Sep 17, 2025 | IT
Why September is the Perfect Month to Fill Your IT Vacancies and Why Langley James is Your Ideal Partner
As the summer winds down and the crisp autumn air begins to settle in, September emerges as an ideal time for IT recruitment. This month offers a unique set of advantages that can make the recruitment process more efficient and successful.
Introduction
September is a pivotal month in the recruitment calendar. With the changing season comes a renewed sense of purpose and readiness among professionals. This period not only marks the end of holiday distractions but also signals the onset of strategic planning for the upcoming year. This makes September a prime time to recruit IT staff, and Langley James stands as your ideal partner in this endeavour.
1. A Surge of Candidates
Post-Holiday Motivation
After a summer filled with vacations and relaxation, many professionals come back rejuvenated and ready for new challenges. This post-holiday motivation translates into a higher willingness to consider new job opportunities. Candidates who might have been passive earlier in the year are now actively searching for roles that align with their refreshed outlook and renewed energy.
New Year, New Beginnings
September also coincides with the start of a new fiscal year for many organisations. This timing prompts professionals to reassess their current positions and career paths. The notion of ‘new beginnings’ is particularly strong, leading to an influx of candidates looking to switch roles and advance in their careers. This mindset makes September an opportune time for businesses to capture the attention of top-tier IT talent.
Increased Activity
Historically, the job market sees an increase in activity in September. With the summer lull behind, both candidates and employers ramp up their efforts. Candidates polish their CVs and gear up for interviews, while businesses focus on filling critical vacancies. This simultaneous increase in activity fosters a dynamic market where the probability of finding the right fit rapidly heightens.
2. Timely Onboarding for the New Year
Strategic Planning
Bringing in new hires in September allows businesses ample time to integrate them into the workflow well before the year-end. This strategic onboarding ensures that the new employees are well-acquainted with the company culture, processes, and projects by the time the new year begins. Consequently, they can hit the ground running, contributing effectively from day one.
Alignment with Budgets
September is crucial in terms of financial planning for many organisations. Finalising the budget for the next fiscal year often happens during this period, making it easier to allocate resources for new hires. Companies can align their recruitment strategies with budgetary requirements, ensuring that they secure the best talent without straining finances.
3. Reduced Competition
Summer Slowdown
While activity increases in September, the competition for top IT talent is not as fierce as it is in peak hiring seasons like spring and early summer. This relative lull provides businesses with a golden opportunity to attract high-quality candidates who might have been overlooked by others during more competitive months.
Increased Visibility
In a less crowded job market, your job listings are more likely to stand out. This increased visibility can attract a pool of highly qualified candidates, giving you a competitive edge. Additionally, with fewer companies vying for the same professionals, the chances of securing the right fit for your IT vacancies are considerably higher.
4. Why Langley James is Your Ideal IT Recruitment Partner
Industry Expertise
Langley James boasts a team of consultants with a proven track record in successfully recruiting IT professionals across various roles and experience levels. Our deep knowledge of the industry ensures we understand the specific challenges and requirements of IT recruitment, enabling us to find the perfect match for your needs.
Extensive Network
Our extensive network of talented IT candidates is one of our strongest assets. This wide-reaching pool allows us to quickly identify and present the most suitable candidates for your open positions, ensuring that you find the right fit in a timely manner.
Tailored Approach
At Langley James, we believe in a customised recruitment strategy. We take the time to understand your unique business requirements, company culture, and goals. This tailored approach allows us to develop a recruitment plan that aligns perfectly with your specific needs.
Efficient Process
Our streamlined recruitment process is designed to ensure a quick turnaround time. From initial consultation to final placement, we work diligently to fill your IT vacancies efficiently, reducing downtime and maintaining productivity.
Dedicated Account Manager
Each client is assigned a dedicated recruitment consultant who provides personalised service and support throughout the hiring process. This ensures consistent communication, tailored advice, and a seamless recruitment experience from start to finish.
5. Tips for a Successful September Recruitment
Clear and Compelling Job Descriptions
Drafting clear and compelling job descriptions is crucial. Highlight the key responsibilities, qualifications, and benefits of the position to attract top talent. Focus on what makes your company unique and why candidates should choose to work with you.
Competitive Compensation
Offering a salary that is competitive with the market is essential to attract the best candidates. Conduct thorough market research to ensure your compensation packages are aligned with industry standards and appealing to top-tier professionals.
Employee Perks and Benefits
Beyond salary, showcasing your company’s unique culture, perks, and benefits can set you apart from other employers. Emphasise aspects like flexible working hours, professional development opportunities, and employee wellness programmes.
Efficient Hiring Process
A streamlined and efficient hiring process can significantly enhance your chances of landing top candidates. Minimise delays, keep the communication transparent, and make swift decisions to avoid losing out to competitors.
Conclusion
In summary, September presents a unique window of opportunity for effective IT recruitment. From a surge in motivated candidates to reduced competition, the advantages are manifold. Partnering with Langley James enhances these benefits, providing you with industry expertise, an extensive network, and a tailored approach to meet your specific needs.
Contact Langley James to discuss your IT recruitment needs and discover how we can help you achieve your hiring goals.
Tip:
By taking advantage of the unique opportunities that September offers, and partnering with Langley James, you can increase your chances of finding the right IT talent to meet your business needs and set yourself up for success in the coming year.
Who is a Stakeholder?
To clarify a stakeholder in terms of recruitment will probably be a mixture of Department Managers, Directors, and HR, on occasion it may involve a supplier or client.
The primary stakeholders will likely be the Line Manager, the Recruiter, and the Candidate. Secondary stakeholders may include senior management or directors, senior team members, HR, key client or customer contacts, or anyone who needs to be considered or consulted with before offering a job.
Motivations, Perspective, and Impact
Disagreement, indecision, and delay, can result in the best candidate for your IT Recruitment role accepting another position. “If only the HR manager and Directors could agree!”. If it were your decision, you would have offered the candidate the job weeks ago. All those hours, all that effort, means repeating the process again.
This scenario may sound familiar to you and is a situation we are often exposed to at Langley James IT Recruitment. Stakeholders often believe and tell us “Candidates who really want to work here will wait”, which doesn’t always end in the best result for an organisation.
