Harvey Nash APAC Blog

Covering all industry sectors from board governance overviews to employment trends

About this blog

The Harvey Nash APAC blog includes a range of topics, covering all industry sectors from board governance overviews to employment trends in the region, including a 'How to' series that offers a range of insights from the APAC team based on frequently asked questions by clients and candidates.

2014 Archive

Diversifying Your IT Department: A How-To Guide

I am in the very fortunate position of working for an organization that embraces diversity with the same passion and zest I do. For years, Harvey Nash has helped its clients create diverse workplaces and has supported women in advancing their careers, be it taking board positions or attracting, retaining or advancing them in IT. Australia is making great strides toward a more diverse IT workforce, and the potential for our numbers to establish Australia among the world's most diverse IT leaders is immense. 

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This past March, I had the pleasure of being the moderator and MC for International Women's Day (IWD) lunches in Sydney and Melbourne as part of my role of strategy networking lead for FITT (Females in IT and Telecommunications). 

At the FITT event, there was much talk around the perception of an IT career for graduates. I think that the future of our industry means that we should each take an active role of promoting the benefits of this career choice. IT offers dynamic and exciting careers, particularly with the evolution of many traditional tech roles due to emerging digital elements. Many of us who enjoy a career in this field get to travel around the world, meet interesting and diverse people, receive healthy salaries and get the opportunity to work with some of the latest and coolest digital technology and devices on the market. What is not to like?  

Taking steps toward a more diverse IT workforce

Through my involvement with FITT, as well as in my role here at Harvey Nash, I see firsthand the interest and commitment of organisations toward creating a more diverse workforce. But, I also notice that many organisations are unsure of the best way to nurture a diverse workforce. Here are suggestions I share with organisations looking to go beyond the typical and traditional diversity programs:

  1. Consider increasing your search time. To create a diverse workforce, you have to employ diverse people. Finding a diverse set of candidates for open IT positions can sometimes take slightly longer, so I generally recommend that organisations aiming for more diverse IT representation open up their search time by several weeks. I recommend avoiding shortcuts and overly condensed search timeframes when recruiting top talent. It is critical that you give yourself enough time in the hiring process if you genuinely wish to see a diverse candidate pool and make an informed decision on the talent you wish to hire. 
  2. Involve men and women in your diversity initiatives. In my work with FITT, I've found that many male IT professionals are incredibly passionate about a more diverse workforce. Working with great IT talent means better results for every IT department and every business, so it just makes sense that men want to be surrounded by other great talent - male or female. Research suggests organisations that respect and value the diversity brought by both women and men are better able to attract and retain high performers and improve operational performance. Access to an exceptional talent pool is a benefit to any organisation, so creating an environment that is attractive to both women and men can place your organisation at a considerable competitive advantage.
  3. Encourage mentoring programs. Provide opportunities to nurture IT careers at every stage to help retain top talent and support continued learning and professional development. A mentoring program within your organisation can inspire your team on its path toward their career goals. In fact, according to Forbes, employees participating in a study who received mentoring were promoted FIVE times more often than people who didn't have mentors. FITT has been actively involved in the IT and telecom communities in Australia for 25 years, and its mentoring program has helped develop an incredible number of successful IT careers. The inspiration and direction that can be attained through these relationships is outstanding.
  4. Support participating in panels and conferences among your female IT leaders. I always encourage women to carve time and get out in the community to actively participate in associations and organisations where they can make their voices heard. Professionals should not miss out on coveted opportunities to be a role model for their colleagues and other IT professionals. There are plenty of obstacles for women in technology at all levels, and the opportunity to see successful female IT leaders speak offers inspiration for tackling those obstacles. Some companies may question the time required away from the office for such events, but it is important to remember that this public demonstration of a commitment to diversity can be an incredible boost to your employer brand. Ultimately, it can help you attract a greater volume of exceptional IT talent to your organisation. Encourage members of your team (men and women) to attend the events as well - full participation can build camaraderie and make an even greater positive impact on your employer brand.
  5. Offer more workplace flexibility wherever possible. Today's workforce - male and female - is looking for more flexibility. Flexible hours, workspace or telecommuting options are becoming a staple within many organisations, and top IT talent is starting to both expect and command it. Today's female IT professionals are juggling personal demands while excelling in their careers. Simultaneously, male IT professionals are helping women achieve that balance, necessitating flexibility for all. A dedication to flexibility demonstrates your commitment to a successful, diverse workforce, and it also provides yet another boost to your employer brand. 

Diversity in today's IT workforce is not a trend or a fad, it's driving productivity, growth and innovation in organisations across Australia and the globe. Your commitment to encouraging diversity will not only help your organisation achieve more, but it can make a big impact on your talent strategy. 

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by Bridget Gray
Managing Director
Bridget writes about Global Media, Digital and Communications.
Read other entries from Bridget's Blog

How to develop executive presence

Sophie Gray, Marketing and Communications Director APAC explores the concept of executive presence and shares her advice on how it can be developed.

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There is no universal definition of executive presence, which is what makes it so elusive as a concept and as something that can be measured.


Executive presence is a highly perceivable concept and it is essentially an individual's impact - both visual and aural.  Content is a key component - content with resonance, credibility and that demonstrates deep thought. 


Whatever you think of the concept, executive presence is a MUST for success in the corporate world.  Some are blessed with innate executive presence, but the good news is it CAN be learnt and plenty have.  All successful executives have to work on it - they are successful purely because they are the ones willing to continually grow and improve.


The signs of executive presence


People with executive presence exude 'the X-factor' or magnetism.  As a result people tend to gravitate to them and they are able to easily influence others.


