Hays Global Technology

The top 10 tech contractor roles in 2026

2026-01-30T17:04:38Z

For organisations that are adapting quickly, short-term and fixed-term projects require skilled specialists on a flexible basis. This means more opportunities for tech contractors in 2026.

We’ve examined Hays data over the last six months to find which roles our clients are looking to fill most with contractors.

What are the top jobs for tech and IT contractors in 2026?

According to Hays’ own data, we can expect several skill areas to be in demand among employers in 2026:

Specialists in data are popular as organisations seek to adopt meaningful AI solutions.
For the integration and development of cloud solutions, DevOps Engineers can streamline deployments, automate infrastructure and ensure system reliability.
Project and Change Managers, who organisations can bring in on a flexible basis to oversee campaigns when needed, are in high demand.

Here’s a list of the top 10 roles.

10. Data Scientist

Jason Barr, Head of Technology Recruitment, Hays Ireland: “Data and AI skills are evolving faster than ever before and, as we move into 2026, the insights suggest that what’s already been implemented in AI is only going to increase. As a result, we’re definitely seeing an uplift in demand for professionals with Data Science skills. The Data Scientist will play a huge part in the direction companies plan to take in the coming months and years ahead. Contractors will need to be ready to hit the ground running.”

9. Software Engineer

Jason: “New platforms and tools are disrupting how software engineering in approached, but we’re still seeing demand on the ground. However, this is happening more so at the senior level, something I believe may continue into 2026. Are the days of large engineering teams gone? The jury is still out, but what is most definitely true is that the engineers utilising and developing their skills in AI are winning. Learning to use Cursor, Amazon’s Code Whisperer & Google Gemini Code Assist, to name just a few, is making candidates stand out in the interview processes.”

8. DevOps Engineer

Alicja Kupiec, IT Recruitment Expert, Hays Poland: “DevOps Engineers are in high demand as companies accelerate their adoption of cloud technologies and CI/CD pipelines. Contractors bring the agility and specialised expertise needed to streamline deployments, automate infrastructure and ensure system reliability. In this role, contractors are expected to integrate tools, manage cloud environments (such as AWS, Azure, and GCP) and collaborate across teams using technologies like Docker, Kubernetes, Terraform, Jenkins and Prometheus.”

7. Java Developer

Jason: “As in permanent recruitment, there’s demand for developers on a project basis. You’ll be expected to train the company’s staff on your skills if necessary – you won’t be sticking around once the project has been completed, so be ready to do a handover.”

6. Change Manager

Jade King, Recruitment Director, Hays Australia: “For organisations that are undergoing periods of transformation, it makes sense to bring in experts on a temporary basis. There’s going to be big demand for Change Managers who have experience working on specific projects. Those we have seen in high demand recently include Cyber, Operating Model and ERP.” 

5. Solution Architect

Mohammed Elazizi, Senior Business Director, Hays UK: “Contract Solutions Architects are pivotal to many organisations’ evolving requirements. Usually, specialists within their chosen field, they’re able to bring together complex technology solutions to address business problems. In addition to their technology knowhow, they’re usually coveted for their domain experience, where they’re able to translate business needs and problems into high/low level designs to solve them.”

4. Data Analyst

Nadine Wirkuttis, Head of Channel, Data & AI, Hays Germany: “Contractors often stay updated with the latest tools and technologies in data analytics, which benefits organisations looking to leverage new advancements. Businesses across a wide range of industries require data analysis expertise for a limited time, such as finance, healthcare and e-commerce. The responsibilities will be similar to those in a permanent role, such as data cleaning and visualisation.” 

3. Data Engineer

Nadine: “To a large extent, data engineering is about setting up data architecture and management so that data can be used efficiently. That sometimes means that, once the initial setup is done, Data Engineers aren’t as essential anymore. Contractors will find demand in sectors where data sources are frequently distributed, or critical in ensuring data integrity and accessibility.”

2. Project Manager

Jade: “Project Managers remain high on the agenda for organisation going into 2026. As budgets and headcount are more strictly monitored, it’s important to have the open-mindedness to be hands on and manage multiple aspects of a project, including managing change and providing support to the business throughout the transition. You’re expected to hit the ground running and keep your focus on key deliverables and milestones. As such, your interviews and preliminary conversations are the opportunities to showcase your varied skillset and willingness to get stuck in.”

1. Business Analyst

Emily Jeremiah, Delivery Manager, Hays USA: “Business Analyst contractors remain in high demand as companies lean harder into data and real‑time insights. Clients want people who can jump in fast, make sense of messy requirements, and keep projects moving. Staying sharp on new tech, especially AI, and building solid industry know‑how helps contractors stand out and stay competitive.

What are the next steps if you’re looking for a tech contract?

If you’re interested in any of the jobs listed above, search our available opportunities here.

Are you looking for permanent roles? Explore our top 10 in-demand jobs for 2026 here, or learn more about the benefits of contracting here.

The top 10 permanent tech jobs in 2026

2025-12-10T15:49:06Z

As technology continues to shape the way businesses operate, demand for skilled professionals remains strong. Based on hiring trends and insights from our own available jobs around the globe, here are the ten most sought-after permanent tech jobs for 2026 – and how these positions are evolving in the modern workplace.

Explore our latest tech jobs here.

The top 10 tech jobs in 2026

Employers require a blend of technical skills, insights and organisation/management within their tech teams. As such, programmers and engineers remain in demand in 2026, but analyst roles and project management are crucial to success.

10. DevOps Engineer

DevOps Engineers bridge the gap between development and operations, ensuring seamless software delivery and infrastructure management. This year, their role will be increasingly focused on automation and the security around it, as organisations prioritise continuous integration and deployment pipelines.

9. Data Scientist

Data is an organisations most valuable asset, so it’s no surprise to see employers seeking professionals that can do something with the information they gather. Like almost every tech job in 2026, it’s being heavily impacted by AI. While traditional statistical modelling is still important, the role now leans heavily on machine learning and AI-driven analytics. This means that Data Scientists must now combine technical expertise with strong business acumen to influence strategic decisions.

8. Software Engineer

Software Engineers continue to be the backbone of digital transformation. In 2026, the emphasis will be on building scalable, secure applications that integrate with cloud platforms and emerging technologies such as edge computing. You’ll also be expected to adopt agile methodologies and collaborate closely with product teams for quicker, user-centric solutions.

7. .NET Developer

Despite the rise of newer frameworks, .NET remains a staple for enterprise applications. Today’s developers are working with cross-platform tools, such as .NET MAUI, and integrating cloud services to modernise legacy systems. This role is evolving beyond coding to include performance optimisation and security compliance, particularly in regulated industries.

6. Java Developer

Another developer role, this time reflecting Java’s continued prominence across the board. Java With the growing importance of cyber security, expect to work closely with DevOps teams and embed secure coding practices.

5. Product Manager

This role continues to climb our list of in-demand roles since last year. Product Managers are at the heart of digital innovation, translating customer needs into product strategies. The role now demands a strong understanding of data analytics and user experience, while you’ll play a key role in aligning teams and ensuring timely delivery.

4. Data Analyst

Data Analysts remain essential for interpreting data and supporting operational decisions. Besides a strong knowledge and experience of visualisation tools like Power BI and Tableau, a strong candidate in 2026 will understand how AI tools can play a part. As a storyteller within tech, you’ll provide insights that drive efficiency and growth. Learn how to become a Data Analyst here.

3. Data Engineer

As best practices and business requirements, Data Engineers will focus on building infrastructure that enables real-time analytics and integrating diverse data sources (such as IoT and external APIs). Data privacy regulations continue to be of huge importance, so up-to-date knowledge and ensuring compliance will be a fundamental.

2. Business Analyst

Perhaps not a “techie” role but, as a bridge between the technology function and the rest of the business, this role is still in high demand. Success will require a solid understanding of business objectives and how technology can fit into that. objectives. In an era of automation, analysts are increasingly involved in identifying opportunities for AI and RPA to streamline workflows.

1. Project Manager

We reach the number one spot on the list. Project Managers remain indispensable for delivering complex technology initiatives and digital transformation. If this is something you’re interested in pursuing, you should start by familiarising yourself with methodologies such as Agile or PRINCE2 – you can find explanations and even certified training courses online. Learn how to become a Project Manager here.

Are you interested in any of the above roles? Search our tech jobs here.

Four ways to manage your wellbeing as a contractor

2025-10-10T15:16:36Z

As supported by Hays’ global Salary Guide data over the last year, greater flexibility is considered the most important factor in becoming a contractor. It’s a career offers a unique blend of freedom and choice, but can also weigh heavy at times.

You’re in charge of your time, your income and your future - with no HR department or line manager to guide you. Without sufficient care, this pressure can have a negative impact on your wellbeing, especially as you won’t have access to the resources that permanent workers do.

How can contractors deal with the more difficult periods? In this blog on World Mental Health Day, I’ll be looking at some of the possible challenges that can arise, with suggestions for ways to prepare.

1. Manage your working periods

One of the biggest advantages of contracting is the autonomy it provides. You’ll have greater choice over how and where you work, often with less interference than you’d find in a permanent role.

However, as I’ve previously discussed in this blog, this only works for people who are well organised and motivated. Being a contractor doesn’t just require expert skills. You need to become a project manager, motivator and strategist. Although there are moments when you need space to breathe, or put your foot on the pedal, it’s important to stay in a rhythm that keeps you engage and productive.

Failing to do so while contracting can lead to two problems, and one can easily follow the other. The first is around burnout, whereby you’ll ignore sensible working hours in order to complete your tasks. Without the structure that comes with permanent employment, it’s easy to find yourself at your computer for longer periods. Understand that there’s a difference between being “in the zone” and simply overexerting yourself.

Alternatively, working in such a flexible model can lead to procrastination where you’ll sit back, particularly if you’ve just had a busy spell or have one coming up. Again, this can help you reset sometimes. However, once you’ve had a quiet period, coming back from this can require a lot of energy and additional resources.

Here are some ways to help you stay on track and stave off exhaustion or demotivation:

Plan as ahead in advance as possible, whether that’s on your existing project or for future ones. Don’t leave anything to the last minute where possible.
Avoid jumping between tasks and set aside time to manage each comprehensively. This won’t just disrupt your productivity, but can also result in a negative reputation among clients.
Set weekly goals and review them every Friday for effective time management. Don’t just keep track of everything on your client’s project management tools – make use of platforms like Trello or Monday.

2. Deal with isolation

It probably won’t come as a surprise to read that temporary contract workers feel lonelier than professionals in permanent roles. The very nature of the career means that you’ll have less attachment to the organisation. You’ll probably won’t get as many opportunities to build a rapport with other people on the project (particularly if you’re based overseas or remotely). Depending on the location of your client, you may even be excluded from team events or other benefits that leave you outside the business.

This arrangement will suit a lot of people. For others, it will get easier over time as you move between projects. Nonetheless, it’s understandable that you might struggle with the isolation at times. Working outside of regular hours can help your productivity, but it won’t allow you to develop as many relationships as you would in a permanent role.

If this is affecting your mental wellbeing, there are a few things you can do:

Build a network of contractors with whom you can share experiences and ideas. Learn more about how to do this here.
Look outside of your career for connections, such as a regular sports club or other events. Stepping away from the project briefly can actually keep you motivated and refreshed in the more difficult periods.
Try more catchups over call, rather than email. This might at odds with the freedom you enjoy about the role, but there’s nothing wrong with touching base if you want to feel more involved.

3. Redefine success

In permanent roles, success and progress are usually defined for you: promotions, performance reviews, bonuses. It’s easy to understand how to move forward and when you’ve done so.

As a contractor, you need to define success for yourself. You’re not going to be able to climb the ladder in the same way that other careers allow you to. Over time, this can be demotivating, especially if you’re a contractor who’s used to working with milestones within projects. After all, where are the ones in your career?

There are other ways to measure your achievements, though. These include:

Track successes such as new skills learned, certifications and even client feedback.
Make a list of clients (or client profiles) you’d like to work with, and seek out relevant opportunities (or at least build towards it).
Reflect on what you originally wanted from contracting and whether you’re still getting that. If not, how can you pivot?

4. Build security

Beside the many benefits to being a contractor, there are other aspects that can cause anxiety. Contracting can mean variable income, short notice periods and gaps between roles. Sadly, even the best prepared and most organised professionals will probably experience this. No matter your level of experience, this can still be an issue after the predictability of a monthly salary.

Even if you’re currently in a project, the psychological toll of “what if?” thinking (“What if the contract doesn’t get renewed? What if I can’t find the next one?”) can impact your mental wellbeing. For people that are well organised and thrive with autonomy, this lack of control can be unsettling.