To minimise the impact of delay, we recommend that when you have written your amazing job description, ask yourself, who will be impacted by this recruit? Who will benefit? Who will risk failure? Who will make the final decision? Why?
Questioning the recruitment process and the stakeholder’s motivations behind their recruitment decision making will greatly improve your understanding and your ability to manage expectations.
Talk with each stakeholder early in the process, especially the decision-makers and those in the interviewing team, to discover what they believe makes a good candidate. Explore the reasons why and try to guide them away from emotive, personal beliefs, and, instead, towards the actual needs of the business. Importantly, seek clarity on what they believe separates truly essential and desirable skills, experiences, and traits. In our experience at Langley James IT Recruitment, this is at the core of most disagreements and recruitment failures.
Next, we recommend getting them all together in a meeting. Present your findings to the group and share a discussion with the aim of forming a unified, aligned, and realistic candidate profile. The idea here is simple. Pre-empt conflict by seeking agreement early on. You will not regret it.
Too Many Chefs
Multiple stakeholders are commonplace, however, when some or all of them believe their opinion is final, your recruitment plans are destined for problems.
Senior people naturally assume a decision-making role, so to avoid conflicting opinions, we would recommend the best approach is to tackle decision making power and process early on with the backing of a senior-level colleague. Establish ‘roles’ for each stakeholder and make it clear what is expected of them before any interviews take place.
Ideally, the Line Manager should have the final decision, supported by the advice and views of those around and above them. However, in many instances, the final decision tends to lie with the most senior member of the recruitment process. If that is the case, try to drill down to fully uncover the decision maker’s recruiting style, system, and, critically, what they believe will make a good candidate.
Remember, your goal here is to achieve a system of decisions, not endless debate.
Same Page Communication
Unity and agreement are aimed squarely at a solid communication strategy. By getting it right, everyone involved will describe the job opportunity to prospective candidates in the same way, it will reduce the chances of underselling, over-promising, and misunderstanding. Internally, you will feel confident being aware of each stakeholders’ opinions.
Nothing disappoints candidates more than a well-pitched job with an underwhelming reality. Instead, with a strong, well thought out brief, Langley James IT Recruitment can go out to market pitching your job opportunity with accuracy. This means those shortlisted will be well-matched, committed, and more likely to last the distance as they satisfy the considered stakeholders.
Stakeholder Management requires preparation, time, patience, and a lot of listening. Ask the right questions and you will soon be well on the way to achieving a solid recruitment process culture.
Matrix
Langley James IT recruitment recommends that the business produces a recruitment Matrix that lists the required skills and experience from each stakeholder, many of these will overlap and it can be reduced to a shortlist, each skill and attribute should then be given priority status and also weighted as to which skill or attribute is the most important. This Matrix can be then used when interviewing to avoid any bias.
Sep 16, 2025 | IT, Tips
Interviews – they are the most effective way to reduce your shortlist, while getting to know your new potential employees. You’ve probably completed lots of interviews, however, the power really is now with the candidate. As candidate experience takes over the hiring process, there are a few ways you can ensure a candidate will leave wanting not only the job, but also a genuine desire to work for your company. It’s easy, when it comes to interviewing in IT, to focus purely on the technical skillset. But it’s so important to also test for personality and team fit. Doing this right can mean that you retain your new employee for a lot longer than if you only looked at tech skills.
Why it’s so important to conduct an effective interview in IT
Interviews give candidates the opportunity to get to know your company more. It’s their chance to understand whether you’re the right fit for them. You are essentially being interviewed too. Even if someone isn’t the one for the job, leave them with a positive feeling about your company.
Candidate experience is important. We live in an age where people happily share their experiences with others. Whether candidates have a positive or negative experience in an interview, they are likely to share this with their network; influencing whether you’ll attract top talent in the near future.
It is still a candidate driven market, particularly in permanent IT recruitment. Your competitors are fighting for the same talent. Therefore, it is important that your interview process engages candidates, making them feel a part of your company, even at this early stage
Before you hold your next interviews, try to reflect on what your current recruitment process says about you. Then make effective changes if needed to ensure you’re being viewed as you’d hoped.
Check out our top tips below on creating the best interview experience for your candidates and get your first-choice IT hire.
Make the first impression a lasting one – for the right reasons
First impressions on both ends of the spectrum count. A candidate’s performance influences their likelihood of moving through the hiring process. Likewise, your processes influences a candidate’s decision if they want to progress to the next stage.
Is your company culture is relaxed and creative? Make sure that your interview has the same feel. A corporate interview style could potentially put those candidates off who will best fit your culture. An interview is the best opportunity to give candidates a true and transparent insight into your company and values.
Avoid a ‘checklist’ approach to your interview
Some hiring managers find interviews a little awkward. If this is you then you’ll probably find it easier to follow a checklist when interviewing. You may have heard that this is the fairest way to compare candidates? Whilst this is true, it’s important to still inject personality. A list of questions can be disengaging and often leaves you knowing nothing about the candidate’s personality or team fit.
Of course, there are key areas to run through and certain criteria you are looking for. However, finding the most perfect candidate by simply filling all of your tick boxes is unrealistic.
Instead of running through the same process, interview after interview, let conversation flow. How else are you going to really find out what makes the candidate tick? Don’t let your interview process drive your candidates to your competitors!
Share your company culture and values
It is important that you share your company values, goals, and ways of working at the interview. The way you conduct business will influence a candidate’s decision. With that said, it’s best for candidates to understand your culture now, and whether it is for them. This is key for both parties. A candidate who fits your culture is likely to be more engaged, more productive and stay with you for longer.
During this part of the interview, it’s also important to share what happens outside of the office doors. What exciting projects are you involved in? Do you with within your community to give something back? Candidates are keen to secure careers with companies that share their values. An interview is the perfect place to start.
Additionally, when it comes to IT, lots of candidates are keen to keep learning and developing their skills. Are you an early adopter of up and coming technology? Or, are you always looking for ways that technology can continue to help your business thrive? IT candidates love to hear about the importance you place on technology and what it can do for your business now and in the future.
Engage candidates as much as possible throughout the interview
Another way to ensure your candidates feel excited about your job offering and workplace is to ensure engagement is continuous. Provide opportunities throughout the interview for questions, share your own experiences at the company, and really humanise the conversation.
