Europe's largest business transformation talent pool
Simpler solutions to a compliant and flexible future workforce
Our people are behind the digital revolution as global retail brands transform their customer experiences... fintech takes off... blockchain disrupts the shipping industry... transport becomes electric and projects get bigger... insurance claims use machine learning and the world of work changes for good.
We are specialists in business transformation and technology change recruitment, permanent and interim.
Your change starts here.
The service from Venquis has always been of a very high level with all vacancies filled within 4 weeks which is an impressive achievement within the London Insurance Market. In 2013 we entered a Managed Agency relationship with Venquis, giving Venquis exclusive access to Business Change vacancies reducing our overall costs of recruitment and further leveraging the great service that Venquis provide.
Venquis are a proactive recruitment company who have worked hard to become a preferred supplier. They attract quality professionals in both the contract and permanent positions and understand their chosen business areas well. Most important to me is their communication approach, which is open, available but never overbearing. They are also trustworthy and recognise the value of long-term relationships.
ATOS has been recruiting Technology & Business Change candidates from Venquis for many years and the service has always been of a very high level. Venquis has introduced us to some exceptional people. As a further indication of my overall satisfaction with Venquis I have recommended Venquis to various personal contacts who have always been delighted with their tailored approach and results.
1) In the Thesaurus remote also means distant, far-flung, isolated, lonely, obscure, outlying and secluded. 2) People only started commuting to their work or office spaces in the 1800s, before then everyone worked in their own homes (as butchers, candlestick makers, blacksmiths etc.) 3) The first-ever remote worker was St Paul of Thebes (born 227 AD). He lived in the mountains of this desert in a cave near a clear spring and a palm tree. The leaves provided him with clothing and the fruit of which provided him with his only source of food until he was 43 years old. Then a raven started bringing him half a loaf of bread daily. He would remain in that cave for the rest of his life, almost a hundred years. 4) In the TV sitcom pilot called Remotely Working, there are five quirky diverse millennials, none of whom “has a personal life that is even remotely working.” 5) Pre-Coronavirus there were more remote workers in the Netherlands than anywhere else (14% versus 4% in the UK). 6) Companies allowing remote work to have 25% lower employee turnover than those that don’t. 7) The record number of jobs held concurrently by a remote worker is 23 (this has been hard to prove, presumably as they have been busy). 8) The most remote place on earth is most likely to be the volcanic island of Tristan da Cunha in the South Atlantic boasts a population of 258 people with only nine different last names. 9) Napoleon Bonaparte tried remote working when he exiled to the island of Elba, he couldn’t lead an army remotely and escaped to France in early 1815 before his crushing defeat at Waterloo by the Duke of Wellington on June 18, 1815. Napoleon subsequently exiled to the island of Saint Helena off the coast of Africa. 10) You could call your workforce distributed and avoid all these problems! Implementing new remote roles in your business? We’ve got you covered, get in touch with Barnaby Parker to start your transformation.
Luxury body care retailer, Crabtree and Evelyn made a business-savvy move by migrating its business online. The former bricks-and-mortar retailer had the goal of expanding its brand name and luxury legacy internationally to increase agility, speed and ultimately revolutionise its customer experience. Crabtree & Evelyn had the vision and Venquis supported them to make it happen. “Working with Venquis has been a joy. They’re responsive, focused, and empathic. I’ve built a team with their help; I get great candidates who are properly briefed and ready for our priorities, challenges, and environment.” – Paul Harrop, (former) Global Programme Director A bigger and more engaged customer base Working as an exclusive partner, Venquis retail specialists conducted an in-depth market analysis to identify specific skills required, created a project roadmap, and delivered a flexible, interim staffing solution to support the retailer. A mix of IT specialists with proven industry experience worked on migrating all data to a new, global e-commerce platform. They ranged from Project Managers and Business Analysts to Developers. With careful consideration and sourcing of specialists, Venquis reduced Crabtree & Evelyn’s hiring time to an average of 2 weeks. Over 15 specialists were placed over 2 years, some which are now retained to support long-term solutions. The result? Crabtree & Evelyn adapted to propel their internationally recognised brand into new markets. We can support you with the leadership, analysis and technology specialists you need to overcome staffing shortages or technology challenges. Get in touch.