Being proactive is key. Here’s how to prepare to ensure your mental and financial wellbeing:

Start looking early. There’s nothing wrong with searching for your next contract 1-2 months before the end of your existing project. In fact, if there’s no chance of your current contract being renewed, it makes sense. Work with a recruitment partner to plan ahead and find your next opportunity.
Use your downtime to reflect on what you want from your next contract. Think of this as a period for strategic planning that will pay off later. Research courses, resources or networks that can help you find your next contract.
Tailor your existing portfolio and profiles to align with your next move, rather than what you’ve already accomplished.

Contracting isn’t just a career choice - it’s a mindset that requires resilience and self-awareness. Look after your wellbeing by building structure, preparing for uncertainty and staying engaged with the projects and people close to you.

Author

James Milligan
Global Head of Technology Solutions

James Milligan is the Global Head of Technology Solutions, having joined Hays in 2000. In his role, he is responsible for the strategic development of Hays' technology businesses globally.

Why AI ethics must be more than a ‘tick box exercise’

2025-10-08T09:23:04Z

In the latest episode of the ‘How Did You Get That Job?’ podcast, I sat down with Antony and Claire Roberts, co-founders of Full Fathom Five, to explore the ethical dimensions of AI. With over 40 years of combined experience in digital transformation, their insights were not only timely, but deeply thought-provoking.

As AI continues to reshape the way we work, the ethical implications are becoming harder to ignore, impacting an organisation’s relationship with its customers, partners and people. From data bias to transparency, Antony and Claire made it clear: ethics in AI isn’t just a compliance issue - it’s a strategic imperative.

Why do the ethics surrounding AI matter?

Ethical dilemmas are nothing new when it comes to industrial revolutions. Typically, technological advancements have led to concerns around job displacement and reskilling. We’re yet to see the true of extent of that with AI, but the moral concerns go deeper this time.

Antony, who’s led transformation at major brands including Audi and TUI, compares AI’s impact as a “general purpose technology” as on par with electricity. However, unlike previous tech waves, AI is accessible to everyone which, while empowering, also raises serious questions.

“Are these tools ethical in terms of how they are compiled?” Antony asks. “Can you explain what’s under that hood? Do you understand how bias might be creeping into some of the data?”

He likens the issue to “dolphin-friendly tuna” - a metaphor for transparency in sourcing. If organisations turn a blind eye to how their AI tools have been trained, and the output is being influenced by biased or unethically sourced data, this can create results that are at odds with your values. Furthermore, if you’re feeding this into your business decisions or strategy, your customers and employees deserve to know.

Lack of oversight leaves progress at risk

In the four years that I’ve been hosting ‘How Did You Get That Job?’, I’ve spoken to numerous guests about the importance of introducing different profiles into tech. Gaining new perspectives on customer needs and transferring ideas from different backgrounds are crucial to successful innovation.

Claire, who previously held the role of Senior Director for Value Transformation and Change at Arm, is actively involved in the UK AI Trade Association’s ‘Women in AI’ working group.

Her concern? That AI could undo years of progress in workplace diversity.

“We’ve spent a decade delicately building this diversity soufflé. Now we risk it collapsing because large language models are trained on historical data that doesn’t reflect today’s inclusive values.”

What does this mean? She explained that it’s not about removing offensive language, but instead eradicating subtle biases that creep in. For example, Claire explains how assumptions based on outdated source data, such as doctors all being male, can reinforce damaging stereotypes and undermine innovation.

Ethics as a brand differentiator

One of the most powerful takeaways from Claire was the idea that ethics can offer more to organisations than just a legal safeguard.

“Ethics and compliance started as a tick box exercise,” Claire notes. “But now you can use AI ethics as a brand positioning tool. You can make a stance by having an ethical charter or a safe usage policy.”

Furthermore, Claire add, this proactive approach doesn’t require a full AI strategy. It can even be starting point for organisations to promise transparency, safety and keeping humans involved and front of mind. It’s an easy win that can help your business stand apart from competitors who are also still finding their feet.

What should decision makers do?

If you’re a business leader wondering how to navigate the ethical minefield that AI has created, here are three actionable steps based on Antony and Claire’s advice:

Audit your AI usage to understand what data your models are trained on. Ask vendors about sourcing, bias mitigation and transparency. If you can’t explain it, don’t deploy it.
Create an ethical AI charter that defines your company’s stance on AI usage, focusing on factors such as fairness and accountability, as well as the role humans have to play. This can build trust from customers, employees and partners.
Start with business strategy. I’m sure you’ve heard this before, but it bears repeating: don’t implement AI for the sake of it. There are lots of ways that these tools can help your organisation, but they won’t all be worth the effort. Identify measurable business challenges and explore whether AI can support. As Claire points out: “If you weren’t measuring the problem before, it might not be worth solving with AI. it wasn't a real tangible problem to start with.”

For more insights from Antony and Claire on integrating AI into your organisation, listen to our full conversation here.

Author

Shaun Cheatham
Chief Relationship Officer at Hays

Shaun is responsible for the creation and execution of sales strategies, as well as running the Major and National accounts organization, for Hays in the US. With almost 30 years of staffing industry experience, Shaun now hosts the Hays Technology podcast, ‘How Did You Get That Job?’.

How AI Is reshaping career prospects for graduates

2025-09-04T09:14:16Z

Artificial intelligence is transforming the world of work. For those just starting their careers, the impact is especially profound.

In the first episode of our new ‘How Did You Get That Job?’ podcast mini-series, I sat down with James Milligan, Global Head of Technology at Hays, and James Hutt, founder of tech consultancy Paradigm Junction, to explore this issue in more detail.

Listen to the full episode here.

Young people’s job search anxiety is real - and justified

According to data from Hays Salary Guides across the globe, 41% of entry-level professionals are concerned about how AI is affecting their ability to find a job. That’s significantly higher than the 30% of managers and 26% of senior leaders who share the same concern.

It’s understandable, too. Those people with more experience, or in more senior roles, have had an opportunity to hone their skills in the workplace. However, there’s a danger that the next generation don’t get access to that. AI is managing many routine tasks that traditionally were the foundation for entry-level professionals (especially in professional services).

James Hutt sees this anxiety firsthand. “I recently hired someone straight out of college,” he shared. “Talking to him about the experience of his peers is a really valuable source of data for us about what's going on in the market. There are a couple of things going on.

“One of them is the disruption to the work. How do you build a career where the first useful jobs require two or three years’ experience because entry-level work is being automated?

“Secondly, lots of people are clearly using AI tools in their job applications. You can look at the job description and at the points that are being asked for, and draft something that's really quite coherent - if a little bland on occasion.

“But lots of recruiters used to use the ability to write coherent English as an indication that you'd be able to do some of these professional jobs. That doesn't work now, and that's a problem on both sides. If you're applying for a job and suddenly finding there's 200, 250 or even 1,000 candidates and you all look the same, how easy is it to distinguish yourself amongst your peers?”

Now, the best candidates are finding new ways to demonstrate maturity and initiative – for example, through public speaking, volunteering or side projects. “Simply writing those words on an application isn’t enough anymore,” Hutt added. “You need to show real value signals.”

"The education system needs to evolve”

This shift raises another question: are degrees still important?

“It depends on who you speak to and what role you’re in,” said James Milligan. “if you look at certain countries, like Germany, apprenticeships are just as highly regarded as degrees. And in many roles, practical experience is becoming more valuable than academic credentials.

“So does the education system need to evolve in an ever-changing world? For sure. And does it mean in 10 years’ time that degrees are important as they are today? Maybe not.

Milligan pointed out that while highly technical roles like data science may still require advanced degrees, many others do not. “Skills-based hiring is becoming increasingly popular,” he said. “Employers want people who can think critically, solve problems and continuously learn. That doesn’t necessarily come from a certificate.”

Entry-level paradox could spell danger for employers

As mentioned above, we’re seeing that AI is particularly effective at automating entry-level tasks. But if those roles disappear, how do people gain the experience needed for mid-level positions? Organisations might be chasing short-term efficiencies by reducing entry-level hiring, but that creates long-term problems.

“If we’re not bringing people in at the entry level, how does anyone get the experience we’ll need in three to five years? I genuinely think organisations, governments and educational bodies are really struggling with this at the moment.”

He warns against repeating the mistakes of the post-2008 financial crisis, when a hiring freeze led to a shortage of experienced professionals years later. “We've seen this before, when organisations stopped hiring undergraduates and then, in three to five years’ time, wanted to make experience hire. There weren't sufficient people within the workforce to fill that demand. So let's not fall into that trap again. Let's think about it this time and let's deal with it in a different way.”

Despite the challenges, both guests see opportunities for young professionals, from which employers will benefit. Hutt believes that non-traditional experience can be a real asset. “Young people aren’t bound by how things have always been done,” he said. “They can question processes, suggest improvements and bring fresh perspectives.”

Organisations that listen to these ideas and harness them effectively can modernize their operations and stay competitive.

What can you do to kickstart your career?

If you’re a graduate or early-career professional, here are a few takeaways from the episode:

Don’t rely solely on your degree. Practical experience, side projects and public contributions are more important than ever.
Use AI to complement your skills, rather than replace them. It’s true that new tools can help you craft applications. That being said, they won’t make you stand out unless you bring something unique to the table.
Find ways to demonstrate initiative. Volunteer, write, speak, build - do things that show you’re proactive and adaptable.
Stay curious and keep learning. The ability to grow and evolve is what employers value most, and that won’t change soon.

Want to hear more? Listen to the full episode of How Did You Get That Job? to dive deeper into my conversation with James Milligan and James Hutt.

Author

Shaun Cheatham
Chief Relationship Officer at Hays

How to stand out in the age of AI: a guide for jobseekers

2025-07-31T12:52:45Z

Let’s be clear: AI isn’t coming, it’s already here. It’s rewriting job descriptions, reshaping industries, and redefining what it means to be employable. For jobseekers, especially those early in their careers, the question isn’t whether AI will affect your future, it’s how will you stand out in the age of AI?

Here’s the truth: AI can do a lot. But it can’t do you.

Human skills: your competitive superpower

AI can automate tasks, analyse data, and even write code. But it can’t lead a team, build trust, or think creatively under pressure. These aren’t “soft” skills. They’re power skills, and they’re becoming the most in-demand assets in the global workforce.

As Shane Little of Hays APAC puts it: “We should stop dubbing these skills soft, they’re anything but soft. They’re essential.”

In this edition of our LinkedIn newsletter, James Walsh from Hays UK&I calls them “diamond skills”, the kind that shine brightest when everything else is automated.

Human skills to prioritise

AI is brilliant at processing data, but it’s still clumsy at being human. That’s why your human skills aren’t just relevant, they’re irreplaceable. These are the capabilities that will set you apart in interviews, on teams, and in leadership roles.

Communication: Clear communication is no longer a “nice to have,” it’s a business-critical skill. Whether you're pitching an idea, writing a report, or leading a meeting, your ability to make complex ideas simple and compelling is what drives decisions. In a world flooded with information, clarity is currency. Learn to tell stories that stick, tailor your message to different audiences, and use data to support your narrative.
Adaptability: Technology evolves at breakneck speed. The tools you mastered last year might be obsolete tomorrow. Employers aren’t just hiring for what you know, they’re hiring for how fast you can learn. Adaptability means being open to change, curious about new tools, and resilient when things shift. It’s not just about surviving disruption; it’s about thriving in it.
Collaboration: AI can process tasks, but it can’t build relationships. The most impactful work happens in teams, across departments, cultures, and time zones. Collaboration means listening actively, resolving conflict constructively, and co-creating solutions. In hybrid and remote environments, your ability to connect and contribute meaningfully is a strategic advantage.
Critical thinking: AI gives you data. You give it meaning. Critical thinking is about asking the right questions, spotting patterns and challenging assumptions. It’s what turns information into insight. Employers want thinkers, not just doers. Show that you can evaluate, interpret and make decisions that move the needle.

AI skills: don’t just list them - live them

Saying you “know AI” isn’t enough. Employers want proof. They want to see how you’ve used AI to solve problems, drive results, or innovate.

Nadine Wirkuttis from Hays Germany is clear: “To stand out, candidates need to demonstrate they’re comfortable working with AI. Showcase real projects or contributions, not just bullet points.”

How to prove your AI fluency

Build a portfolio: Include tangible examples such as AI-assisted research, automation scripts, chatbot prototypes or data visualisations. If you’ve used tools like ChatGPT, Copilot or Midjourney in meaningful ways, show it.
Mentor others: Teaching is proof of mastery. Whether it’s helping a colleague automate a task or running a workshop, mentoring shows leadership and confidence.
Inspire management: Use AI to solve real business problems. Present your results. Show how you saved time, improved accuracy, or unlocked new insights. Be the person who brings innovation to the table—not just the one who follows instructions.

Find your niche - don’t compete where AI wins

Generic tech skills are everywhere. If you want to future-proof your career, go where human input is still essential.