An interview should be a two-way exchange. At the end of an interview, you should feel that both you and the candidate have a better understanding of each other.
If you’re looking for the best possible candidates for interview, get in touch with our team today. We specialise in permanent and contract IT recruitment, helping companies just like you source the very best candidates!
Jul 28, 2025 | IT, Tips
Technical tests are often used in IT, Tech and AI recruitment. Technical testing can provide a far greater insight into how the potential employee will perform in your role. Interviewing on gut feeling is not right, and tests can assist in confirming or rejecting those “nice people” that are professional interviewees. Remember, most people have been an interviewee far more than an interviewer! But are your tests preventing you from securing great candidates?
What do technical tests entail?
Technical tests are a more practical way of interviewing a candidate. They are used in order to assess technical ability and knowledge required to be able to fulfil the role. Depending on the technical skills that are required for the role, technical testing methods will vary. Technical tests are a great idea to help your interview process. You can download a multitude of tests to suit your need. There are free ones and there are ones you can pay a fee for. It’s an industry all on its own and some people and companies are making a great living from it, so they must be worthwhile.
Not all questions administered to the candidate are aimed towards testing technical knowledge and ability. Often technical tests also test problem solving skills, personal skills, communication skills and even how their thought process is constructed.
You may already be testing IT, Tech and AI candidates as part of your recruitment process. But are your tests right? What are you testing for? Don’t just test for testings sake! Make it a valuable part of your decision making.
How to test more effectively
The best technical tests in our experience are written by someone who knows the role you are recruiting. A person who understands all the necessary technical skills to be a success. But not only this, they will also be able to identify any transferable skills. By testing in this way, you may get a better chance to secure the best person for your role. Testing in this way can help identify those that will perform well at the role, even if they don’t have the tech skills that are on your list.
When using an ‘off-the-shelf’ technical test, you’ll find that some of the questions are not relevant to your role. Whilst they may be valid technical questions, not all will be suitable. This is the feedback we have had from candidates. And in some instances, the suitability of the technical test has even discouraged them from taking the role.
So in short make sure your technical test is relevant to the role you are recruiting, otherwise you may be losing out on some great candidates. However, it’s also important to ask the right questions in interview to help determine someone’s technical ability.
What should technical interview questions entail?
To be able to make a fair decision about the ability of the candidate to perform in the role, it is vital to ensure the questions you ask the candidate will reveal certain key attributes.
Our advice is to ask questions that will:
- Relate to the company’s technical activities and demonstrate a candidate’s knowledge and experience in these activities
- Demonstrate a candidate’s ability to complete technical activities that are required as part of the role
- Demonstrate the candidate’s previous experience, knowledge, or education in a particular field
- Require the candidate to demonstrate their problem-solving skills. This can be done by administering a case study that explains an issue the candidate may come across as part of the role and assessing how they solve the issue and comes to a conclusion.
Are technical tests worth doing?
All in all, technical tests are a great method to use to interview a candidate. They can reveal a lot about the individual’s ability to undertake the role they have applied for. But as well as technical testing, be sure to get to know the candidate on a more personal level to ensure they will be a good fit for your company.
Another key point to remember is to make sure that your testing doesn’t cause delays to the interview process. In the current market it’s important to make sure your process can be quick to secure the best candidates. You may find our blog 3 Simple Ways to Speed Up Your Hiring Process an interesting read.
The interview process can be a stressful time for both the candidate and the interviewee. If you need help recruiting the best IT professionals, our expert consultants are on hand to help you at every step of the recruitment process. Call us on 0207 788 6600.
Jul 27, 2025 | IT
“Unleashing Innovation: The Power of an Internal
IT, Tech and AI Department Over Outsourcing”
Internal IT department being innovative,
In today’s fast-paced business environment, innovation is key to staying ahead of the competition. One area where innovation plays a crucial role is in the realm of IT, Tech and AI. Many companies face the decision of whether to have an internal IT, Tech and AI department or to outsource their IT, Tech and AI needs. While outsourcing may seem like a cost-effective solution in the short term, there are several reasons why having an internal IT department is the best choice when it comes to fostering innovation.
One of the main advantages of having an internal IT, Tech and AI department is that the personnel are intimately familiar with the business and its unique needs. Unlike outsourced IT, Tech and AI providers who may work with multiple clients and industries, internal IT staff have a deep understanding of the company’s operations, goals, and challenges. This insider knowledge allows them to tailor IT, Tech and AI solutions that are specifically designed to meet the company’s needs and drive innovation.
Another key benefit of an internal IT, Tech and AI department is that the staff are fully committed to the success of the company. Unlike outsourced providers who may have other clients and competing priorities, internal IT, Tech and AI personnel are dedicated solely to the company they work for. This level of commitment and loyalty can lead to greater dedication to finding innovative solutions that drive the business forward.
Additionally, internal IT, Tech and AI staff are an integral part of the fabric of the company. They are immersed in the company culture, values, and goals, which allows them to align IT initiatives with the overall strategic direction of the business. This alignment is essential for driving innovation that is in line with the company’s long-term objectives.
When it comes to innovation, having an internal IT, Tech and AI department also fosters a culture of collaboration and creativity. Internal IT, Tech and AI staff work closely with other departments and teams within the company, allowing for cross-functional collaboration that can lead to breakthrough innovations. This level of integration is difficult to achieve with outsourced IT, Tech and AI providers who may not have the same level of interaction with the rest of the company.
In conclusion, when it comes to fostering innovation, having an internal IT, Tech and AI department is the best choice for companies looking to stay ahead of the curve. Internal IT, Tech and AI personnel bring a deep understanding of the business, a high level of commitment, and a culture of collaboration that is essential for driving innovation. If your company is looking to build a strong internal IT, Tech and AI team, consider partnering with Langley James. With over 25 years of experience in assisting companies with the recruitment of permanent IT, Tech and AI staff and IT, Tech and AI contractors, Langley James can help you find the right talent to drive innovation and success within your organisation.
Jul 27, 2025 | IT, Management
When was the last time you reviewed the employment discrimination laws before conducting an interview? Most hiring managers have every intention of complying with employment discrimination laws but find that the time needed to keep abreast of the nuances of employment discrimination in areas such as race, gender, religion, national origin, age, marital status, medical history, physical disability or criminal records hard to find.