When Margaret Hefferman said “For good ideas and true innovation, you need human interaction, conflict, argument, debate” She forgot to add the requirement for a Chief Innovation Officer (CINO)… In my view the question isn’t whether you need a Chief Innovation Officer or not… it's what type you should have, how many and whether they need the job title. Judging by the incumbents their backgrounds could be Investor, Researcher, Automator, Evangelist, Reformer, Detective or a host of others (perhaps reminiscent of a Cluedo board?). It's also possible that you can squeeze innovation onto the CTO’s job spec, but is it even a technology or something else altogether? The CINO you employ should at least be able to frame that question and many more…. But successful innovation goes further than asking the right questions, it's about creativity, imagination, clarity and even chaos. The focus is making sense of a mass of complex and conflicting information and betting on the right horse. Look at your peers. Which other companies have a CINO? Over 50% of the S&P 500 do. You might say all the ones that want to innovate. You’d be wrong. Google, Netflix and Microsoft don’t employ one though they have a few leaders who are “future-focused, obsessed with innovation, differentiation and growth”. You could also ask how many chiefs a company actually has, as too many chiefs can spoil the broth. When innovation and agility are the aims the rigidity of job titles doesn’t help either. After all, if you have someone responsible for innovation does that relieve everyone else of the role of innovator? In the words of Tim Cook, 'as soon as a company has a Chief Innovation Officer you know that company has a problem'. We all know that innovation is essential, and it comes from any direction — customers, competitors, start-ups, labs, schools — and in many forms, from new markets to better business models to new technology. Ideally innovation would be on everyone’s job description, it is also a state of mind but in reality it usually requires someone to initiate and lead it. And so there is a requirement for a chief innovation officer, we might just call them something else! Whatever their name here are a few things we’d like them to do… Scout for novel ideas and insights, encourage strategic innovation and encourage creative thinking. Keep developing people’s mindsets and skillsets. Track improvements in innovation and identify the skills underpinning them. Act as a facilitator for the most critical innovation teams across the company, supporting them in “raising the bar” of their aspirations. Training others to perform these roles also allows them to support innovation in business units. Identify trends and market disruptions. Search for emerging new market opportunities. Be creative in nurturing them. Helping people generate ideas. Setting up and running ideas generation platforms and formats like jam sessions, hackathons, and internal or external crowdsourcing for the benefit of the corporation. Directing seed funding. Owning and allocating a yearly budget to fund “homeless ideas” that are either too risky for the business units, or outside their existing business boundaries, which might not otherwise get funded. This provides an organizational home to nourish and protect new ideas. Take disruptive innovations forward from the seed stage to the market without getting killed on the way by managers who are invested in the status quo. Act with freedom yourself and protect the other innovators! Feel free to reach out to Barnaby Parker directly if you’d like to discuss the role further….
Accurately predicting the future is an important skill nowadays. It’s an art that is much more common than you think. As Peter Drucker said “the best way to predict the future is to create it”. So how do you do that? Companies which are leading the way might be lucky or they have a process for imagining the future or even building the future their way. Some have set up centres of excellence for global trend analysis like Sheryl Connelly, futurologist at Ford Motors. Others have leaders such as Elon Musk on the payroll. And then there are the rest….. Future gazing might already be on the CEO’s job spec but not very near the top. The drumbeat of change has undoubtedly risen a notch and there’s no time to head in the wrong direction. We’re being forced to plan into the unknown. The more we can know the better. In walks the futurologist. They don’t tend to come from a particular academic background. One I interviewed had a doctorate, another had worked in a market stall. What they do have in common is an experience in identifying consumer trends, developing consumer insights, developing and utilizing scenario planning in product development and strategic planning, anticipating shifts in consumer values, attitudes and behaviours. Will you be prepared to listen, be disrupted and step up the change? You’re not hiring a fall guy. Unwelcome feedback and new ideas can cause confrontation and defensiveness. You and your organisation will have to adjust but no one predicts that the future will be easy. Would you like some more insights? Get in touch with Barnaby Parker, Executive Chairman at Venquis.