James Walsh recommends focusing on:

Cyber security: AI can detect threats, but it can’t understand context or intent. Cyber security requires human oversight to interpret risks, respond to breaches and make ethical decisions. It’s a field where trust and intuition matter. Discover how to get started in cyber security here.
Cloud computing: As businesses scale globally, cloud infrastructure becomes more complex. AI helps manage systems, but humans design architecture, ensure compliance and optimise performance. Cloud roles demand strategic thinking and cross-functional collaboration. Learn more about cloud engineering here.
Data analysis: AI can crunch numbers, but it can’t ask the right questions. Data analysts translate raw data into business strategy. They understand nuance, spot anomalies and communicate findings in ways that drive action. This is where insight beats automation. Read our blog for more information on becoming a data analyst.

These fields need sharp minds, not just smart machines.

Gen Z: you’re already ahead - now lead

If you’re part of Gen Z, you’ve got a head start. You’ve grown up with tech like no other generation before you. If you’re on the younger side, you’ve probably been using AI tools like ChatGPT in school. You’re not just ready to work with AI, you’re ready to lead with it.

Hays data shows 85% of 20–30-year-olds are willing to upskill in AI. That’s not just promising, it’s powerful.

The best thing you can do is lean in further. Take courses. Experiment. Build. Showcase your skills. The more you engage with AI, the more you’ll stand out.

Final word: thrive, don’t just survive

AI isn’t your competition, it’s your co-pilot. The future belongs to those who can blend tech fluency with human brilliance.

So, here’s your challenge: don’t just keep up, lead the way. Show you understand AI. Show you bring something it can’t replicate. Show you’re ready to thrive.

Because in the end, it’s not about machines replacing people. It’s about people who know how to stand out in the age of AI.

Learn about ways in which AI can help you in your job search here.

Understanding Statement of Work (SOW) and what it means for contractors

2025-07-17T11:16:40Z

As eight per cent of IT professionals prepare to move from permanent roles into contracting this year, understanding the different ways organisations engage talent becomes essential. One model gaining significant traction is the Statement of Work (SOW).

If you’re starting out on this journey and looking for your first contract, understanding the different types of SOW can be confusing, especially when you’re still figuring out the best ways to work.

I’ll explain two of the most common forms of SOW - Time & Materials (T&M) and Milestone-based (or Deliverable-based) - and the benefits that each can bring.

What is a SOW and why are they becoming more common?

A Statement of Work (SOW) is a document drawn up between a contractor and a client. Its purpose is to clearly define what work will be done, when it’s due and how much it will cost.

Traditionally, contractors were either engaged on a time-and-materials basis or as temporary workers. However, organisations are increasingly turning to SOWs to manage risk, control spending and ensure accountability. This is because different SOWs allow organisations to focus on hours worked or deliverables, which offer organisations more flexibility in headcount and budget.

SOWs explained

What about for you as a contractor? My colleague Adam Shapley has previously explored the advantages of becoming a contractor. Depending on the agreement with the client, you’ll have the opportunity to enjoy different benefits.

In my recent LinkedIn live event on contracting, I explored the below:

1. Time & Materials (T&M) SOW

In a T&M SOW, you’re paid for the actual hours worked and any materials used. It’s most similar to traditional contracting, where you invoice the client based on time tracked, except under a formal SOW agreement.

Benefits for contractors:

Predictable income: You can estimate earnings based on your hourly rate and expected workload.
Lower risk: You’re compensated for every hour worked, even if the project scope changes.
Flexibility: It’s easier to adapt to evolving project needs without renegotiating the contract.

Drawbacks:

Lower skills value: Your income is capped by your hours, regardless of the value you deliver.
Perception of cost: Clients may scrutinise hours more closely, potentially leading to micromanagement.

2. Milestone-based SOW

With a Milestone-based (or Deliverable-based) SOW, payment is tied to the completion of specific deliverables or project phases. For example, you might receive a fixed fee upon delivering a completed software module, regardless of how long it takes.

Benefits for contractors:

Focus on outcomes: This allows you greater control over how and when you work to deliver results.
Faster results rewarded: If you complete the work efficiently, you can earn more in less time.

Drawbacks:

Higher risk: If the work takes longer than expected, your effective hourly rate drops.
Rigid scope: Changes often require formal contract amendments, which can slow progress.

What’s right for you?

Deciding the right type of SOW is key to building a sustainable career as a contractor. T&M SOWs offer stability and flexibility, while milestone-based SOWs reward efficiency and strategic delivery. Whichever model you pursue, ensure the scope, expectations and payment terms are clearly defined from the outset.

As a next step, learn more from my Hays colleagues and myself on building relationships as a contractor.

Author

Travis O'Rourke
President, Hays Canada

A Father first, Husband second, and Employee third, Travis O'Rourke has 19 years of Technology recruitment experience and is the President of Hays Canada, as well as CCO of Hays Americas.

The rise of the Chief AI Officer??

2025-07-17T11:19:27Z

Is your organisation taking the right steps to implement artificial intelligence - or just following the trends?

With each passing day, AI permeates deeper into our day-to-day lives, and the rapid evolution is making its adoption critical for businesses of all sizes. Given its growing status within strategy, is it true that we need a Chief AI Officer in the executive suite?

Recent reports would certainly have you believe so. A widely shared recent study in the UK found that 48% of FTSE 100 companies employ a Chief AI Officer, while over half of respondents of an Amazon survey in Canada worked with one.

Could we really be seeing the CAIO taking its place alongside the Chief Data Officer and Chief Information Security Officer? Let’s investigate whether this trend is right for your business.

Which organisations employ a Chief AI Officer?

A search for 'Chief AI Officer’ on LinkedIn suggests that there aren’t as many people in the role as the above statistics imply. The majority of the CAIOs that appear in the results fall into two categories:

Start-ups, where the role can be integrated into the smaller structure with less friction and greater influence.
Saas companies offering AI solutions, or those building AI products.

Instead, in enterprises or large organisations, it seems more likely that Chief AI Officers are an expansion of other roles, such as Chief Data or Digital Officer. Given data’s importance in effectively wielding AI tools, it’s no surprise to see this evolution, particularly in businesses where these experts have had limited exposure or influence.

Deni Boncheva, Hays’ Global Head of Data, comments: “Many senior data professionals have struggled to prove their value in recent years for reasons including reporting lines and visibility. Now, as everybody looks to AI to solve our problems, I can understand why some data professionals would like to add AI to their responsibilities as well.”

Why are companies employing Chief AI Officers?

All this begs the question: why are so many organisations boasting a CAIO? And why is it happening now?

James Hutt at tech consultancy Paradigm Junction can shed light on today’s market: “Lots of senior leaders I speak to want their organisation to adopt AI more quickly but are finding it harder to take action within their existing verticals. The idea of creating a Chief AI Officer is, in some cases, a tangible manifestation of this desire to make change happen, since it moves across verticals.”

Deni points to the innovation S-curve, a graph pattern which illustrates how technology adoption changes over time: a slow start, rapid growth, then plateau as maturity nears. Just before a product’s performance plateaus, innovation drives fresh growth and a new S curve begins.

“With AI, we're at the start of a new innovation curve in data and we know that the growth then happens quickly. I think people are worried and think ‘Oh no! My company will be irrelevant if we don't talk about AI!’ - it is understandable but I personally don't believe that as many companies are seeing the returns as they had believed.”

For those organisations that feel left behind as this curve climbs, it’s tempting to hire a Chief AI Officer. Insights from Hays Salary Guide data collections reveal that 44% of directors and C-Level executives are against the use of AI, primarily due to a lack of understanding or support. As with data, the purpose that AI can serve organisations is cross-functional, rather than limited to your technology team.

Is a CAIO the solution? Not necessarily.

Although it’s tempting to make an executive appointment in place to oversee this, there are dangers in doing so without the right framework around them. Of course, buy-in and faith from senior leadership is important, but not the only ones whose backing you’ll require. Artificial intelligence’s benefits and impact will affect all of your people. In order to implement it effectively, you’ll need to bring them on the journey too.

For James Hutt, the pitfalls of external recruitment here are clear: “The real risk with bringing in someone new into a Chief AI Officer role is that they don't really know how the business works. So, making changes, they might be able to bring in new products. However, digital transformation involves changing processes and objectives or moving risks across an organisation. Someone new often doesn't have the levers to do that.”

Besides this, is your organisation’s data architecture in good condition? Deni stresses a Chief AI Officer’s job will depend on the existing data setup: “They are reliant on data to help them drive real change. If you don't have your data sorted, then how are you going to enable your CAIO to achieve the right business outcomes?”

There are challenges when expanding the remit of your Chief Digital Officer or Chief Data Officer, too. Implementing AI fundamentally differs to previous digital transformation, primarily due its cross-functional impact. Many CDOs will be inexperienced in managing such scope. Despite their knowledge, your efforts may hit obstacles when it comes to wider integration without these people receiving the right upskilling.

What are the alternatives?

If you’ve read about the rise in Chief AI Officer jobs and have been concerned about missing one in your organisation, you won’t be alone.

I should also stress that the conclusion here isn’t that a Chief AI Officer doesn’t bring value. In larger organisations that have the structure, data architecture and expertise in place to support one, this role can be an asset. It’s similar for start-ups, who have the advantage of being digital native.

On the other hand, if the above has made you consider whether a CAIO does actually belong in your boardroom, there are alternatives to explore.

Internal solutions

Gathering people from across your organisation to have input can have many benefits. This isn’t solely the remit of your Chief Technology Officer, and the diversity of thought and experience you already have is invaluable.

James Hutt reveals: “Companies have had success in bringing together internal working groups, chaired by a senior figure, to select which opportunities to pursue. They've been most successful when led by a senior executive not from a technology vertical, but a P&L (Profit and Loss) vertical. They can learn about AI while bringing in the business understanding.”

This group won’t necessarily have a direct impact. However, their ideas and approaches should be taken into account by decision makers.

External consultancy

Simultaneously, AI skills and expertise needn’t be limited to in house. There are experts out there with experience in digital transformation who can advise you regarding AI’s impact on your organisation, its sector and its customer behaviour. The challenge is in finding one that can truly offer value.

Carry out due diligence by researching consultancies that continue to offer relevant insights, either on social media or through blogs and newsletters. Does this content offer anything new? Has it changed your own view of AI, or is it more of the same?

Explore previous clients – most consultancies would be happy to promote this. Do you think these organisations are facing similar challenges to your own? Would their advice be of value to you and your position?

When assessing their suitability during opening conversations, you’ll need to decide whether they can back up their claims. Given the relative infancy of AI within digital transformation, this can be difficult. James Hutt suggests: “A helpful question to ask might be ‘Why do you think an approach that you have brought to consulting in the past is appropriate?’

“Someone who can help you transform your business should be able to explain how AI differs from previous technology shifts, and why it shouldn't matter that they haven't done this for ten years.”

Which solution is right for your organisation? Don’t lose sight of your most important resources - your people and your data. Whether you hire a Chief AI Officer or not, neglecting to honestly evaluate your current position will hamper your progress. This waste of time, money and effort (as well as possible employee turnover) will cause more harm than failing to follow the supposed trends.

If you’re looking to equip your organisation with the right skills, get in touch with Hays today.

Author

James Milligan
Global Head of Technology Solutions

James Milligan is the Global Head of Technology Solutions at Hays, having joined in 2000. In his role, he is responsible for the strategic development of Hays' technology businesses globally.

Tomorrow’s tech talent: the 5 roles that’ll support your organisation

2025-07-17T11:15:25Z

In the year ahead, AI implementation will continue to dominate headlines as a business focus, but there are other automation solutions that organisations will utilise. Success will also depend on greater collaboration between tech teams and the wider business – as such, finding the people who’ll do this (and enable this) will be vital.

In this blog, we’ll explore some of the in-demand tech jobs for the future and how these specialists will support your organisation. Using data from Horsefly Analytics, we’ll then look at the availability of candidates and their experience.

Let’s look at the skills that you’ll need to have on board.

The five in-demand tech jobs of the future

Cloud Architect

Your organisation’s access to data, apps and collaboration tools (especially from remote locations and in a global network) relies on cloud. This means that, for your business to run this smoothly (and securely) in a scalable setup, Cloud Architects will be crucial.

The are multiple Cloud Architect jobs that your team could employ to support with its operations, with each focusing on different aspects of the technology. Examples of these jobs include:

Cloud Solutions Architect
Cloud Data Architect
Cloud Security Architect
Cloud Strategy Architect

Although their technical skills and innovation set Cloud Architects apart, collaboration is crucial to their success. The best candidates will work with stakeholders in the business to understand their needs. After that, they’ll oversee the design, creation and implementation of the strategy, with a focus on ongoing optimisation and security.

As well as skills, these professionals in general also bring experience. Global data indicates that 81% of candidates in the role have worked in tech for at least eight years.

Cloud Solutions Engineer

While Cloud Architects place a greater focus on strategy and aligning with the wider business, a Cloud Solutions Engineer is more responsible for putting the plan into practice. For example, they might be responsible for the migration of your assets, as well as creating new cloud solutions.