Yet failure to properly prepare can lead to questions and conversations that should be avoided, a notion we deem as ‘illegal interview questions’. Generally, asking questions alone is not illegal unless the candidate belongs to a protected class and believes that he or she was rejected due to the information that was gathered. If this happens you will be forced to prove that employment discrimination did not occur. Interviewing with this in mind can be unsettling and it can be hard to proceed confidently during the interview process unless you have a solicitor by your side! But many questions that are necessary to screen for the position can tread on dangerous territory.
For example, if we cannot ask a person’s age, how do we find out if the candidate is above the minimum age requirement? What if it is important to check criminal or credit history due to the type of work involved? What if you want to make sure the candidate is able to work overtime due to the demands of the job? How do you determine a candidate’s citizenship?
To help you avoid common pitfalls and subsequent illegal questions in the interview process that could leave your company exposed to a claim for employment discrimination, begin by sticking to the following two practices:
Only Ask Job-Related Questions
Problems can arise from questions asked before the interview even begins! Innocent conversation on topics used to break the ice and make the candidate more comfortable can cause problems if the candidate is rejected. Go ahead and talk about the news, sports or weather, but stay away from personal topics such as children and spouses. A candidate can naively reveal personal information that you did not ask for. Politely steer the conversation back to job-related questions that you have (hopefully) prepared in advance of the interview!
Subject Each Candidate To The Same Hiring Practices
Keeping the interview fair and equal must start by using a job application that asks the same questions of each candidate. If you require testing, make sure that all candidates applying for the job are tested with the same instrument. In advance of the interview, write a job-related, detailed and validated position description. Based on the job description it is advisable to compile a list of solid interview questions that keep to the qualifications of the job. If possible, familiarise yourself with the laws that apply specifically to discrimination.
Blah blah – so what about these taboo questions I hear you say!? Well, here are a range of questions you might want to think about before inviting your next recruit into the building:
A Candidate’s Age…
The only time that it becomes important to know a person’s age is when you think the candidate may not be of legal working age. This information can be obtained by simply asking the candidate if they can prove that they are over 18 years of age.
A Candidate’s Criminal Record…
If there is a need to know about a candidate’s criminal record simply ask if the candidate has ever been “CONVICTED”. The objective is to steer clear of asking if the candidate was ever arrested, as this question is illegal. The candidate only needs to reveal a conviction. It is best to include this question on the application form.
A Candidate’s Disabilities…
There is a right way (legal) and a wrong way (illegal) to ask questions that are related to physical and mental disabilities. The difference between the two questions is that the illegal question can be construed as an attempt to disqualify a candidate.
A Candidate’s Physical Abilities…
After a thorough job evaluation identifies that the position requires specific physical ability, such as lifting, determine the amount to be lifted (such as 40 pounds) and how far and how often this must be done (such as 25 feet repeatedly during the day.) Then ask EVERY candidate: “This position requires that you lift 40-pound boxes and move them 25 feet repeatedly. Are you able to handle this aspect of the job?”
A Candidate’s Marital & Family Status…
Don’t ask if the candidate is married or if he or she has children. It is not relevant to the job. Sometimes an interviewer will want to find out if the candidate can handle the work schedule that the job requires. It is okay to ask the candidate if he or she is willing to work overtime, travel or relocate. You can also ask if there are any days or times that the candidate will be unable to work. It is not okay to ask if working on a particular religious holiday will be a problem. Don’t ask the candidate if he or she has any children or how childcare will be handled.
A Candidate’s Medical History…
Questions regarding a candidate’s medical history are considered discriminatory. A full medical exam can be part of the hiring process AFTER an offer has been made. Drug screening can be conducted prior to extending an offer. Make sure that your policy states that you do not hire anyone with a positive drug screening result.
A Candidate’s National Origin…
Don’t ask: “Where were you born?” Or “What is your native language?” You CAN ask if the candidate is authorised to work in the UK. You can also ask what languages a person speaks if this information is shown, after a thorough job evaluation, to be a requirement of the job.
The Candidate’s Gender, Sexual Orientation, Race, Religion Or Political Affiliations…
– Just Don’t Ask !!!
These types of questions are strictly taboo and should not be asked or discussed at any time during an interview. Once the applicant becomes an employee, the employer may collect this information for affirmative action programs and government record-keeping and reporting.
Avoid gender-stereotyping questions — sexual harassment suits can be filed no matter how many employees work for your company.
There you have it. A range of advice covering all the major areas of danger. Bottom Line – If in doubt, don’t!
Jul 16, 2025 | IT, Tips
Optimising Your AI Investment: The Strategic Imperative role of an “AI Business Partner”
– With so many AI options, who is looking after your interests of your Business in relation to AI?
The current era of Artificial Intelligence, particularly the pervasive rise of Generative AI (GenAI), presents both unparalleled opportunities and complex challenges for businesses. While the drive to integrate AI for efficiency and innovation is strong, many organisations are discovering that without a dedicated strategic link, their significant AI investments may not yield the intended returns. This isn’t merely a technical hurdle; it’s a fundamental business challenge that demands a specialised response.
The Strategic Solution: Recruit an Internal AI Business Partner
To bridge these critical gaps and ensure AI genuinely serves as a catalyst for growth, organisations must strategically integrate a dedicated AI Business Partner. This pivotal role acts as the essential interface, translating complex business needs into actionable AI strategies and ensuring every AI investment is meticulously aligned for maximum value.
A highly effective AI Business Partner will:
- Decipher your core business objectives and translate them into a coherent AI strategy.
- Proactively analyse the dynamic AI market to identify and champion truly “best-of-breed” solutions tailored to your specific competitive needs.
- Lead sophisticated negotiations to secure advantageous contractual terms, safeguarding your organisation from vendor lock-in and unforeseen costs.
- Serve as the vital strategic liaison between your executive leadership, business units, and technical implementation teams, ensuring seamless alignment and optimal project outcomes.
- Ultimately, ensure that your AI expenditures are strategic investments, delivering measurable value and a distinct competitive advantage.
