Digital, Data and Technology
(Executive Search)

RM 6002

In the relentless drive to do more with less, public-sector and not-for-profit organisations are looking to leverage the latest social, mobile, data, and cloud technologies to enhance service delivery. Our dedicated public-sector technology specialists will help you secure the best digital change-making talent to achieve your objectives in what are invariably, challenging legacy environments.

In a market where competition for the best technology talent is fierce, Lot 6 enables you to commission specialist recruitment services directly with your preferred supplier, ensuring you can secure the game-changing technology talent you need for organisational success. It is designed for senior DDaT roles, covering Grade 6 – SCS4 (or equivalent) and Non-Executive Directors.

We support, challenge and advise ambitious start-ups and SMEs through to large corporates and public-sector organisations across the spectrum of technology and IT functions, to deliver tailored permanent and interim talent for:

  • Business Intelligence, Big Data Information and Analytics
  • Architecture (Technical, Data, Enterprise, Cloud)
  • ERP & CRM
  • Information Security
  • Data Governance
  • Development Testing and Software Engineering
  • Cloud Security Infrastructure and Operations
  • Digital UI & UX Designers, Data Analytics etc.

As the IT function becomes increasingly important, the roles of CTO, CIO and CISO are pivotal in translating aspiration into everyday business reality, as is project management leadership. We recognise that the successful implementation of any technology and communications initiative is necessarily a multi-discipline enterprise. Building high-performing teams is not simply about relevant and complementary skill-sets, it is also about selecting and developing talent with complementary interpersonal styles. Harnessing the potential of diversity and difference can be a potent creative resource when looking to cultivate a culture that looks to operate outside traditional norms.

For the inside track on technology recruitment, speak to:

Sophie Peters, Associate Director Seymour John Public Services (UK): 07739 364330

Maria Edwards, Associate Director, South Wales: 07734 768375


Case Study
Head of Central Data (£95K) and Solutions Architect (£78K), Healthcare

With the pace of digital development not set to let up anytime soon, the best technology talent continues to be in high demand. As such, our healthcare client came direct to us to ensure they acquired the right-calibre people for two key technology roles. Below is an outline of the stages we went through to meet this tricky people-resource challenge.

Stage 1: Defining the role profile

A face-to-face meeting with the client helped us to develop a better understanding of the organisation – its objectives and culture – and what these roles would help them achieve. A key requirement for both roles was experience; anyone they employed would need to be able to hit the ground running. From the outset, they were committed to hiring within the parameters of their progressive Diversity and Inclusion Policy.

Stage 2: Drawing a roadmap for the recruitment journey

Detailed people specifications were written and a recruitment timetable agreed. (For the best outcome, it is crucial that all parties understand the process and know the key milestones on the journey so can plan accordingly.)

N.B. In a candidate-led market, where competition for the best talent is fierce, you need to make a good first impression. Taking them on a clear, well-designed recruitment journey does just that, reinforcing the credibility of your organisation.

Stage 3: Exploring the talent pool

Tailored adverts communicating the opportunity, challenges and culture of the organisation, as well as the necessary technical requirements, were created. As functional and sector specialists, our consultants used their experience and market insight to identify and implement the right campaign and routes to talent. Advising the client that these were hard-to-fill roles, because of skills shortages in the market, it was important the Employee Value Proposition (EVP) was attractive. Whilst it was desirable that any prospective employee had familiarity with the sector, more important was the technical skill sets. We recommended the positions be advertised on job boards (Jobsite, JobServe, Totaljobs, LinkedIn and the Seymour John website) across both the private and public sectors. As is often necessary for these hard-to-fill roles, we also head hunted across our extensive networks of passive talent, generating 23 applications.

Stage 4: Match assessment and evaluation

An initial check based on skills was backed up with more focused screening and a round of face-to-face competency-based interviews, generating a longlist of six high-quality candidates. Providing a rationale for how we scored each candidate and how the organisation’s Diversity and Inclusion Policy had been incorporated in the process, candidates were selected in a meeting with the client, without the need for shortlisting.

Stage 5: Offer management and salary negotiation

Seymour John handled the verbal offers and acceptance process, using our market insight to advise on equitable remuneration and benefits packages as part of the contractual negotiations. This was followed up by written confirmation from the client.

N.B. In a candidate-led market, our extensive experience in promoting offers to prospective appointees can make the difference between acceptance and rejection. As your representative, our role is to provide a sounding board for candidates and resolve any outstanding issues or concerns.

Stage 6: Onboarding and in-post support

We obtained references and supported the onboarding process. This is a crucial part of the recruitment journey, reducing the risk of failed placement and aiding retention. Get it right and it reinforces the positive decision the candidate has made in choosing your organisation; get it wrong, and the candidate begins to doubt. We supported the appointees through their notice periods, and beyond to ensure a smooth and successful transition.

N.B. It is also important for positive brand perception to keep lines of communication open between unsuccessful candidates, too – maybe they will be suitable for another opportunity further down the line. Communication throughout the process is highly valued. As such, we always provide objective feedback on the reasons why any candidates haven’t been successful and ways in which they can continue to develop.