As a result, you can expect optimised performance (meaning lower costs) and the ability to deploy updates at speed and scale.

Again, these candidates are often highly experienced, especially in certain parts of the world. In Australia and New Zealand, 88% of these engineers have over seven years of experience in tech, while the same applies to 82% of candidates in the DACH region (with even higher rates outside of Germany).

DevSecOps specialist

With cyberattacks a major concern for organisations of all sizes, integrating security practices into DevOps needs to be a priority, rather than an afterthought that can slow you down or force you to go back on yourself. Thinking about cyber security at the end of the development cycle only undermines the benefits that DevOps methodology should bring i.e. speed and collaboration. For organisations who are regularly facing this issue, DevSecOps will soon be a popular solution to increase efficiency and time to market.

Due to the different paths that can lead to working this way, there are candidates across the globe with expertise that can benefit your business. The trade-off is the relative inexperience of working in an emerging practice when compared to the roles mentioned above. Just two thirds of candidates have 8+ years of experience, though again this proportion is greater in the DACH region.

AI Engineer

You won’t need telling that organisations are looking to harness artificial intelligence to assist in daily operations, processes and services. The boom we’ve witnessed in the last three years has increased demand for AI experts who can drive this, and AI Engineers (or Machine Learning Engineers) are chief among them.

AI engineers will be the ones designing and building these solutions. They could approach this from a number of angles, such as engineering, architecture or even security. For them to succeed, their employer will need to have their data in order and a clear sense of what the AI tools need to achieve.

Specialists in these roles have, on average, spent less time working in this area than those in other tech roles. Over half (55%) have fewer than eight years of experience.

RPA Developer

AI’s capacity to learn may result in it “taking charge” of more tasks. Despite the buzz, we mustn’t lose sight of the ways in which Robotic Process Automation (or RPA) will continue to help businesses. When implemented correctly and appropriately, it offers a reliable solution that enables humans to use our skills where they’re most needed.

RPA Developers usually boast extensive skills and knowledge in creating and optimising these solutions. They’ll work with your business operations to understand where workflows will benefit from automation, before designing and developing the “bots” that can handle them.

Sixty-two per cent of specialists worldwide have been working in tech for at least eight years. You’ll find more experienced candidates in Southern Europe, with the proportion up to 72% in Spain and 76% in Portugal.

Discover how to attract these candidates with the Tech Talent Explorer

To find out what’s motivating these specialists worldwide and how you can attract them your organisation, take a look at our new global Tech Talent Explorer.

Based on exclusive Hays survey responses from almost 10,000 tech professionals, as well as millions of data points from Horsefly Analytics, its tools enable you to learn more about the state of play where you are and beyond.

Discover where today’s permanent and contractor specialists are based, how much they cost, what they want from their next employer and the skills they need for continued success.

Start exploring today.

Author

James Milligan
Global Head of Technology Solutions

James Milligan is the Global Head of Technology Solutions at Hays, having joined in 2000. In his role, he is responsible for the strategic development of Hays' technology businesses globally.

Plugging the Cyber Security skills gap: how Solve Transition are cultivating top candidates

2025-07-17T11:16:15Z

To plug the skills gap in cyber security, the World Economic Forum predicts that we’ll need four million professionals. Fail to act and two-thirds of organisations will face additional risks, the same report concludes.

Even with traditional hiring methods unable to keep pace with demand, we’re seeing rising unemployment rates in some key talent networks. Last month, the unemployment rate for US veterans hit 4%, climbing from 3.8% the previous month.

Our latest report, ‘The Future of Work’ states that organisations will need to rewire their recruitment process to access the skills they need. But how can organisations actually tap into these overlooked talent sources?

In this blog, we explore how a partnership with Solve Transition is changing the game when it comes to sourcing cyber security skills.

The spark that started Solve Transition

Professor Neil Curtis’s drive to kickstart Solve Transition was inspired by many of his own challenges. After serving in both the military and police forces, he held various roles in IT project management. Eager to redeploy his skills in risk management, he transitioned into the cyber security space.

It was at this stage he realised there was very little support available to those looking to reskill.

“Police and military veterans don’t always operate in high-level technology landscapes, meaning they aren’t using technologies such as phones or laptops in their day-to-day operations. When you move out of these environments, it becomes a real challenge.”

From concept to company

“We started to road-test some of the concepts that would later become the early foundations of Solve Transition during my time at DxC”.

As Chief Security Officer, Neil and his team hired multiple veterans, using various practical assessments during interviews to showcase potential, rather than relying solely on technical expertise.

The result? “We found that veterans were transitioning very well, picking up skills at an incredible pace”.

The value-add of veterans

“Both police and military veterans have an abundance of soft skills that mean they excel in the cyber security space, including resilience, emotional intelligence, critical thinking and working effectively under pressure.

“When it comes to technical skills, most have a strong foundation in the risk and cyber space, given the technology capabilities of our modern armed and police forces. Intelligence gathering is a vital part of decision making, and military forces are using various digital encryption methodologies, so we see lots of programme participants with strong data intelligence and analysis capabilities.

“But so many people, civilians included, don’t know how to communicate these skills during the hiring process”.

The result of this communication gap is that many veterans subsequently end up in low-level roles that aren’t reflective of their capabilities, with 70% classed as ‘underemployed’.

Within three years of joining an organisation, over a third are in senior leadership roles.

Neil states, “they get into the organisation, embed themselves and lean into their responsibilities. They learn the corporate language, while retaining the key attributes that make them so critical when problems arise.”

Below, we explore just some of the steps that Solve Transition are taking to elevate the ambitions of their programme participants.

Prepping people for the job search

One of the early focus points is making CVs suitable for ‘civilian careers.’

“We’ve recently worked with a sergeant, who used to serve in the RAF. He managed an entire fleet of AWACS aircraft – that’s a portfolio worth $2.5 billion! They saw their responsibility as ensuring the aircraft were battle ready at any given point, but from a hiring perspective, it shows how comfortable they are with enormous levels of responsibility, management of spend and delivering results under pressure.”

Solve Transition support their candidates in turning their mission-focused experiences into measurable outcomes.

“The right terminology is vital, especially when applying for highly technical roles. As AI supports more of the initial screening work, it’s more important than ever that these candidates can speak the language of modern organisations.”

Strengthening their digital footprint

The next stage, ‘lessons in LinkedIn’. Solve Transition helps their applicants build a stronger digital portfolio.

“Your LinkedIn profile is like a window into who you are and what you want to achieve. When a CV lands on my desk, the first thing I do is take a look at their online profile! I want to know what motivates them, what they engage with and the people they align with.

Plus, there’s a hidden art to LinkedIn. We teach people the value of storytelling, because we all want to feel a personal connection, especially with people who could be our future colleagues”.

A coffee to determine cultural fit

“One of my favourite things to do is sit down with the candidate for a coffee. It’s not always possible, but as our network grows, we’re linking up our programme applicants with more senior security executives, including myself. I want to know what drives them, what they’re seeking from a team and what they’ll give in return.

“I’m really proud of the people we’ve supported in the programme and the companies they’ve gone on to join. I don’t want to see the quality drop in either the applicant or the organisation, so I dedicate a lot of time to ensuring a strong cultural fit.

We aren’t here to just fill roles. Solve Transition is driven by a desire to find quality jobs for quality talent.”

Self-guided reskilling with the right support

“We aren’t a training authority, but we create training portfolios and support our cohorts every step of the way.

“It’s about collating the right skills that will enhance employability. With so much information available, we help filter the ‘noise’, ensuring the courses they undertake are tailored to their future career.”

“The length of time spent training does vary between individuals, it can be anything between a few months and a few years, depending on existing capabilities and technical needs. When you consider that some of the exams are 24 hours long, it starts to give some indication of just how much these participants need to learn.

“And of course, life happens! We’ve just had one individual pause her participation as she’s expecting twins. Her career in cyber security will be waiting for her when she’s ready to come back.”

Finding the perfect role

“And then we welcome Hays into the picture. Once our candidates are nearing the end of the funnel, we introduce them to specialist recruiters who can help them find roles with the potential to really make a difference”.

How can we support more veterans to solve the skills gap?

For Neil, it’s about recognising the differences while also identifying the opportunities.

“You can’t run a police station and then a corporate office. They are two incredibly different environments.

“But veterans do come equipped with a whole array of transferable skills that make them indispensable to organisations. It’s not unusual for organisations to employ just one or two of our programme leavers, and just a few months later they return, searching more people they may have previously overlooked.”

Organisations partnering with Solve Transition have taken the first leap of faith. It’s a start, but long-term success requires changes to the recruitment process. Veterans are doing a lot of the legwork to ‘fit into’ traditional search methods.

Having recognised the value-add of veterans, organisations must start testing suitability of these candidates in different ways, reflecting their different backgrounds. Neil highlights the capability framework that Solve Transition developed.

“It’s a powerful tool, not just for the veteran but also for the organisation. It’s an independent assessment, beyond a CV and a fairly static interview process, that indicates to what extent this individual has the ingrained capabilities needed to thrive in the cyber security space. To find value in non-traditional talent sources, we need to be open to non-traditional indicators of success.”

Building powerful partnerships

For Adam Shapley (Managing Director for Technology Solutions, Hays Australia and New Zealand), the value add is evident.

“Organisations like Solve Transition are invaluable in connecting organisations with undiscovered or overlooked talent networks. Neil is at the heart of a rapidly growing community that you simply won’t find using traditional hiring methods.

The power of the partnerships we build with organisations like Solve Transition feel immeasurable. Together, we’re plugging critical skills gaps, enabling organisations to protect their ecosystems and empowering veterans to shape rewarding careers.”

Read more about how demand for cyber skills is changing in our latest report, ‘The Future of Work: How AI is impacting your workforce’.

Searching for more insights on top roles in tech? Take a look at our related blogs:

Author

James Milligan
Global Head of Hays Technology

James Milligan is the Global Head of Hays Technology, having joined in 2000. In his role, he is responsible for the strategic development of Hays' technology businesses globally.

How to recruit neurodivergent talent and help them realise their potential

2025-07-17T11:14:31Z

It’s no secret that we’ve recently seen pressure in some parts of the world to scale back on Diversity Equity & Inclusion (or DE&I) initiatives at organisations of all kinds. However, despite this backlash, diversity and inclusion remain important in all aspects of business.

This isn’t just a case of it being “the right thing to do” or a way to enhance your reputation. Its benefits stretch further than that. After all, in order for products and services to work for everyone and succeed, we need to make sure that a range of demographics are represented in the ideation and creation process. That means diversity of experience, identity and thought.

Take the importance of neurodiversity in the tech workforce, for example. Studies show that neurodivergent professionals increase team productivity by 30%, yet they often struggle to find employment. This blog will explore neurodiversity in more detail, why neurodivergent candidates face challenges in finding work and how hiring practices can be altered to bring better talent to your business.

What is neurodiversity?

The term “neurodiversity” describes the way in which humans vary in terms of our neurocognitive ability and how our brains work. It’s estimated that up to 20% of the world are neurodivergent and, like their neurotypical peers, boast their own strengths as well as weaknesses.

As a result, neurodivergence can be an advantage in an environment that enables people to play to their strengths, while also minimising challenges that can impact their productivity and comfort. Tech is a common area in which we tend to see neurodivergent professionals shine – James Milligan, Global Head of Technology at Hays, has previously written about how cyber security teams can benefit from their input.

Jacqui Wallis is CEO at Genius Within, a social enterprise dedicated to supporting neurodivergent people in the world of work. In her blog on the Hays website, she offers examples of traits that potentially aligned with certain conditions, based on research.

ADHD: People with ADHD are often highly creative with lots of energy. Also capable of hyperfocus on the task at hand.
Autism: This is commonly associated with soft skills such as logical thinking and attention to detail.
Dyslexia: In addition to their creativity, professionals with dyslexia are better at visualising concepts, including patterns and data trends.
Dyspraxia: Useful skills linked to dyspraxia include problem solving and critical thinking.

However, she rightly stresses the importance of assessing the individual and what they bring to the table, rather than be tempted by stereotypes. These assumptions are only going to cause problems for both the candidate and the hiring party.

How current recruitment methods can exclude neurodivergent talent

Despite the skills, perspectives and attributes that neurodivergent talent can bring to an organisation, many are still struggling to find their way in the world of work. According to the Australian Bureau of Statistics, 34% of Australia’s neurodivergent community are unemployed, while 2025 figures show this is 31% in the UK.

For businesses to nurture and harness these people’s vast potential, there needs to be a shift in the way we look at inclusive hiring. Even in today’s climate, too often we see organisations reiterate their commitment to DE&I without walking the walk. DE&I isn’t just an aesthetic or a trend, but something organisations must live and breathe. In other cases, you’ll see companies showing their working in this area, without actually deploying the most effective methods to build a truly diverse workforce.