They tend to project an air of confidence (quiet confidence in some cases) and are highly decisive (a by-product of dealing effectively with leadership situations).  Furthermore, they demonstrate poise under pressure.


The following are clear indications of executive presence:

  • Communication skills - including speaking and listening skills, assertiveness and the ability to read a room or situation
  • Overall presentation - positive body language, poise and eye contact


Many assume executive presence is all about how you present yourself and although key communication skills will greatly help, it is more about situational comfort and self-assuredness. Being comfortable in the company of others is essential, in additional to being comfortable on a stage. 


Many introverted people feel that they are at a disadvantage in this sense, but you can have strong executive presence and be the introverted type.  Executive presence doesn't mean you have to be the most extrovert person in a room, in fact quite often it is the exact opposite.


The concept of executive presence around the world


There are distinct cultural nuances to executive presence, for example in the West - people are encouraged to be assertive and forthright, whereas in the East people are encouraged to blend in rather than stand out.  In the Asia Pacific region for instance, executive presence is defined by others in the room.  Their behaviour will ensure certain individuals stand out, rather than those individuals standing out through their own actions. 


3 steps for developing your executive presence


Anyone who has a baseline of self-confidence, a willingness to learn and a want to make a change, can develop executive presence.  Communication skills such as listening and speaking skills are essential and can be taught: 


  1. Hone your presentation skills, as public speaking is an important executive requirement.  Ensure you are comfortable in any situation.  Hire an executive coach to support you and throw yourself into tough speaking challenges - practice makes perfect!


  1. Find your individual style by working on your content and delivery.  Identify your communication assets - work on listening, maintaining composure and reacting quickly to issues.


  1. Dress sense and personal presentation is a key factor and this can definitely be learned and put into practice immediately.  See a 'make-over' expert to help with your overall presentation, dress and composure.


For many, executive presence is something that is developed and cultivated over the duration of their careers.  It is essential for success and cannot be overlooked, so be sure to invest time and effort in honing your executive presence.


For further advice on how to develop your own executive presence please don't hesitate to contact me directly.


For more 'How to' advice don't forget to re-visit this blog.  If you have any suggestions for a future 'How to' piece please get in touch with us

How to write a board CV

A board CV is a very different animal from an executive CV.  A board CV requires you to highlight specific skills and experience in order to reflect a different purpose and alternative audience. Headhunters and decision makers, such as nomination committees, will receive at least 30 unsolicited CVs a day so you must invest time to ensure yours stands out for all the right reasons.

How to negotiate a salary increase

Marc Baloch, Director of the Financial Services Practice APAC

Marc Baloch, Director of the Financial Services Practice APAC, explores the best approach to having one of the most dreaded workplace discussions.

They say "money can't buy happiness", but ensuring people are paid what they rightly deserve is key to ensuring a loyal and motivated workforce.

Salary is part retention strategy, part motivation, part reward, but always business justified. Below are 6 steps to proactive salary negotiations:

Be fully prepared for the discussion

Arm yourself with all your recent achievements to demonstrate value. Job descriptions or even internal/external client praise can be used as a reference point to demonstrate delivery above and beyond the call of duty. Remember - to perform well is expected, to exceed gives you the ammunition for more.

Choose the right time for your discussion - focus on professional development

The best time to broach a salary increase is during an appraisal or any formal feedback session. Always plan to have this discussion after a positive performance.

Should you need to approach the topic of your salary at another time, propose a meeting to discuss your professional development.

Salary is just one part of the equation, and by focusing on your development within the business you demonstrate strategic and long-term thinking about your career. Therefore, if approached professionally and politely, salary negotiations can demonstrate maturity and management skills. It also signals you understand your value for the firm.

Naturally, another good time to raise this topic is when you have delivered fantastic work and exceeded targets - this provides you with added negotiation power and gives you further leverage.

Know your worth

It is always a positive thing to know how much you are worth at work. Benchmarking surveys are available online, and it is useful to be known to headhunters or talent development consultants who can offer an objective viewpoint.

Be mindful of the risks

In terms of timing, be mindful of other issues that may be happening in the business. Remember that your issue is unlikely to be a top priority for others.

You may also have placed a higher value on your worth than your manager. This can result in a very tricky situation, hence it is imperative that you are fully prepared and informed before the discussions start, so that you ask for a realistic raise.

Be realistic in your negotiations

Be strategic with your demands - don't be too pushy and be realistic about what is achievable. If you are viewed as a high value performer, typical internal pay rises should be between 10-20%. More than this is unusual and will likely only be achieved when moving jobs. Put yourself in your manager's shoes and look at your case from their perspective. Can the business afford to pay you what you plan to ask for? You should discuss your expectations in a clear and honest manner - stating exact amounts to avoid misinterpretation.

Threats and personal agendas can be very harmful and are not advised i.e. "If I do not get x I will leave" or "Person x at firm y gets this much - I should get the same, if not I will leave". Remember, there should always be a business reason for negotiation i.e. you have produced an additional x% of income, therefore you anticipate an additional x% in compensation. Alternatively, you may have taken on an additional area of responsibility and shown results by either growing the business or reducing costs.

Dealing with a salary increase that is below expectations (or less than other colleagues)

If you are feeling disgruntled it is always better to raise the issue and air grievances with your manager, rather than fester in the office with fellow colleagues. A single negative attitude can impact badly on the entire work environment. Always remember the age-old adage - if you don't ask, you don't get.

Good luck with your negotiations!

For more 'How to' advice don't forget to re-visit this blog. If you have any suggestions for a future 'How to' piece please get in touch with us sophie.gray@harveynash.hk.