Resourcing This Strategic Role: A Look at London Salaries
Investing in an AI Business Partner is a forward-thinking decision that protects and maximises your AI portfolio. For this critical, strategic role in Central London, organisations should anticipate competitive remuneration, reflecting its specialised nature and significant impact (as of mid-2025):
- AI Business Partner (Mid-Level, 3-5 years relevant experience): £75,000 – £95,000 per annum
- AI Business Partner (Senior, 5-8+ years relevant experience): £95,000 – £130,000+ per annum
- (For Principal/Lead Strategic roles with extensive, demonstrable track records, expect higher, potentially £130,000 – £180,000+ per annum)
Navigating AI’s Untapped Potential: Recognising the Gaps
Companies frequently encounter several critical strategic gaps when adopting AI, impacting both financial prudence and competitive agility:
- Suboptimal AI Solution Selection: The Risk of Misaligned Investment.
- The Challenge: The AI market is experiencing explosive growth, with a constant influx of new tools and platforms. Without a deep, nuanced understanding of both your specific operational needs and the true capabilities (and limitations) of various AI solutions, there’s a significant risk of acquiring generic or ill-suited technologies.
- The Impact: This often leads to inefficient capital expenditure on tools that fail to integrate seamlessly, deliver promised efficiencies, or genuinely solve core business problems. Your investment becomes a cost centre rather than a value driver.
- Unfavourable Vendor Relationships & Contractual Entanglements:
- The Challenge: AI solution providers frequently offer complex, long-term contracts. These agreements can be structured in ways that prioritise vendor revenue over client flexibility, potentially leading to hidden costs, restrictive clauses, and proprietary system lock-in.
- The Impact: This compromises your strategic agility, making it difficult to adapt to market shifts, embrace superior technologies, or optimise recurring expenditures. Your organisation risks losing control over its AI roadmap.
- Missed Opportunities: Overlooking the “Best-of-Breed” Advantage.
- The Challenge: Identifying truly transformative, “best-of-breed” AI solutions tailored to your unique competitive landscape requires continuous market intelligence and rigorous comparative analysis. Internal teams, often focused on day-to-day operations, typically lack the bandwidth or specialised insight for this critical function.
- The Impact: Your organisation may fall behind competitors who are strategically leveraging niche AI applications for significant gains in customer experience, operational efficiency, or the development of new market offerings.
- The Business-Technology Translation Gap:
- The Challenge: A persistent communication and understanding disconnect often exists between business stakeholders defining problems and technical teams responsible for AI implementation. Business objectives can be misinterpreted, leading to AI projects that are technically sound but fail to address the core commercial imperative.
- The Impact: This results in project delays, wasted resources, and solutions that do not achieve the desired business outcome, leading to frustration and scepticism regarding AI’s true value within the organisation.
Leveraging Existing Talent: Identifying Transferable Expertise
The requisite skillset for an AI Business Partner is often found within existing talent pools, albeit with a need for targeted development in AI fluency. Organisations can identify strong candidates by seeking professionals with highly transferable skills from roles such as:
- Strategic Consultants: Possessing robust analytical abilities, a strategic mindset, and experience in developing actionable business solutions.
- Product Managers (particularly within Tech/SaaS): Skilled in market analysis, understanding user needs, evaluating product fit, and driving strategic roadmaps.
- Business Development or Strategic Partnerships Managers: Demonstrating strong negotiation capabilities, relationship building, and a focus on securing mutually beneficial commercial agreements.
- Technology Procurement or Sourcing Specialists: Experienced in vendor assessment, contract negotiation, and ensuring optimal value from technology investments.
- Senior Business Analysts: Adept at eliciting detailed business requirements, optimising processes, and effectively bridging communication between commercial and technical domains.
Partnering for Strategic Resourcing: Langley James IT, Tech & AI Recruitment
Identifying and securing professionals who embody this unique blend of business acumen, AI market foresight, and negotiation expertise presents a significant recruitment challenge. This is precisely where Langley James IT, Tech & AI Recruitment can provide invaluable partnership.
With over two decades of specialised experience, we possess a profound understanding of the technology landscape and an extensive network of strategic talent. We are uniquely positioned to assist your organisation in identifying and securing the AI Business Partner who will optimise your AI investments, safeguard your interests, and significantly enhance your competitive posture.
To discuss how Langley James IT, Tech & AI Recruitment can support your organisation in resourcing this pivotal strategic role, we invite you to connect with us.
Jul 16, 2025 | IT, Tips
Optimising Your AI Investment: The Strategic Imperative of an AI & Data Governance Person
Is Your AI Innovation a Liability Waiting to Happen?
The AI revolution is here, and it’s exhilarating. Yet, for many businesses, the rapid adoption of Artificial Intelligence, particularly powerful Generative AI (GenAI) tools, has unwittingly opened a Pandora’s Box of unforeseen and potentially catastrophic risks. While the promise of efficiency and insight is compelling, the truth is, your company’s future could be in serious jeopardy if you lack robust AI & Data Governance.
The Alarming Reality: Your Organisation’s Unprotected Blind Spots
Without dedicated AI & Data Governance personnel, your organisation is exposed to critical vulnerabilities already causing immense pain across industries:
- The Silent IP Leak & Public Exposure of Your Secrets:
- The Problem: Your employees, aiming to boost productivity, are likely already pasting confidential client lists, sensitive financial data, or even proprietary source code into public GenAI tools. They might just want help with a presentation, a summary, or rephrasing an email.
- The Devastating Pain: This data is then ingested and used to train the AI models. Your irreplaceable intellectual property, your strategic advantage, is no longer private. It can become part of the AI’s “knowledge base,” potentially resurfacing in responses to other users’ queries or, worse still, inadvertently guiding a competitor’s strategy. This isn’t theoretical; it’s a direct route to irreversible loss of IP, competitive disadvantage, and a complete erosion of market trust.
- Mounting Fines & Reputational Ruin from Regulatory Non-Compliance:
- The Problem: AI systems, particularly those processing personal data, fall under stringent regulations like GDPR. The impending EU AI Act (with key provisions coming into force as early as February/August 2025) introduces new, severe penalties specifically for AI governance failures, ethical breaches, and lack of transparency.
- The Devastating Pain: A single, seemingly innocent data exposure via an unmanaged AI tool can trigger a regulatory investigation, leading to fines that can reach billions of Euros or up to 7% of your global annual turnover. Beyond the financial hit, the ensuing media scrutiny and public backlash can permanently tarnish your brand’s reputation, alienating customers, partners, and top talent.