This is because, ultimately, hiring through traditional CV and interview assessments isn’t inclusive. Unconscious bias creeps in at several stages, including:

Perception Bias in where we share job openings.
Affinity Bias as we gravitate toward candidates whose CVs align with our own.
Confirmation Bias by seeking people who will agree with us, rather than challenge.

The above just scratches the surface, since there are 180 biases that need to be mitigated for the recruitment!

The result of these biases? The same people get hired – those most similar to the hiring managers.

How to minimise bias in the recruitment process

What actions can you take? Firstly, you don’t need to invest large resources in groups and initiatives. In fact, this can dissuade decision makers from investing the necessary resources.

Skills-based hiring has been a major talking point in the world of work over recent years. However, larger organisations with ingrained current hiring practices are yet to adopt this approach. This means that they, and any like-minded employers, are missing out on top talent.

My colleague, Harry Gooding, Director for Hays Skills in the UK, explains: “Skills-based hiring offers a powerful way to unlock the potential of neurodivergent talent. By focusing on demonstrable abilities rather than relying on traditional avenues like CVs, previous experience, or qualifications, we create a level playing field where diverse minds can truly shine.

“However, it's crucial to remember that a one-size-fits-all approach won't work, even within skills-based hiring. To truly maximise inclusivity, organisations need to adapt and increase flexibility within their skills-based processes and assessments, ensuring the entire candidate journey is tailored and accessible for the wide range of people you’re looking to engage. This approach particularly allows neurodivergent individuals, whose unique "spiky profiles" often include exceptional strengths, to showcase their unique potential and valuable perspectives, ultimately building a more innovative and successful workforce.”

So, what does this actually entail? Here are some examples of ways to attract and bring the best out of neurodivergent candidates.

Job descriptions

Keep the descriptions concise to avoid overwhelming or confusing the reader.
Focus your requirements on transferable skills, including the ones highlighted above. Candidates shouldn’t be dissuaded from entering the world of work because they don’t have the exact experience.
Make it clear that you’re committed to DE&I and supporting your workforce.

CV assessments

Assess talent for skills and extra-curricular activities, rather than just work experience.
Facilitate alternative methods of application, such as video CVs or portfolios.

Interviews

Prepare candidates for what to expect from the interview process, including any assessments they’ll be doing.
Utilise tasks or technical tests that enable candidates to demonstrate their capabilities and transferable skills.
Conduct assessments in comfortable environments (that will be replicated for the role!), as opposed to virtual or in-person interviews where candidates may feel unable to present their best selves.

Most of the above are small changes that can make a hugely positive difference to the candidate experience for neurodiverse talent. Does it require a degree of flexibility and unorthodox thinking? Yes. However, it’s precisely this attitude that will help you discover talent that bring fresh experiences and perspectives to your organisation.

Author

Matt Cotton
Business Director and Cyber Practice Lead, Hays ANZ

Matt is a highly experienced recruitment professional with almost 20 years’ expertise across multiple sectors, industries and countries. A firm believer in the role of People & Culture at the heart of every great business, he has a huge passion for supporting Neurodivergent talent and driving awareness around the benefits of hiring, supporting and retaining Neurodivergent minds.

Attracting and retaining the diverse voices needed for digital transformation

2025-07-17T11:14:58Z

As a female leader in recruitment, I’m often asked to comment on the importance of building a diverse tech workforce. The answer involves seeing success as more than just who you get through the door. Attracting diverse talent is important, but growth and retention require just as much focus. Doing this properly entails commitment to driving the right culture.

Today’s challenge is to go beyond what many organisations are already proud to have achieved, so that we avoid taking the predicted 20 to 30 years to reach parity between genders. All too often, decision makers look at their DE&I data without breaking it down by department - that isn’t enough anymore. We need to dig deeper and identify gaps across the organisation, if we are to shape a tech workforce that is truly representative of the customers we serve.

For example, if you have 20% female representation in technology, but only 1% of these women are specialists in cyber security, we need to address how to drive more people into these skills areas. Looking at numbers across the organisation is crucial, but we must use them to make a difference.

Recruiting a diverse tech workforce

Hiring talent that can bring something new to your organisation starts with assessing people as individuals. How do you form hiring processes to reflect individuals and their attributes?

Often, everyone completes the same application, while CVs are scored based on skills and what’s visible. However, when we take a skills-based approach to hiring, it puts a completely different spin on the way we assess candidates, but ultimately uncovers stronger ones.

My colleague, James Milligan, has already explored the role that artificial intelligence could play in recruitment. If we want AI to truly be successful, there has to be diversity of thought behind the implementation and input. We don’t just need female representation, but also from ethnic minorities, people whose first language isn’t English, the LGBTQ+ community and more. If not, then we're just going to have a biased product that doesn’t lean into diversity.

Both skills-based hiring and AI offer methods for uncovering top talent. What else can we do to eliminate bias?

Make sure that women are part of that application process.

That doesn’t start with reviewing CVs. When you're writing job adverts, employ both a female and a male lens to understand what’s going to attract candidates. We need fresh talent to fill the skills gap in tech, but women are less likely to apply for roles if they feel underqualified. Reshape your specifications so they feel more encouraged, and highlight anything about the role that might appeal, such as flexibility and hybrid working.

Beyond that, get a female perspective when reviewing applications. I have an example of a client who wanted to overlook a female candidate because she’d not stayed anywhere for longer than 18 months. However, I noticed that, at her three previous employers, she’d actually risen into a more senior role, which is incredibly hard to do as a woman. Meanwhile, the client hadn’t excluded a male candidate who'd moved jobs every 12 months, demonstrating that bias exists despite wanting to drive diversity.

Retaining and nurturing talent in an inclusive culture

Lo and behold, she ended up getting the job. However, it’s unlikely that she, or another female they hired, will stay very long.

The reason? The culture that exists in the organisation clearly isn’t a positive one, which will not only impact recruitment but retention and bringing the best out of the talent.

Our recent UK&I Salary and Insights Guide reveals that the reason over 50% of tech professionals are leaving jobs is down to culture and this not aligning with the impression they received during the interview process. The value of creating the right environment and the accountability is with leaders and managers (along with the broader staff community) to ensure change happens across the organisation. Again, just as when you’re hiring, you’ve got to support everyone so that they can be their best self in the workplace. If you’re not, it’s a waste of talent who will find opportunities elsewhere. That doesn’t mean you need to tailor the culture to every individual – it means building an inclusive and equitable one where everyone feels welcome, empowered and able to thrive.

It’s only by committing to this that we’ll see female leaders, like the ones mentioned above, succeed and offer everything they can to your organisation. Without action, we won't have enough in the future. There needs to be an indication that the world of work is for them, too.

Supporting female talent

There are multiple aspects to developing the next generation of female leadership that we need to recognise. Primarily, the focus is on encouragement and support. I often say that women have an inherent way of listening to the devil on the shoulder who is insistent on telling us what we haven’t done well. It's not that we're trying to find fault, it's that we're trying to improve.

Mentorship can help in this regard. For me, a mentor is the angel on the other shoulder, offering a positive perspective and helping overcome challenges, whether that’s impostor syndrome or barriers within the organisation.

While it’s true that external mentors can also teach people a great deal about how to navigate different experiences without any preconceived ideas, many employers aren’t utilising this resource. Hays’ Learning Mindset Report uncovered that just half of businesses aren’t offering this, despite two thirds of workers and three quarters of employers being satisfied with its results.

Does your organisation currently provide a mentorship scheme? Again, for true equity, any such initiative should be available to all employees, regardless of gender.

Don’t underestimate the value of allyship, either. Yes, it’s less formal or structured than mentorship, but it’s no less important in making sure that female employees feel supported and have another voice in the organisation. Employers should be looking at the environment right now and whether it includes, or indeed encourages, male employees who are doing this.

For further insights into this subject and its impact, download Hays’ Future of Work report, where my collegues and I offer more advice on these challenges.

Author

Amanda Whicher
Technology Director, Hays UK&I

Amanda Whicher is the UK&I Technology Director at Hays. With over 17 years of experience in the recruitment sector, Amanda has a wealth of knowledge and expertise regarding the challenges employers face in accessing and retaining talent. She is particularly dedicated to encouraging more women to pursue careers in tech and helping organisations create more diverse and inclusive teams.

Amanda is committed to connecting top technology experts with organisations, fostering long-term partnerships and providing innovative workplace solutions. Her goal is to support both clients and candidates in achieving their ambitions throughout the technology industry.

How to write your CV for a data analyst job

2025-07-17T11:13:23Z

Are you looking for a data analyst job? There’s good news. It’s among the most in-demand tech jobs for employers in 2025. However, it’s still a competitive market, so hiring managers will be looking for someone who stands out from a pile of applicants. Your CV will be your first impression that defines your success.

In this blog, we’ll cover what to include in a data analyst CV. You’ll want to consider data analyst core skills alongside your own experience, as well as what to avoid in your CV and what to do if you have limited experience in this field.

By incorporating these recommendations, you’ll create a tailored, detailed yet concise CV. Our goal is to help you secure an interview.

Looking for opportunities as a data analyst? Search our jobs here.

Essential tips when writing a data analyst CV

Tailor your CV to the specific role you are applying for. If you’re applying for a junior data analyst or senior data analyst, your CV should reflect this. Avoid creating a broad data analyst CV, as employers are seeking different skills and experiences at different levels.
Make sure your CV isn’t too long. Hiring managers and recruiters will be reviewing numerous applications, so keep yours concise and to the point, with the key information jumping out to the reader.
Highlight your core soft skills as a data analyst. Demonstrating these transferable skills will be essential, especially if you don’t have much experience in data analyst roles.

Skills to highlight in a data analyst CV

Whether this will be your first data analyst role, or a new position, there are essential skills you’ll need to succeed that should be included in a CV

Analytical skills - Analysing data and critically explaining what it means will be essential in any data analyst role.
Attention to detail - You'll need to be able to spot trends and errors when compiling reports.
Collaboration - you'll be working with colleagues across departments to deliver valuable insights.
Communication and stakeholder engagement - Positive communication is a crucial skill for most roles. As a data analyst, you’ll need to work effectively with various stakeholders and alter your messaging depending on the audience.
Data management - Organising and storing data will be key for quick and effective decision making.
Organisation - Managing data effectively and backing up essential work can prevent any data losses. As regulations and legislation increase, it’s important to maintain a clear audit trail and meticulous organisation.
Presentation skills - The ability to present your findings will be necessary for explaining complex data in a clear and concise manner.
Problem solving - Successful data analysis involves translating your findings into actionable solutions. This problem-solving approach is what an employer will look for in a data analyst.

What to include in a data analyst CV

Your CV should clearly present your experience, qualifications, skills and knowledge for the data analyst job you apply for. Employers will be looking for a candidate who clearly knows what they’re talking about. Including the following in your CV will be essential:

Make your experience stand out

Discuss your most recent roles first. Employers will be looking for someone who has the ability to query, clean and manipulate data. If your last job included analysing data or presenting big data reports, the reader will want to know.
Specify your soft skills. Skills needed for a data analyst role include common job requirements, like communication. Explain how your communication skills help you to translate complex data modelling into actionable insights - even if you’re new to the industry.
Clearly state your relevant roles and responsibilities. Explore how projects you worked on in your last role relate to data analysis. Describe when you’ve used data visualisation or a similar approach.
Add any relevant extracurricular experience. Include links to a portfolio, case study or project that showcases your skills. Alternatively, if possible, include an attachment for employers to learn more.

Depending on your level of existing experience as a data analyst, there are different things that the hiring manager will want to see:

Entry level (0-2 years) - Internships, academic projects or personal portfolio.
Mid-level (2-5 years) - Experience working with real-world datasets, managing reporting and stakeholder comms and the level of stakeholder in an organisation have worked with.
Senior Level (5+ years) - Leading projects, influencing business strategy and mentoring junior analysts.

Specify common data analysis software that you’re familiar with

Include a list of common, essential technology or software that you’ve used. Don’t assume anything on behalf of your reader. Mention tools from Microsoft Excel and Google Analytics through to more complex data integrations like Power BI or Tableau. These tools will prove useful for a variety of data analyst jobs.
Showcase any high-demand experience. If you’re applying for an entry-level data analyst job, highlight anyexperience using specialist toolkits or knowledge of programming languages that power multiple tools, such as Python, R, and SQL.

Data analysis software that employers will look for on a CV

Data analysts rely on powerful tools and software platforms to process, analyse, and visualise large data sets. There are a range of common tools across the market, but some of the most popular include:

Tableau
Apache
Spark, Hadoop & storm
Power BI Statistical Analysis System (SAS)
KNIME
Microsoft Excel
Google tools - Analytics, Big Query & Looker Studio
Jupyter Notebook

If you haven’t used these data processing tools before, that’s ok. Conduct some online research or download a free demo in your spare time. Demonstrating that you’ve gone out of your way to learn will help to set you up for success.

