt the fact they had wrestled with C++ without tuition and support and made sense out of what, I believe, to be a tricky language to learn, showed they had a real drive and thirst to learn languages and was worth championing with a particular client who is currently looking to fill a junior development role.

The senior developer I was talking to described an analogy to me of his interpretation regarding the complexities of learning and using various development languages taking the form of how to build a wardrobe out of wood using each language.  As you read this Blog, please bear in mind that this is intended as a light hearted piece and is a personal view. For such a short article it tries, as best as it can, to take into account that each language has its own complexities and points in its favour as well as challenges facing each user.


Contractor praise for Jenrick’s DAILY payroll

Tuesday, February 11th, 2014

Within the last few weeks the payroll team at Jenrick have received some wonderful feedback from Contractors payroll_service_leftnavregarding how much they value and appreciate the daily payroll service that Jenrick provides…

“In 16 years of contracting, I have never received a remittance advice and payment so quickly.  The two things a contractor needs are support from the agency and being paid on time. Both boxes are ticked with Jenrick. Well done!”

“Thanks to everyone at Jenrick, you really have been the best agency I’ve dealt with over the last 6 years.”

We asked Matt Hancock, who has been managing a high number of Jenrick’s contractors for more than 17 years, to explain why Jenrick commits to providing a daily payroll service:


The Muda Diet – waste 2 of 7: Inventory waste, or; ‘why you should eat your ice cream and why you shouldn’t keep it in your deep freeze’ – by Gary Sage (Transformation Director)

Monday, February 10th, 2014

In this article we are going to briefly explore the second waste of lean – today, we will treat mudaIn-Process Inventory and Partially Done Work as a waste category, and we will discuss some ways to identify and deal with it.

Remember the first principle of lean is to:

“eliminate any activity in your process that does not add value to your end user”.


Before we continue let’s take a moment to further understand this notion of Lean and Waste. Waste is everywhere. In almost every business waste is often well camouflaged – it lurks, often in full view but somehow hidden from sight – it’s often the elephant in the room that almost everyone is blind to. Waste hides in places like admin. systems, hiring standards, PSLs, compliance, governance, security protocols, operating models- anywhere where things are required via Waste‘Compliance’ to be consistent – regulated.

Finance Systems are often riddled with waste issues – often these Finance Departments (and HR Administrative Departments) unknowingly collude in inefficiencies that ‘allow’ a company to constantly lose income and haemorrhage talent, revenue, resources and people in the form of Lean Waste (this is why senior management support is needed in any Lean growth initiative).

Compliance, HR and Governance teams create (and enforce) wasteful behaviours the moment at which they depart from a culture of collaborating and innovating within the enterprise. Waste starts when these teams fall into what Peter Hawkins calls the Parcifaltrap – they stop serving beyond themselves, (namely the enterprise) and begin to serve themselves to the point of institutionalised narcissism.

The moment these departments become self serving, and begin to enforce their ‘will’ via command and control methods, huge wasteful expense and productivity waste are sure to follow – along with a decline in morale and motivation.



Article kindly provided by Gary Sage, Transformation Director


  • If you would like to discuss how you can create a lean environment within your organisation please contact our team at Jenrick IT on 01932 245 500.

Jenrick IT are proud to promote Everest Expedition ‘British Army Everest 14: Out of the Silence’ in aid of PTSD

Monday, January 27th, 2014

Following Jenrick IT‘s ‘Forces to Business’ training programme, which successfully deployed everest-2014services personnel in IT and Business roles, we are pleased to promote a fantastic initiative aimed at combating PTSD amongst service men and women.

100 years since a team of World War 1 veterans conquered Mount Everest, Tim Bradshaw will be leading a team of service personnel to shout for help to deal with PTSD and Mental Illness…from the top of the world.

Expedition leader Si Naylor and climber Tim Bradshaw are still trying to secure funds and if they can raise another £12K it supports getting another serviceman on Everest.

Here is a letter written by Tim Bradshaw with an overview of the up-coming expedition which will take place in May:

100 years ago in 1914, Mallory, Irvine and their team were experiencing the trenches and horror of World War 1.  Having survived this and to prove to themselves and the nation that there was still hope in the human spirit, they went to Mount Everest in 1922. They were undoubtedly suffering from the effects of shell shock.

100 years later our team has survived Northern Ireland, Iraq and Afghanistan. We are now going to Mount Everest to tell our friends that it is OK to ask for help and raise awareness for combat stress.


Systems development is not a commodity, by Cliff Moyce

Monday, January 27th, 2014

IT Developers have never been in more demand than at this present time. Consequently, good systems-developmentJava, C#, C++ developers have a vast choice of companies to work with.

To complement this subject, we are delighted to welcome back Cliff Moyce to the newsletter with a fantastically written article covering the decision that will be faced by many IT leaders over the coming months, as IT projects continue to ‘kick up’ a gear.