- The Trap of Biased AI & Costly Legal Battles:
- The Problem: AI models learn from the data they’re fed. If your training data contains historical biases, your AI will perpetuate, and even amplify, those biases in critical decisions (e.g., hiring, loan applications).
- The Devastating Pain: This leads to unfair, discriminatory outcomes, which not only severely damages your reputation for fairness but also exposes your company to major legal challenges, expensive litigation, and class-action lawsuits. Without dedicated governance, you lack the mechanisms to proactively identify, mitigate, and explain these dangerous biases.
- “Shadow AI” Chaos & Unmanageable Security Risks:
- The Problem: When organisations don’t provide clear guidelines or secure, approved AI tools, employees will seek out and use public solutions on their own. This creates “Shadow AI” – unvetted, ungoverned AI use across the organisation.
- The Devastating Pain: You lose all visibility and control over what sensitive data is being shared, with whom, and where. This fragmentation is a cybersecurity nightmare, leaving gaping holes for data breaches, intellectual property theft, and non-compliance that are virtually impossible to track or contain.
The Urgent Need: Recruit AI & Data Governance Talent NOW.
These are not risks your existing IT, Legal, or Compliance teams can shoulder effectively on their own. You need dedicated AI & Data Governance Specialists and Managers. This isn’t an overhead; it’s a strategic imperative and a direct investment in your company’s future resilience and responsible innovation.
These individuals will:
- Establish secure AI usage policies and guide your teams to approved, safe tools.
- Implement robust governance frameworks for AI development, deployment, and monitoring.
- Ensure proactive compliance with evolving global AI regulations.
- Identify and mitigate the unique ethical and bias risks of AI.
- Protect your most valuable asset: your confidential data and intellectual property.
What’s the Investment? (London Salaries)
For these highly specialised and critical roles in Central London, expect competitive remuneration packages (as of mid-2025):
- AI & Data Governance Specialist (3-5 years relevant experience): £75,000 – £95,000 per annum
- AI & Data Governance Manager (5-8+ years relevant experience): £95,000 – £130,000+ per annum
- (For Principal/Lead Strategic roles, expect even higher, potentially £130,000 – £180,000+ per annum)
The Good News: Talent is Closer Than You Think!
The right individual might not have “AI Governance” on their CV yet. Many professionals possess highly transferable skills that make them perfect for this pivotal role with some targeted AI knowledge acquisition. We look for candidates from backgrounds like:
- Legal & Compliance: Masters of regulatory frameworks (especially GDPR), policy development, and risk assessment.
- Data Governance & Data Quality: Expertise in data lifecycle management, data stewardship, and ensuring data integrity.
- Risk Management (Operational/Enterprise): Proven ability to identify, analyse, and mitigate complex business and technical risks.
- IT Audit & Information Security: Strong understanding of security controls, system vulnerabilities, and data protection best practices.
- Project/Programme Management: Skilled in cross-functional coordination, stakeholder management, and driving critical organisational change.
Let Langley James IT, Tech & AI Recruitment Help You Mitigate This Risk.
Finding this unique blend of skills – someone who understands both the technical nuances of AI and the critical legal, ethical, and business implications – is challenging. This is where Langley James IT, Tech & AI Recruitment excels.
With over two decades of experience, we specialise in identifying and attracting the precise talent needed to navigate the complexities of modern technology. We understand the specific demands of AI and Data Governance roles and have an extensive network of professionals ready to help your company build its AI shield.
Don’t wait for a costly breach or a regulatory fine to make this hire. Protect your innovation, safeguard your data, and ensure your AI journey is one of responsible growth.
Contact Langley James IT, Tech & AI Recruitment today to discuss how we can find your next AI & Data Governance champion.
n in resourcing this pivotal strategic role, we invite you to connect with us.
Apr 13, 2025 | IT
Here we have listed some common decision making errors people make when interviewing applicants. Rigorous training programs, along with added structure, are important ways of minimizing decision making errors, but understanding the different types of error and recognising when they occur is important.
– This error involves making judgments about a candidate based on broad generalisations, rather than information specific to the candidate. These generalisations typically refer (accurately or inaccurately) to attributes of a larger group to which the candidate belongs, such as gender, age, or racial/ethnic status.
– In some cases, interviewers will display a tendency to attribute some of their own characteristics to candidates. There may be something about a candidate that reminds the interviewer of himself or herself, and this superficial similarity can lead the interviewer to overlook or discount distinguishing details specific to a candidate.
– This one is pretty self-explanatory. It is very unfortunate, but many poorly or inadequately trained interviewers tend to judge a candidate within minutes of beginning the interview. It can be difficult to design an interviewing process with validity matching that of other selection tools. Drawing conclusions based on first impressions makes this task nearly impossible.
– When interviewers commit halo error, they are allowing their evaluation of one characteristic to influence their overall evaluation of the candidate. For example, an interviewer who is very impressed with a candidate’s decision-making skills may perceive other skills, such as communication or persuasiveness, to be at a similar level of proficiency. This can work in the negative direction too.
– Some interviewers tend to be excessively lenient across the board when evaluating candidates, while others may be unfairly critical. These are similar kinds of error, and can be detected readily.
– Lastly, interviewers may hesitate to use the extreme ends of a rating scale when evaluating candidates. Instead, all evaluations tend to be “middle of the road.” This can occur even if you are not using numerical ratings.
Apr 12, 2025 | IT
A recent poll found that only a minority of employers monitor practices for age discrimination. Dealing correctly with ageism in the workplace and particularly in the recruitment process is an important part of organisational diversity, so we look at some of the facts and offer a few suggestions to ensure ageism doesn’t become an issue for your organistion.
Remember it’s not only the older generation that ageism can effect
When we think of ageism at work or in recruitment, it’s often related to older workers, as this is the most reported and perhaps the most common, particularly in the world of technology. Many organisations may feel that recruiting a younger employee is best for their organisation as they are able to offer a lower salary, or because a younger person is less likely to have family commitments and be able to work longer hours, or because a younger person may be seen to have a better ‘cultural fit’ with their hip, fashionable business. The older generation has a lot to offer, and our article ‘Can Older Workers Bridge the Skills Shortage Gap?’ discusses this further.