Help your reader to digest information with a clear layout

Break up your CV with clear sections. An easy-to-read structure will help hiring managers to find what they’re looking for, which may indirectly demonstrate your skills in data visualisation. Demonstrate that you can identify and highlight important information.
Introduce your data analyst CV with a personal statement. Tell a brief story about who you are, what you can do and what you’re looking for. Don’t go into too much detail here – 100 words will suffice. Remember: you can always add a cover letter if necessary.
Highlight your education. If you’re a recent graduate, explain how your studies have underpinned your core skills in data analysis. Clarify why your degree, or other qualifications, may be relevant in a data analyst job.

How to become a data analyst with no experience

If you’re embarking on this career path, it can be daunting without direct work experience. Don’t be discouraged to apply, though. Instead, tailor your CV to clearly demonstrate you have the skills and knowledge needed.

To boost your entry-level data analyst CV, it’s best to show your passion for the role and prior knowledge. I’d recommend utilising free certification or entry certifications across cloud platforms. Where possible, gain exposure to AWS, GCP, Google BigQuery or Azure so you have some experience in using these.

What to avoid when writing a data analyst CV

When writing your data analyst CV, ensure that you avoid these common mistakes:

Spelling and grammar mistakes - Attention to detail is a key skill for a data analyst. Proofread your CV prior to sending it to an employer and ask colleagues or friends to take a look too.
Generic information - Avoid creating a one-size-fits-all CV if you’re applying for multiple data analyst jobs. Tailor your CV to explain why you’re the best candidate.
Irrelevant experience – Only focus on roles that showcase your data analysis skills. Avoid going into detail elsewhere, unless to highlight transferable skills.
Soft skills without evidence – Avoid listing generic skills like “detail-orientated” or “team player”. Instead, demonstrate it in your experience or achievements – find out more in this blog.

Things to remember when writing your CV for data analyst roles

Rather than listing skills in abstract, showcase real life examples to illustrate each point. Specify your knowledge of data analyst software and convey your willingness to learn new skills. Of course, best practice CV rules apply in all industries. However, for data analyst jobs, aim to demonstrate your meticulous attention to detail in action. A well-crafted CV, with no errors, can indicate that your future reports will be similarly flawless.

Search our data analyst jobs here.

Searching for a data analyst job? Explore our jobseeker advice in these related blogs:

Author

James Walsh
Business Director - Cyber, Data & Cloud, Hays UK&I

James has worked in cyber security talent recruitment for over 15 years, finding and placing people at all seniority levels.

How to become a project manager

2025-07-16T16:12:42Z

By 2027, it’s estimated that 87.7 million project management roles will be needed to fill the demand across all sectors in the global economy. As well as in technology, the UK has seen the number of project roles rise to 2.32 million across areas such as construction, finance and business, but there’s still a talent shortage. Agile project management is also becoming increasingly popular, with 71% of US organisations now using this framework.

This demand is nothing new in tech, which is why project manager jobs feature regularly in our lists of the hottest permanent and contractor positions worldwide. It's also something we’ll continue to see as new technology continues to evolve. For example, AI adoption will require updating technology stacks, security policies and data management – which will create a whole raft of other projects beyond to ensure organisations are AI ready

This means that there are certainly plenty of opportunities for people interested in moving into this field. In this blog, I’ll explore the project manager role in more detail, what employers are looking for and the skills you’ll need to become successful in technology.

What does a project manager do?

The reality is that, in the tech space, it’s a role that varies massively. There’s no one-size-fits-all project manager, since they might be working in infrastructure, ERP, cyber security or data, for example. It’s a role that can have broad scope or be focused on specific parts of the organisation’s technology, so it can suit generalists or specialists.

Nonetheless, the role of a project manager will have a consistent level of approach where you’ll play a key role in organising, managing and coordinating a breadth of deliverables, from establishing workflows to working closely with stakeholders to drive outcomes. Success entails ensuring projects stay on track and are delivered on time and to budget, while adapting to identify and overcome any obstacles on the roadmap.

Different types of project management

In recent years, we’ve seen a massive shift in tech from traditional project management to the agile methodology. This is because organisations need to be fluid in their processes and agile project management enables a more flexible, iterative approach which can achieve better outcomes. Agile project managers organise and oversee work processes, referred to as “sprints”, which allows the team to adapt smoothly to changes or feedback.

Agile project management tends to be better suited to business change and system-based projects, where user design and experience is key but doesn’t align as well to infrastructure upgrades. As a result, a strong candidate will be able to offer a balance of the two to organisations to enable the smooth delivery of a variety of projects.

Meanwhile, scrum-based management revolves around daily meetings for a small project team. This approach ensures near-constant communication with the project lead, which minimises risks and misunderstanding.

What are employers looking for when hiring project managers?

There’s no one route into this role. Ultimately, employers often want somebody who can take their organisation through change and navigate the challenges. That could be somebody who’s lived and breathed a similar project, but not necessarily in a management role.

For example, experience in systems can cross over into a project manager role. Alternatively, the right soft skills will be transferable, as will an understanding of a project’s benefits and the purpose behind it. In recent years, there’s also a greater mandate around delivery on time and to budget.

As such, a strong candidate will have:

Soft skills: The project manager skillset has evolved over the last ten years. Whereas historically it would be maybe more technically focused, the role is now much more people-orientated and so relies more on softer skills.
Technical knowledge: While soft skills are hugely important, anybody working on a specific stack or business focus will benefit enormously from understanding the technology involved, such as cloud, data or cyber security.
Experience with tools and software: Familiarity with project management platforms such as Jira, Asana or Trello can be a huge bonus.
Methodology knowledge: Companies may favour candidates with expertise in the aforementioned project management methodologies such as agile, scrum, or waterfall.
A proactive mindset: An overlooked but important trait is a can-do attitude. It’s a role that suits people who are strong in project planning and want to get things done.

Transferable skills to become a project manager

Change

Managing change has become a key part of projects, along with technology adoption. Having this skill can help organisations not only implement the technology but start to realise benefits. It’s one of the core soft skills organisations are looking for. It’ll help in navigating transitions that are often inevitable during projects, while maintaining productivity and ensuring minimal disruption.

Organisation

Project managers are responsible for keeping track of timelines, resources, and progress. Candidates with experience in planning, ordering and managing tasks already have the right foundations to help organisations plan and deliver more effectively.

Communication and stakeholder management

Most of your time will be spent managing different stakeholders across different business areas and differing levels of expertise. Your role in supporting and guiding them can often determine the success or failure of a project. Strong communication skills make it easier to clarify project requirements and resolve any issues efficiently. You’ll need to tailor your communication depending on whether you’re engaging with tech professionals, senior leaders or even external stakeholders.

Leadership

Leadership skills are essential for motivating the project team, which can be made up of both business experts and end users from around the organisation that may not have worked together previously. Bringing the team together with clear shared goals and ability to keep focused is important towards project goals. Experience in leading projects or mentoring colleagues can prove your skills to an employer.

Problem solving

You’ll inevitably encounter unexpected challenges, so it’s best to have experience in creating solutions under pressure or finding alternative approaches. By being confident to solve problems, you’ll be able to manage obstacles that might pop up during a project lifecycle.

Learn more about how to showcase your transferable soft skills when applying for jobs here.

How can you prepare for a project manager job?

The best way to prepare is through hands-on experience. Having practical knowledge is really the best way to go, so you need to be creative if you haven’t been in the role already.

Many people begin in this role by taking on smaller projects that require planning and coordination. It may not be labelled as “project management” officially, but the experience still counts. If you’re already in a technical role, be proactive in working on any projects and processes and think about what’s being implemented in your organisation. All of these provide valuable examples to mention during interviews.

Employers do still look at certifications such as PRINCE2, which is globally recognised, and it can help project managers to have an Agile Certified Practitioner (PMI-ACP) or Certified ScrumMaster (CSM). However, it’s not the be all and end all and shouldn’t take priority over the above.

Secure the right role for you with Hays

Ready to take the next steps in your project management career? As a global leader in recruitment, Hays can support you in your search. Discover how you can excel in one of the most sought-after tech roles on the market.

Read more guidance on applying for popular roles in the technology industry:

Author

Amanda Whicher
Technology Director, Hays UK&I

The top 10 IT contractor roles in 2025 - updated

2025-07-17T11:22:59Z

High demand for tech talent in a challenging economic climate means that more organisations are working with IT contractors to access specialised skills while scaling their workforces flexibly. Besides critical project expertise in certain roles, contractors can also support internal development through knowledge sharing, making them a valuable asset in today’s digital environment.

Which roles are tech contractors in demand for – and why?

As such, we’ve looked at Hays data from the last six months to see how demand for IT contractors has changed so far in 2025. To better understand the reasons behind this, I’ve asked colleagues across Hays to share their insights:

Alicja Kupiec, Recruitment Coordinator, Hays Poland
Jade King, Senior Recruitment Manager, Hays Australia
Jason Barr, Technology Director, Hays UK&I
Mike Wilson, Senior Manager, Hays UK&I
Nadine Wirkuttis, Head of Data and Channels, Hays Germany

Search opportunities with Hays here.

The top 10 in-demand roles for tech contractors

10. Software Developer (new)

Jason: “While people are using generative AI for coding, contractors offer skills beyond that, which are still wanted by organisations. As a developer, you’d likely be working alongside more established members of the business. There are opportunities in several industries but would mostly be seen in software companies and financial services.”

9. Scrum Master (was #7)

Jason: “Contractors will need to be ready to hit the ground running – you've got to do your learning in your own time. Of course, there’ll be an onboarding when you join a client, but you’re being brought in to impart your knowledge of Scrum – this role isn’t in the top 10 for permanent positions, we’re seeing more demand for contractors to train others.”

8. DevOps Engineer (new)

Alicja: “DevOps Engineers are in high demand as companies accelerate their adoption of cloud technologies and CI/CD pipelines. Contractors bring the agility and specialised expertise needed to streamline deployments, automate infrastructure and ensure system reliability. In this role, contractors are expected to integrate tools, manage cloud environments (such as AWS, Azure, and GCP) and collaborate across teams using technologies like Docker, Kubernetes, Terraform, Jenkins and Prometheus.”

7. Java Developer (was #10)

Jason: “We've already revealed that organisations’ desire to recruit permanent employees for this position has dropped during 2025, but it’s risen on a contract basis. You’ll be expected to train the company’s staff on your skills if necessary – you won’t be sticking around once the project has been completed, so be ready to do a handover.”

6. Solution Architect (was #6)

Mike: “Contract Solution Architects are parachuted into businesses for their SME knowledge around translating technical requirements into practical IT solutions. They establish rules and instructions for proper implementation and delivery, while communicating the solution design to the relevant stakeholders. Financial Services (mainly Banking and Insurance) lead the way when looking to hire contract Solution Architects due to their large complex project deliverables.”

5. Data Analyst (was #3)

Nadine: “Contractors often stay updated with the latest tools and technologies in data analytics, which benefits organisations looking to leverage new advancements. Businesses across a wide range of industries require data analysis expertise for a limited time, such as finance, healthcare and e-commerce. The responsibilities will be similar to those in a permanent role, such as data cleaning and visualisation.”

4. Data Engineer (was #4)

Nadine: “To a large extent, data engineering is about setting up data architecture and management so that data can be used efficiently. That sometimes means that, once the initial setup is done, Data Engineers aren’t as essential anymore. Contractors will find demand in sectors where data sources are frequently distributed, or critical in ensuring data integrity and accessibility.”

3. Change Manager (was #5)

Jade: “For organisations that are undergoing periods of transformation, it makes sense to bring in experts on a temporary basis. There’s going to be big demand for Change Managers who have experience working on specific projects. Those we have seen in high demand this year include Cyber, Operating Model, ERP.”

2. Project Manager (was #2)

Jade: “Like Change Managers, we know that Project Managers remain high on the agenda for organisation in 2025. Compared to a permanent employee in this role, you’ll have less time to become accustomed to the business and its goals. You’re expected to hit the ground running and keep your focus on key deliverables and milestones. As such, your interviews and preliminary conversations are the opportunities to discover what you need to know about the objectives before day one.”

1. Business Analyst (was #1)

Jade: “Along with Project Managers, Business Analysts are still comfortably the most sought-after IT contractors in 2025. Our IT Contractor Rates Guide in Australia highlighted that analysts with specialised skills will have plenty of highly paid opportunities in 2025. Besides your skillset, expertise from previous organisations and projects is really important. When it comes to your CV, include any technology and systems on top of the projects delivered. If working for a consultancy, include the organisation industry at a minimum as clients will prioritise candidates with similar industry experience."

Interested in any of the roles above as an IT contractor? Search our opportunities here.

Author

James Milligan
Global Head of Hays Technology

James Milligan is the Global Head of Hays Technology, having joined in 2000. In his role, he is responsible for the strategic development of Hays' technology businesses globally.