Cliff argues the assumption that viewing IT Development as a commodity is a potentially dangerous path…

An article in one of the broadsheet business sections argued recently that computer programming could be done perfectly well by “highly skilled and cheap developers in the Far East”.  In effect, the author was arguing that is what people should be doing.

Though that statement is not completely wrong (some outsource providers do great work), it is the underlying assumption that is wrong; i.e. that systems development is now commoditised and should be bought on price as quality is universal.

My own experience tells me that:

  • Quality is not universal (including in the home country)
  • What you pay developers is not the true cost of your system development
  • The cost of failure dwarfs any extra investment in quality needed to ensure success

Anyone who buys system development services on price (and who is sold to principally on the basis of price) is taking a big risk.  Any notional cost saving goes out of the window if the new system fails to go live on the required date with all of the required functional and non-functional requirements satisfied fully.  The notional saving also goes out of the window when the system proves to be difficult to maintain and enhance in future, and ends up becoming a dragging anchor on the business.

So what is it that outsource developers lack in situations where projects are going awry?  Generally they lack a true feel for the business of their clients and also the business of the clients of their clients.  They can also lack experience and skills in integrating new systems into large corporate IT infrastructures.  Some of my clients have tried to get around this problem by having a blended team with the missing business, design and integration skills in-house, and coding done externally.

However, it is often those in-house resources who end up calling me after weeks of pulling their hair out because the knowledge gap with the developers is too great and is manifesting itself in the quality of work being done.  What agile methods have shown us more than anything is the fundamental importance of holding every member of a product development team fully responsible for the business success of any development (the autonomous, self-managing, cross functional team model).  By making team members jointly and severally responsible for achieving the desired business outcome, you will ensure that they give their full attention to all aspects of the development and not just the immediate code production requirement.  Developers who hold (and own) a full business and technical design in their heads are always more successful than those who do not.

Anyone who knows me, knows that I am a big fan of using external system development providers in Eastern Europe and Russia.  This is because I am always on the search for the highest possible quality in any development.  I know that deploying a poor quality product can cost a fortune over the long run and even threaten the viability of a business so I am never going to let it happen.

I am drawn to these regions for several factors, including high levels of engineering skills; strong educational backgrounds; a culture of excellence; high levels of integrity and commitment; stability arising from an old fashioned loyalty to the employer; and, a genuine passion for the business outcome (not just doing a job for money).  But that doesn’t mean that every provider in these regions is good – far from it; and, it doesn’t mean that providers in other regions are not good – again far from it.  I have used firms successfully in other parts of the world, but I find that my own view on quality and excellence is shared more commonly by firms in Eastern Europe (particularly Romania) and Russia.

In summary, systems development is not and never will be a commodity.  Buying systems development services principally on price runs a high risk of project – and possibly enterprise – failure.  Outsourcing systems development can be a very good option where quality  and stability are the main drivers, but it can be a dangerous option when cost is given precedence over quality.

Article kindly provided by Cliff Moyce, Independent Management Consultant – please click here to email Cliff Moyce.


If you’re seeking advice on outsourcing and implementing systems development staff for your organisation please contact Jenrick IT on 01932 245 500.

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Image: Thanks to for providing such a good image to support this article.

‘Take Control’ of your Career – Viral video from Jenrick IT

Monday, January 13th, 2014

In relation to recent research that reveals that 20% of the working population in the UK will be seeking to change jobs this year, why not take a look at our exclusive inspirational careers video which Jenrick is really proud to have prodcuced.

The video, which we released back in September 2011, has almost reached an incredible 13,000 views and has gone hugely viral. We hope it gives you the boost that you need to maximise your career!

Further information:

If you would like to get in contact with the Jenrick Recruitment Group, then please utilise the website links below…

Established since 1967, the Jenrick Recruitment Group are one of the leading, privately owned, multi-sector recruiters in the UK.

The Muda Diet – Waste 1 of 7: Transportation waste and why driving an ambulance in a bus lane can constitute a criminal offence – by Gary Sage (Transformation Director)

Monday, January 13th, 2014

In this article we are going to briefly explore the first waste of lean – below we will treat Transport muda-muri-murawaste as category, and we will discuss some ways to identify and deal with it.

Remember the first principle of lean is to:

“eliminate any activity in your process that does not add value to your end user”


Transportation, is all about moving things from place to place – it forms the backbone of western economies, it is also generates a huge amount of multidisciplinary waste.

Transport waste is a complex category (or container), and inside it lurks a hideous Gorgon of waste, paralyzing progress. It contributes to a multiplicity of needless (and compounding) costs, frustration, lost opportunities, delays and risk. Transport waste repeats and replicates itself each and every time goods or materials are moved or activities are handed off or over.