However, the Guardian reported that “experiences of age discrimination were more common for younger groups, with under-25s at least twice as likely to have experienced it than other age groups” suggesting that employees over 40 had the highest status and “perceptions towards those aged over 70 were more positive than towards those in their 20s”. Respect, experience and maturity come with age, but the younger generation need a chance to develop these attributes so mustn’t be discriminated against either.
Keep pay and progression in mind
A report by XpertHR revealed that; “technology professionals get fewer promotions, lower performance ratings and reduced pay increases once they hit the age of 50.” They found that employees in their 20s got higher pay increases and more regular promotions, decreasing rapidly once they hit 30. The report (which excluded senior management) also revealed that performance rates were higher for those in their 30s, than for those in their 20s, and stayed steady for 40 and 50 years olds before beginning to tail off for those in their 60s. This flags up the issue of whether pay increases and promotion are generally being handed out based on performance or on age.
Incorporate anti-ageism into your overall company culture
Obvious ageism such as compulsory retirement ages or age caps are unacceptable and will end up in court if there are still organisations with these kind of old fashioned and unfair practices in place. However there are many grey areas, particularly in the writing of job adverts and descriptions. It seems that some organisations simply want to find a different way to describe the same thing, without using the latest word or phrase to be struck off the list of acceptable adjectives. For example, following a lawsuit against Facebook for posting a job advert with the phrase ‘class of 2007 or 2008 preferred’ and the since common use of the term ‘new graduate’ Fortune reported that some employers are opting to mask their age bias by advertising for a ‘digital native’. Surely just another way to say ‘young’? The more long-term view is to remove any age expectations from your position and organisation, and adopt a policy that thrives on a number of generations working together.
At Langley James we have a wealth of recruitment and personnel experience and can guide you through the best practice for advertising your job and finding the best candidate. We’ll do the hard work for you! If you’d like more information about diversity or avoiding ageism in your recruitment please get in touch.
Apr 10, 2025 | IT
Questions Never to Ask When Interviewing in IT Recruitment
If you are given the task of interviewing you should ensure you make yourself aware of up-to-date employment law and that all the questions you plan to ask are compliant, legal, and non-discriminatory. There are often ‘grey’ areas and some questions within a role interview that may seem harmless but are in fact discriminatory and therefore illegal. The questions below may seem stark, however when interviewing a candidate, often they may open and talk freely about themselves and their personal life. Be aware of what is discriminatory and avoid asking some of the questions below:
Sexual Discrimination
This area of discrimination is usually more targeted towards women, but male applicants can also be discriminated against.
Interviewers should not make any reference to a person’s marital status, children they may have now or in the future or their sexual preference. All could be grounds for discrimination as your organisation might be deemed to view a person being married as either favourably in that they may see an applicant as being more stable or, perhaps, unfavourably in that they may see a conflict of interest between a single person having more time to devote to the role over a married person who might have to juggle family commitments.
- Do you have children?
- Are you planning on extending your family?
- Are you Married or Single?
- How old are your children?
- Do you live on your own?
- Will childcare work for you having to work these hours?
- Will these shifts clash with your family commitments?
Disability Discrimination
As an employer during an interview, it is generally unadvisable to ask a candidate about their health or disability until they have been offered employment with your organisation. Some candidates will offer details of their health and disability voluntarily. The Equality Act 2010 places some limits on questions an employer can rightfully ask. Questions that should be avoided:
- How did you acquire your disability?
- Do you think it would be difficult to do this role with your disability?
Some reasonable questions could be:
- Are there any adjustments we would need to make to accommodate your disability?
- How might you be able to carry out XXX function of the role?
A candidate at interview would only need to briefly describe the nature of their disability if any adjustments they would be required to make – it may help to clarify how a previous employer made those adjustments (if applicable). Fundamentally, what is most important is the ability of the candidate to do the role once any reasonable adjustments have been made.
Racial discrimination
The Equality Act 2010 makes it unlawful for an employer to discriminate against candidates because of race. Race includes:
- Colour
- Nationality
- Ethnic or national origins
Under this Act, it does not have any significance as to whether the discrimination was made on purpose or not. What counts is whether (as a result of an employer’s actions) you treat one candidate less favourably than another candidate because of their race.
- What is your native tongue?
- Where were you born?
- How long have you lived here?
- Are you a UK citizen?
Although this last question may seem like the simplest and direct method to find out if a candidate is legally able to work in the UK, it remains unlawful to ask this question. As an employer you can have a right to ask whether the candidate is legally entitled to work in the UK.
Age Discrimination
People are working differently in 2021, and dor different reasons and this should always be considered, Age discrimination is based on stereotyped prejudices such as “younger workers being less committed” and “older workers are more loyal” would be construed as ageist. Similarly, older people may become more tired and younger people work better with technology, are both ageist statements.
At both ends of the age range employees are applying for roles for different reasons and employers should not consider the age of a prospective candidate as a reason not to recruit them. Interviewers need to consider their own bias and avoid any casual comments.
- How do you feel about working with a team much younger than you?
- Aren’t you too young to manage this team?
- Would this salary be enough for you at your stage in life?
- How have you kept your skills fresh over the years?
- What year did you leave University?
For further advice on Discrimination when planning interviews.
https://www.gov.uk/employer-preventing-discrimination/recruitment.
https://www.acas.org.uk/hiring-someone.
https://www.CIPD.co.uk
Feb 19, 2025 | IT
Must-have qualities and how to find them
Recruiting the right person into your team can sometimes seem like banging your head against a brick wall. You think you’ve found perfection and then you are let down. They had all the skills, they got on with the team but it didn’t work out and you’re back to square one of a lengthy, painful process.
The great news is that there are 3 traits that all superstars have. And they are easy to spot… if you know how.
1. Integrity/Honesty
No matter how talented an individual is, it means nothing if they are using their skills to work against the company. A superstar candidate is honest about their own abilities: CV embellishment is more common than you think. A solicitor, Dennis O’Riordan, was exposed as lying about most of his achievements, including earning a doctorate at Oxford and attending Harvard. During his career he was Legal Head for many banks across the world. Scary stuff, and a reason to ALWAYS check references.