The top 10 permanent tech jobs in 2025 - updated

2025-07-17T11:18:59Z

At the end of each year, Hays compiles a list of the top 10 in-demand tech jobs among employers worldwide. From entry-level tech jobs to more high-paying ones, these are based on our own listings and conversations with organisations, and provide professionals at all levels with an insight into where to find your next opportunity. 

As we’re halfway through 2025, it’s time to provide an update on where employers are looking to recruit in permanent roles. We’ve crunched the numbers from the last six months to forecast where we expect demand for tech professionals in the rest of the year.

What sort of jobs for tech professionals are popular right now?

There’s a mix of jobs that report into and communicate directly with other business stakeholders, and those whose focus is largely on the “techie” side of things. Data professionals continue to be highly sought after, while artificial intelligence (AI) still hasn’t sounded the death knell for people with programming skills, as some predicted. 

If you’re looking for your next role in tech, search our available jobs here. 

The in-demand tech jobs in the rest of 2025

10. Java Developer (was #5)

This role has fallen down the list since the start of the 2025, but there are still plenty of Java Developer jobs available. Given the number of programmes that run on Java, it’s no surprise to see that demand is still high. My advice to professionals looking for work in this space would be to keep up to date with AI and the ways it can – and can’t - support you. 

9. Infrastructure Engineer (new)

Today’s organisations are reliant on secure – and scalable – networks that enable employees to work from anywhere. From maintaining servers to managing cloud platforms, Infrastructure Engineers keep IT systems running smoothly. It’s a role suited to those with skills in security and network architecture who can adapt to evolving business needs.

8. Data Scientist (was #10)

An organisation’s success in using AI will hinge on the quality of its data. It’s why this is the first of three such roles in this list, and why this one has climbed the rankings since the start of the year. Working largely with unstructured data, you’ll analyse and interpret this information using statistical methods and machine learning techniques – as such, strong mathematics skills and AI knowledge is useful. You’ll then use your findings to inform business decisions. 

Learn more about the skills needed to be a data scientist from Hays’ Martin Pardey, plus his top CV tips. 

7. Software Engineer (new)

Whereas software developers are mostly responsible for the programming, an engineer’s focus is on the design and development of the software. Proficiency in multiple languages and frameworks is essential. We’re also seeing more demand for candidates who’ll be able to integrate AI technologies without compromising performance.

6. Product Manager (new)

Ongoing digital transformation doesn’t just lead to opportunities for people with deep technical knowledge - they require strategic thinkers who can drive innovation. This role is less reliant on technical skills as the tech jobs listed above. Instead, strong communication, adaptability and being well-organised are crucial. You’ll own the vision, prioritise features and align teams across the organisation to deliver products.

5. .NET Developer (new)

This is a role that fell out of our top tech jobs list at the end of 2024. However, Windows-based applications are still vital for organisations of all sizes, and we can expect demand to return in the rest of 2025. You’ll need to be proficient in .NET and C# among other coding languages. Knowledge of cloud integration is also becoming essential.

4. Data Analyst (was #2)

Success in data analysis will depend on your ability to aggregate the relevant data to provide key feedback on the numbers, using tools such as SQL and Tableau. The best candidates will also be confident in using AI to derive further insights. Unlike some roles on the list, it’s slightly more reliant on technical skills, such as programming in Python and R. 

Interested in becoming a Data Analyst? Find out more about skills, salary and responsibilities in this blog by Nadine Wirkuttis, Head of Data and Channels at Hays Germany.

3. Data Engineer (was #4)

There’s another data role in the top three, which reenforces its importance in implementing AI effectively. Companies need to ensure that the data they’re collecting is easily accessible and actually useful before they use it to derive insights. That’s where Data Engineers come in. These people build and maintain the storage solutions, as well as “cleaning” the data so it’s ready for analysts and scientists to assess. Proficiency in SQL, as well as NoSQL, is vital. 

2. Business Analyst (was #3)

The second of two analysis roles in the top five, Business Analysts are responsible for delivering solutions by liaising with a wide range of stakeholders, from decision makers to technical staff. In terms of skills, this involves building relationships across the business so you can determine what needs to be solved and how best to do this. That requires you to be a confident communicator with excellent interpersonal skills, as well as a natural problem solver. 

1. Project Manager (was #1)

Still at number one, Project Managers are vital for organisations of all sizes in overseeing and ensuring the delivery of transformation. Keeping all the parts moving requires excellent stakeholder management skills, while core soft skills include being well organised and comfortable communicating with people across the organisation. You’ll also need to be able to work within agile frameworks.

Learn about the role in more detail from Hays’ Amanda Whicher.

Interested in any of the roles above? Search our available tech jobs here.

Using AI to find the perfect hire: the future of the recruitment process

2025-07-17T11:11:37Z

Will artificial intelligence be as transformative to our working world as we might believe?

Having worked in tech recruitment for 25 years, I’m no stranger to emerging technologies and how they’ll impact the market. AI is the latest that possesses the potential to automate processes, responsibilities and even roles. A lot is possible in theory, but what’s realistic?

To explore the possibilities and considerations in the world of recruitment and similar areas, I spoke to James Hutt, a consultant at Paradigm Junction, who’s helping organisations navigate AI disruption.

How will AI change the recruitment process?

Thanks for joining us again, James. Let me start by describing what some of our software vendors think the future recruitment process might look like. A customer calls a recruitment consultant to discuss an open role. In real time, an AI tool transcribes the conversation and creates a job specification. An algorithm then searches for relevant candidates and alerts them, asking whether they’re interested. So, almost by the end of the call, you’ll have a shortlist. It’s an interesting concept - what are your thoughts?

I imagine that software vendors would be quite happy to design a world where there was no human touch at all!

Veterans of digital transformation over the last 10, 20 years would tell you there's a pretty big difference between what's possible in theory, and what would work in reality at companies that already have existing relationships and data. Yes, we're clearly going to see quite a lot of changes to ways of working - new workflows and tools that make a big difference to the experience for recruitment consultant and clients. However, the idea that this is all going to be completely automated is just a dream at the moment.

Instead, it's interesting to look at where bits of the process can be automated or improved quickly. How are people going to use tools to gain an advantage, rather than simply removing humans from the loop entirely? And how does the market change for everyone else, once some recruiters are using AI tools.

Is that something that people want? Where are humans happy working with AI technology and where do they still really value that human interaction?

Let’s look at the example of scheduling interviews. There is research that shows people enjoy picking a time so that they have control, so many candidates would prefer an automated system than a back and forth. However, it’s not technology that will determine whether your company is willing to do that - it's up to you to decide whether to offer up that control. That mutual negotiation to find a time is when you really get to feel each other out. It's a bit like a first date. So, I'd be careful about automating in that space because you're talking about people's first impression of you.

Similarly, with job specifications, there’ll be tools that can help hiring parties write postings but it's going to be up to humans to add a bit of sparkle and make them stand out. If everyone has access to the same tools, you might think all job ads will look the same. But experience and expertise will be redirected to helping companies stand out against a backdrop of auto-generated job specs. Consultancies will have the expertise in promoting jobs that people want to apply for and ultimately getting the best talent that way. Counterintuitively, that might be when we see people rely on consultancies more, rather than just going to jobs boards.

I think we'll see some aspects of the opening conversation between consultant and client be automated, such as through transcribing. But how you learn about each other involves connecting with people.

In terms of getting a holistic view of the candidate beyond the CV, what might that look like over the next five years or so?

One of the best places to be looking at are Sales Development Rep bots, or SDR bots. These are tools that marketers and people in sales are starting to use to speed up their workflow. Companies often outsourced a lot of that function to research companies and their employees – often overseas in lower cost countries. Then someone who knew the market would look at that summarised information and decide what to do with it. Now the research could be done by these bots.

I think we'll see the emergence of tools like this in the recruitment industry. People have ever-increasing footprints online. Lots of people in professional roles have LinkedIn profiles and you'll be able to automatically pull in information about companies they've worked at before, as well as similar companies.

You'll have the opportunity to look much further and wider and to identify what looks like a relevant match for your role.

We've seen historically how technology can have biases based on the input. What's your view of this in the recruitment process?

There have been lots of stories about biased outputs of the major AI models, and all the big providers work hard to train these out once attention is drawn to them. All the models are now better at representing the diversity of today’s workforce, at least for overt protected characteristics. There are still challenges about how they interpret names, or subtle signals about someone’s background, as we have seen with implicit biases in humans.

This comparison with humans, though, is right in a number of ways. We know that humans can be biased and so we create training and systems to reduce and then mitigate these problems when we are making decisions in the workplace. We should do exactly the same with AI tools – evaluate that they have been well trained and ensure that there is oversight and justification for any decisions that they make. One benefit of the technology based systems is at least that they are much more measurable, so we should be able to prove that they aren’t unfairly discriminating, rather than taking it on trust or hope alone.

Regarding candidate outreach, is there a demographic or are there certain areas where you can utilise this more effectively than others?

When it comes to outreach to candidates, I think ‘personalisation’ is going to be the big word. You're going to have the ability to send to messages that are way more convincing and that might not even seem automated to some people.

An example that I came across recently is that OpenAI have partnered with the jobs board Indeed, who are trying to get better responses when they do exactly this. They've built tooling that allows them to look at a candidate's profile and previous experience and personalise those messages.

So instead of saying, “Hey, are you interested in this job? We think it could suit you.”, they can say, “Hey, this company has told us that they're looking for sales executives who've been working on this type of SaaS platform in the last few months. We've seen that you've been doing this and think you've therefore got a great chance if you apply.” Those types of messages are going to get way higher degrees of engagement and do a way better job of tapping into pools of talent that maybe aren't actively looking for jobs.

This is going to be a challenge. We've talked before about seeing messages on LinkedIn that feel personal but as soon as you've seen five of them, you recognise that it fits into a pretty common pattern. After that, you start ignoring them.

Think about the competition that's going to go on here. There is going to be tooling that allows recruitment consultants, but also every other type of outbound marketing under the sun to personalise messages. Eventually, you'll likely develop an intuition for whether it’s automated or whether there's a real sense of humanity behind it. Marketers, including recruiters, will keep iterating and developing new creative ways of getting attention, but the AI bots will likely imitate these quickly. It’s going to be a never-ending battle for attention.

That's the arms race that we're going to see over the next few years. And I think the answer will ultimately be human relationships, such as a message from someone you've been in touch with for some time. That history can’t be faked.

I can already recognise that fatigue - I know when I'm getting an AI-generated messages and I automatically ignore it. I'll be interested to see whether some of these technologies will be as transformative as some organisations are claiming, just because humans’ behaviour will change too.

People often talk about technology being transformative as whether they can imagine the future being really different and, if that doesn't happen, it's not been. I'd say it's a different world where the end state balance can look almost the same. There's roughly the same number of messages, or the same number of job applications. That doesn't mean that the tech isn't having an impact. It just means we reach a new kind of equilibrium.

However, if you're not using the technology to support you, then you're not even going to be able to play. You won’t get to that level where you can have a human do sensible outreach. It's not that the world will look completely different - it’s that you're going to need the tools to play in the game at all.

To explore the right solutions for your organisation’s needs regarding AI and other tech solutions, get in touch with Hays or Paradigm Junction today. Read my previous conversation with James on AI adoption here.

How to build relationships as a contractor

2025-07-17T11:03:18Z

There are numerous advantages to being an IT contractor – control over your career, greater flexibility in how and where you work, and not having to deal with typical workplace stressors. However, success on this path is highly dependent on your ability to forge relationships with potential clients and your peers.

To get a diverse range of insights into how contractors can impress clients and build those all-important networks, I spoke to Hays experts around the globe:

Adam Shapley, Managing Director for Technology, Hays ANZ
Amanda Whicher, Technology Director, Hays UK&I
Jade King, Senior Recruitment Manager (Technology), Hays ANZ
Salvador Sicart, Head of Technology and Channels, Hays EMEA
Sarah Köhl, Head of Technology, Hays Germany
Travis O’Rourke, Chief Commercial Officer, Hays Americas & President, Hays Canada

For advice on finding your first contract, read my previous blog or download the full Contractor Toolkit here.

Top tips for building relationships as a contractor

How can a contractor make a good first impression during a project?

Adam (ANZ): Take the time to do your discovery and understand the ‘what’ and’ why’ of the project. If you haven’t joined at the outset, then make sure you’re up to speed with the project’s progress prior to you starting. Engage with relevant stakeholders to find out more, but the most important thing is to take the initiative.

Amanda (UK&I): Whilst contract interviews may not have the same depth as for a permanent role, clients still want to see you understand them as an organisation. Do your research around the role and skills they are looking for so you can easily demonstrate the value you can add. Taking the time to understand the client’s challenges and offering them lessons learned during the interview can also give them the confidence that you can help them navigate challenges they may face.