A superstar candidate will have the integrity to always act in the best interests of the company. If something has gone wrong, they will admit their mistakes as soon as they happen and care enough to produce an action plan to put things right and ensure it doesn’t happen again. Compare this to an employee who hides their mistakes or incompetence until catastrophe strikes and they are found out. You are unlikely to see them for dust while you are left scrambling for answers.
Ideal interview question: Tell me about a time you made a mistake? What happened next?
2. Accountability/Autonomy
A superstar won’t need their lunch breaks monitoring and you won’t need to worry if they will have the correct documents with them at meetings. A superstar is ready to be held accountable and won’t need constant supervision to get the job done.
When superstars take responsibility for a task, you know it will get done in time, and to an excellent standard, and if it doesn’t, you’ll have received a memo in advance with the reason (not an excuse) why and a revised timescale. A superstar can be flexible and prioritise. If their skills can help a team member with something urgent, they will assist, because at that moment it is in the best interests of the company.
Ideal interview question: Describe your preferred relationship with your manager in terms of direction and monitoring.
3. Fearlessness/Ambition
A superstar isn’t afraid to take risks. If their idea doesn’t work they won’t give up: you can expect another well thought out proposal on your desk by the end of the week. They will always be looking for opportunities to prove themselves and will not scrape by doing the bare minimum. An ambitious candidate will be seeking long term professional development in your company and loyalty won’t be a problem for them.
Ideal interview question: How long would it be until you were able to make a serious contribution to your organisation?
We find talent
Here at Langley James we get to know our candidates. We take pride in only selecting people that we are confident suit your company and the opportunity. We place stars in fantastic IT roles every day and we can do the same for your company.
To discuss your IT recruitment needs please call us on 0207 788 6600 or email us at langleyjames@langleyjames.com. We’d love you to join in the conversation. Tweet us @ITRecruitment or follow us on Facebook.
Jan 27, 2025 | Hiring Resources, IT, Tips
We’ve been in the IT recruitment sector since 1999, so we’ve seen firsthand the impact that a bad hire can have on a business. Hiring the wrong person for an IT position can be costly in more ways than one, and the consequences can last for months or even years. In this blog, we’ll explore the true cost of a bad hire in IT, and offer some tips for avoiding this common pitfall.
The direct costs of a bad hire
One of the most obvious costs of a bad IT hire is the direct financial impact. According to the Recruitment & Employment Confederation (REC), 85% of organisations admit their company has made a bad hire. Shockingly, the average cost of a mid-manager level with a salary of £42,000 can cost a business more than £132,000. This includes the cost of advertising the job, screening candidates, conducting interviews, and training the new employee. If the employee leaves the company shortly after being hired, the costs can be even higher, as the company may need to start the hiring process all over again.
In addition to the financial costs, a bad hire can also have a negative impact on productivity. What if the new employee is not able to perform their job duties effectively? Other team members may need to pick up the slack, leading to decreased efficiency and potentially missed deadlines.
The indirect costs of a bad hire
Beyond the direct costs, there are also indirect costs associated with a bad IT hire. For example, a bad hire can have a negative impact on team morale. If the new employee is not a good fit for the team, other team members may become frustrated or disengage. This can lead to decreased motivation and productivity.
A bad hire can also damage the reputation of the company, especially if the employee interacts with clients or customers. If the new employee provides poor customer service or makes mistakes on important projects, it can lead to lost business and damage to the company’s brand.
The hidden costs of a bad hire
Finally, there are hidden costs associated with a bad IT hire that may not be immediately apparent. For example, a bad hire can lead to turnover in other areas of the company. If other team members become frustrated with the new employee, they may start looking for new job opportunities, leading to increased turnover and the need to hire and train new employees.
A bad hire can also have a negative impact on the culture of the company. If the new employee is not a good fit for the company culture, it can lead to decreased employee engagement and satisfaction. Potentially this can even lead to increased absenteeism or turnover.
How to avoid a bad hire in IT
Given the many costs associated with a bad IT hire, it’s important to take steps to avoid this common pitfall. Here are a few tips for ensuring that you hire the right person for the job:
- Define the role clearly. Before you start the hiring process, take the time to clearly define the role and its responsibilities. This will help you identify the skills and experience that are required for the job. Additionally it will ensure that you’re able to evaluate candidates effectively.
- Use multiple methods to evaluate candidates. Don’t rely solely on CVs and interviews to evaluate candidates. Consider using other methods, such as skills assessments or personality tests. This will enable you to have a more complete picture of each candidate’s abilities and fit for the role.
- Check references carefully. Don’t skip the reference check stage, even if you think you’ve found the perfect candidate. Be sure to ask for references from previous managers or colleagues. And ask specific questions about the candidate’s strengths and weaknesses, work style, and ability to work well with others.
- Look beyond technical skills. While technical skills are obviously important for an IT role, it’s also important to consider other factors, such as cultural fit and communication skills. Look for candidates who are able to work well with others
In conclusion
The true cost of a bad hire in IT extends far beyond the financial investment required to fill the role. A bad hire can impact team morale, productivity, and reputation. It may even lead to increased turnover and decreased employee engagement. However, by taking steps to define the role clearly, evaluate candidates using multiple methods, check references carefully, and look beyond technical skills, companies can avoid the many costs associated with a bad IT hire.
How Langley James can help you avoid a bad hire
We has extensive experience in helping businesses avoid the costs and headaches associated with a bad IT hire. Here are a few ways in which we can help:
- In-depth candidate evaluation: We use a multi-stage evaluation process to assess candidates’ technical skills, experience, and cultural fit. This includes an in-depth interview, ensuring that we have a complete picture of each candidate’s abilities and fit for the role.
- Industry expertise: Our recruiters have deep industry expertise, with a focus on IT recruitment. This means that we understand the specific skills and experience required for IT roles, and can identify top candidates who may be overlooked by other recruiters.
- Extensive network: We have an extensive network of IT professionals, including both active and passive job seekers. This allows us to quickly identify top talent and connect them with the right job opportunities.
- Ongoing support: We provide ongoing support throughout the hiring process, including reference checking, and negotiation support. This ensures that both employers and candidates are set up for success from the start.
By working with Langley James, businesses can avoid the many costs associated with a bad IT hire and instead find the best talent for your needs. Our experienced recruiters are here to help, whether you’re looking to fill a permanent or contract IT role. Contact us today to learn more about how we can help your business succeed.
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