Jade (ANZ): Hit the ground running but be conscious of not bulldozing in as an external person. It can be easy to come in and show off your expertise by being overly critical or suggesting big changes, but that’s not going to help you build the right relationships. Instead, get the lay of the land by asking the right questions. You can still demonstrate your knowledge by contributing in key stakeholder meetings and workshops, but always adjust this to align with the company culture. 

How can contractors demonstrate value during the life cycle of a project?

Adam (ANZ): One word: communication. Keep all stakeholders up to speed and maintain awareness that the project is staying on the right path. On top of this, being adaptable is vital. Be open minded to needing to change tack and keep emotion out of it.

Amanda (UK&I): Stakeholder management and having honest conversations around what’s realistic and feasible is key. Projects often aren’t delivered within budget and on time and, although this isn’t down to the contractor or client individually, there should be a collective effort to ensure they’re realistic and aligned. Don’t be afraid to give clients your honest opinion throughout the project life cycle so that you can help them navigate challenges head on, limiting any resources expended down the line.

Travis (Canada): A contractor is brought in for specialist expertise - this is not just technical. Share your experiences with other projects and organisations that would be valuable to your new customer. Just make sure you’re not breaking any confidentiality or intellectual property clauses that you may have signed in a previous assignment.

What’s one tip you would give a contractor upon completing a project?

Salvador (EMEA): Leave everything as you’d like to find it. Making an effort during the offboarding and handover process is going to give your clients a positive final impression of you, which is equally as important as your first impression.

Sarah (Germany): Gather feedback and document lessons learned so that you can improve for your next project. Show gratitude to the client and maintain good relationships so that you can collect references or even be considered for work at the company in the future. Keep the door open to these opportunities by offering post-project support if needed.

Travis (Canada): Write down everything you need immediately.  Our memories are just not as good as they used to be and you never know what’ll come up in a future job interview that you’ll need to pull an example for. It could be a difficult conversation, a new technology, a problem you solved, a stakeholder you engaged - write it down.

Do you have any networking advice?

Salvador (EMEA): You’ve acquired useful knowledge in your career, so everybody would love to hear about your experiences. Share them with people in your environment and set yourself up as a point of reference. However, be careful and keep confidential what should be confidential.

Sarah (Germany): Industry events and meetups are the most effective way to actively network and exchange with peers. Use these opportunities to build and maintain a professional network, connecting with your new contacts on social media afterwards. You should explore ways that you can support them, so that they can help you in the future. 

Travis (Canada): At networking events, there’s a 95% chance the person you want to speak to is equally as shy as you. Speak first, be kind - it will be reciprocated. 

How can contractors make the most of LinkedIn and online forums?

Amanda (UK&I): Always get a reference to share with future employers. A LinkedIn referral always helps as many clients will look at your profile, so the more recommendations you have, the more confident they will feel about your expertise. 

Jade (ANZ): Contribute. Offering others insightful information will not only help build your brand as an expert in your field, but also make those people recognise you as helpful and friendly. Don’t just sit on the sides and watch – get involved! 

Sarah (Germany): LinkedIn is an excellent platform for building your personal brand. You can do this through regular posts, as well as sharing other content that is consistent with your area of expertise. Participate in relevant groups and discussions – this applies to forums outside of LinkedIn, too. After you complete every project, update your profile with your experience and new skills.

Are you looking for your next project? Search our opportunities here.

Author

James Milligan
Global Head of Hays Technology

James Milligan is the Global Head of Hays Technology, having joined in 2000. In his role, he is responsible for the strategic development of Hays' technology businesses globally.

How to get a job in software development

2025-07-17T10:57:40Z

Our report on the top 10 tech jobs of 2025 shows the vital importance of software developers. While artificial intelligence is changing how software developers do their day-to-day jobs, there is still a high demand for skilled professionals.

So, how can you get a job in software development? Read our guide to the skill sets your potential employers are looking for.

What are software development employers looking for?

Software developers use a number of programming languages to create applications of all types. Depending on your knowledge, skills and passions, you might pursue a software role down many different career paths. Your role could entail:

Writing fully functional pieces of software 
Web development 
Creating mobile apps 
Testing and debugging
...And many more.

Software development is a challenging field. It’s also highly rewarding. As such, tech companies and employers look for a range of skills and abilities. Of course, technical skills are held in high regard, especially writing code in widely used languages.

But there are a number of soft skills and personality traits that can also help you land a job. Whether you have years of experience or no experience at all, there’ll be a software job vacancy at your level. Remember: how you answer interview questions will help the hiring manager to make up their mind.

Let’s review the most in-demand skills to land you that job offer.

Transferable skills to become a software engineering professional

Software development roles require constant learning. If you’re looking for an internship or an entry-level first job, here are some transferable skills to highlight in your interview.

Problem-solving skills

At its core, software development is a career in problem-solving. Developers spend hours, if not days, analysing code to figure out how something works (or doesn’t). Having great problem-solving fundamentals will show the recruiter that you have the right mindset for the job. Remember to provide specific examples of how you’ve solved problems in other areas.

Attention to detail

Likewise, coding skills require lots of attention to detail. Show the hiring manager that you have the skills to look beyond the obvious and spot problems, patterns and trends. This will demonstrate that you have the patience and keen eye needed.

Willingness to learn new skills

As we’ve mentioned, software developers never stop learning. There are always new languages, libraries and career development opportunities to explore. In fact, in the fast-paced technology industry, those who aren’t learning will get left behind. That’s why a potential employer will want to see your passion for active learning.

People skills for translating complex technical jargon

While coding might sound like a solitary job, don’t underestimate the importance of people skills. During your career, you might code in pairs or as a team. You’ll deal with colleagues, stakeholders and project managers. Importantly, you’ll need to translate technical terminology to laymen across your company.

Excellent soft skills can open up many avenues for future career advancement. A clear ability to work with others will make you highly attractive to employers.

How can you upskill or reskill to get a software engineering job?

Looking to upskill for a full-time software engineering role? You don’t necessarily need a degree in computer science. Instead, try to familiarise yourself with computer software in other ways:

Attend a programmer bootcamp

If you need to learn new coding skills, a bootcamp is a fast and efficient way to do it. These courses can be intense, but there’s no doubting their effectiveness. Look for a bootcamp that offers the financing, timescales and skills you’re looking for. Some training courses even provide financial support.

During these bootcamps, you’ll learn the fundamentals, along with popular languages like Python, Javascript, Java and others. Try to identify your preferred operating systems, to help narrow your search for a job in software development.

Learn about data structures and algorithms

Learn basic computer science theory. Get to know data and algorithms by reading around the subject. If you’re attending a bootcamp or seeking professional training, you’ll cover this early. If not, there are plenty of instructional videos and materials available online.

Work on personal projects 

Once you’ve started to grasp programming, employers love to see you use those skills outside of work. Before you apply for an entry level software role, try creating a personal project on a platform like GitHub. No matter how basic your project, you’ll face challenges and learn a lot. Personal projects can be excellent interview fuel. Extra-curricular projects also bolster relevant work experience or CV gaps.

Once you’re comfortable and more experienced, try attending in-person meetups. Join a community of software developers to learn from one another. You could even contribute to large open-source projects with other developers.

Learn about the cloud and AI 

The growth of the cloud and AI has impacted every industry. Many coding jobs now take place in cloud-based environments — so knowledge of how these platforms work will help a lot. You can obtain basic cloud certifications in just a few days. Similarly, you should learn how AI can help you write and test systems to become a more efficient developer.

Find more job search tips with Hays 

To get a job in software development, you need more than just programming skills. Identify your soft skills, show effort and ambition, and actively learn new things. These attributes will help you to shine in your next job interview.

Search our software developer opportunities here.

Author

Jason Barr
Director - Software Engineering, Hays Ireland

Jason has worked in Software Engineering recruitment for the past 12 years, placing candidates within every technical stack at everywhere from household names to start-up scaling companies that have went onto IPO. Jason currently leads a team of technical recruiters and hosts a leadership webinar called "Inspiring Technology: Stories of Success” which brings together tech leaders in Ireland to discuss their careers.

How to become a data analyst: salary, skills and career options

2025-07-17T10:55:12Z

In our half-year update, Hays found that data analysts remain among the top three in-demand tech roles for employers in 2024. This doesn’t come as a surprise – organisations across all industries rely on analysts for insights, so it’s a role that’s often near the top of employers’ hiring lists.

However, the skillset required to succeed as an analyst sets it apart from other popular tech roles. In this blog, we’ll explore what data analysts do in an organisation, the places they can expect to work, what the salary is and how to become one.

Search for data analyst jobs here.

What do data analysts do?

A data analyst’s role is to provide insights or answer questions for stakeholders within the organisation. Using their technical expertise, as well as core soft skills, they’re able to present their insights to members of the wider business, who use these recommendations to inform decisions.

How does an analyst do this? A big part of this is identifying the right information that will deliver relevant insights. This data is then aggregated and analysed before being used to deliver an easily digestible report. Visualisation is key here - analysts must interpret the data and build a picture or narrative that will help decision makers.

Which skills do you need to be a data analyst?

Technical skills for a data analyst

One of the biggest differences between data analysis and the other most in-demand tech roles is the greater dependence on technical skills. A data analyst needs to be useful in using several platforms and programs to effectively find the right insights.

Strong maths and statistics skills: A lot of your work will be with numbers. You’ll need to be able to use these to derive insights and be confident in checking your work. After all, you’ll have to back up your analysis!
Data aggregation: Being able to complete the process with efficiency makes things easier not only for yourself, but other stakeholders too. Being able to locate and condense the right data will help you to spot trends and communicate them effectively. Which leads us to...
Knowledge of relevant tools and software: Power BI, Excel and SQL will all help you to aggregate data, though it may not be strictly necessary for every role. It’s also good to get to grips with Tableau, a popular data visualisation tool. Nonetheless, it’s worth having some background knowledge.
Proficiency in programming languages: Python and R are two common languages used for handling large amounts of data, as well as the visualisation process. Each comes with its own strengths and weaknesses – find out more here. In other instances, SQL is also useful for working with certain databases.

Soft skills for a data analyst

At the same time, soft skills are very important, particularly due to the number of relationships across the organisation. An important part of the data analyst role is liaising with the tech side (to identify the data and get access to it), as well as the business (to understand requirements). It may surprise you to learn that these transferable skills are highly regarded in tech, so don’t ignore them.

Communication: You’ll need to work with different teams and convey your analysis to senior stakeholders. To do this effectively, you’ll have to explain ideas in different ways.
Storytelling: The role involved taking data and providing insights. This is easier when you create a narrative that people from a non-technical background will understand.
Attention to detail: This is very important for spotting trends and realising why any anomalies might be present.

Where is there demand for data analysts?

As I mentioned above, this is one of the most in-demand tech roles worldwide, which means that data analyst jobs are available almost everywhere.

For example, commercial organisations will need somebody to look at sales data and make sense of customer behaviour, which can then influence how products are launched and marketed in future.

However, it’s also a role that many employers recruit for on a temporary basis. Organisations today prefer to scale their business with greater flexibility, and we’re saying that data analysts are among the roles involved. I would only recommend becoming an IT contractor once you have several years of experience in the position – for the time being, you should try to acquire one of the permanent vacancies.

What’s a typical data analyst salary?

As with all tech roles, there can be some variation in data analyst pay. However, using Hays’ regularly updated Salary Guides, we’re able to get a clearer picture. For example, a data analyst income in Germany can reach €60,000 in some parts.

In the UK, an analyst can expect to earn up to £60,000 in a permanent role. However, they typically could command £475 in some parts as a contractor, which works out as £9,500 per month!

We can also see the difference in a data analyst salary between a permanent and contractor role in Australia. In some parts of the country, a permanent employee earns $120,000 AUD on average. Meanwhile, a contractor in the same area could typically earn $700 AUD daily as a data analyst, or up to $1,000 AUD in a more senior position.

How can I become a data analyst?

The demand for analysts globally is there, as well as good compensation. So, how do you get your first data analyst job?

Start by learning to code in the relevant languages. There are free online courses that will teach you how to write in Python and R.
Practise using the tools mentioned above and develop your proficiency. Microsoft Excel is widely accessible and Power BI is also available – you’ll be able to find tutorial guides and videos very quickly. Use AI tools such as ChatGPT to supplement your learning.
If you’re able to afford them, find a data analyst course that suits your ambitions. These will give you a more well-rounded education and an introduction to what the role entails.
If you’re already in employment, an effective route to the role will be to move internally within your current organisation. Discuss any opportunities with your manager that can help you make the transition, as well as relevant learning resources.
Find a mentor who can educate you on the role. This could be a colleague, a LinkedIn connection or someone with whom you interact regularly on a relevant forum.

Sound interesting? Browse our data analyst jobs here.

Author

Nadine Wirkuttis
Head of Channel Data & AI, Hays

Nadine joined Hays in 2024, where she specialises in all things data, as well as artificial intelligence (AI). With an esteemed background and education in this field, including a PhD in Cognitive Robotics, she brings considerable experience and expertise on emerging technology solutions.