How can we support diverse talent into the tech sector?

Front view of diverse business people looking at camera while working together at conference room in a modern office

By Hannah Birch, Managing Director, Europe at Ensono

The UK is facing an ongoing shortage of skilled tech talent. Expanding educational opportunities in tech, especially for those from disadvantaged backgrounds and underrepresented groups, is one crucial way to tackle this crisis.

Supporting such talent into tech will not only help to close the skills gap, but it will also bring fresh perspectives and diversity of thought to the sector, helping to drive innovation and creativity.

The education sector and the government have a role to play here, but businesses in the tech industry can also make a real difference. It is the responsibility of tech companies to support the development of tech talent through various means. This includes participation in schemes and programmes that help provide people with the necessary skills and experience to pursue a career in tech, such as the government’s Kickstart Scheme, which Ensono joined earlier in 2021.

It starts with education

While the current skills shortage cannot be attributed to just one cause, a lack of interest in tech careers early on in individuals’ education is creating problems further down the talent pipeline. Between 2015 and 2020, the number of school learners taking IT-related subjects at GCSE dropped by 40%, according to research conducted by The Learning and Work Institute.

The nature of the UK’s education system means students who don’t commit to a career in tech from a relatively young age often face barriers if they choose to enter the sector later on. This is compounded by the attitude of organisations within the sector, many of which remain rigid in their hiring processes, expecting prospective employees to have followed a specific career path.

This system of education and hiring penalises those from underrepresented and disadvantaged backgrounds. In particular, individuals from lower socio-economic communities, where the chances of achieving the required higher-level qualifications can be diminished, lose out on opportunities to pursue a tech career.

Creating alternative career pathways

Educational reform is needed to provide a greater variety of routes into a tech career. The Chancellor made some promising announcements to this effect in the recent Autumn Budget, laying out planned funding for T-Levels and apprenticeships. These alternatives to traditional educational pathways will be an important part of the solution to the tech skills shortage.

As well as reform in education, more early-career support is crucial. This is where the private sector can make a real difference. Companies must ensure they take advantage of the government schemes available that enable businesses to support people into new tech roles.

The government’s Kickstart Scheme, as one example, is aimed at 16-to-24 year olds who rely on Universal Credit. Kickstart provides funding for businesses to train participants over a six-month period. Those who partake in the scheme are more likely to find employment, having gained relevant experience and training.

Apprenticeships are another avenue for the young work force to get into tech. For its apprenticeship scheme, Ensono partnered with Leeds Trinity University, taking on a group of students who work for Ensono four days a week while completing their studies. The group will finish the programme with a full degree and industry experience.

Implementing a culture change

Participating in training schemes is important, but businesses need to go further to attract and retain diverse talent. Employers need to accept alternative qualifications and move away from traditional tech hiring practices. They also need to demonstrate their commitment to an inclusive culture, in which all individuals feel valued and supported.

Businesses can also play a part in developing role models that attract young people to careers in tech. For the third year in a row, Ensono is participating in Your Future, Your Ambition (YFYA), which aims to attract young people towards STEAM (Science, Technology, Engineering, and Arts Maths) careers. Other initiatives such as Future Frontiers allow employees to become mentors to Sixth Form students, providing them with advice about career choices. Through such programmes, businesses directly inspire young people from all backgrounds and encourage them to pursue a career in tech.

Looking ahead

Businesses have a responsibility to act to help shrink the tech skills gap. Addressing the problem involves significant challenges, but it also presents an opportunity for the sector. The provision of more training opportunities and the re-assessment of hiring practices are all positive actions that serve to broaden the diversity of recruits. This will only enrich the tech workforce, bringing fresh perspectives and challenges to the status quo – both vital ingredients for progress and innovation.

About the author

Hannah BirchWith over two decades experience in the IT industry, Hannah brings a wealth of experience in leading technology and transformation activities to Ensono. Before joining Ensono, Hannah spent over a decade at Accenture as Managing Director in Technology. At Accenture, her role included responsibilities for heading up its Insurance Practice for Technology and on the Technology Leadership Team for UK & Ireland. Throughout her career she has particularly built up extensive experience working with multinationals across the Insurance and Energy Sector. Prior to her roles at Accenture, Hannah held Leadership positions at both Computacenter and Fujitsu Services UK.


Interviewing while black: How tech companies can increase its pipeline of candidates by embracing enhanced hiring techniques

Tech Interview Featured

Article by Portia Kibble Smith, Head of D&I at Karat

Job interviews can make even the most confident person feel vulnerable.

But interview anxiety can be especially detrimental for people who are already under pressure to conform to cultural norms and present themselves a certain way. Unfortunately, these anxieties are amplified for Black engineers and undergraduates entering the tech industry with little to no interview practice/experience and who also face a compounding effect of racial bias and stereotyping in white-male dominated spaces.

According to a recent study from Karat, these challenges were even more acute for Black females, who face a compounding effect of gender and racial bias in white-male-dominated spaces. According to the report, black females reported feeling extreme levels of interview anxiety twice as frequently as their male counterparts. Thirty-seven percent of black women rated their interview anxiety at a 9 or 10 on a scale of 0 to 10 compared to just 18% of black men. Black females also demonstrated high levels of imposter syndrome more frequently than men (40% compared to 31%).

After years within the industry, I know the high-pressure interview situations. As one of the first Black women in tech in the 1980s, I was determined to climb the corporate ladder despite countless obstacles. D&I programs were “virtually nonexistent” in those days. But one opportunity led to another and I eventually became an executive recruiter at Sprint, helping the company build inroads into leading MBA programs and HBCUs in pursuit of the best candidates for roles as future officers of the company/firm.

When I first started at IBM, I was the only Black woman on the sales team and garnered many strange looks and comments from customers. At the time, women and minorities were rarely given the opportunity to work in the large accounts division in sales. I’ve even faced meetings with customers who would get up and leave because I didn’t “look” like I worked at IBM. Nevertheless, despite all of the negativity and racism, I showed up and didn’t allow anyone to intimidate me from reaching success.

But for those just entering the field, this process and the anxieties associated with interviewing can result in physical reactions. Many black women go into interviews knowing they need to perform at a higher level than their peers and are more self-conscious because they are intentionally trying to avoid the perceived stereotypes of “aggressive behaviors.” This includes the natural reaction to stress like sweat, physically shifting, and involuntary body language, which can be perceived as being deceptive or not allowing the candidate to focus on acing the interview to secure the job.

Some of the participants of the Access Gap Report stated the following about their interviewing experiences:

My greatest challenge is not seeing a lot of women, especially Black women, in the field. I am so nervous that interviewers won’t like me or that I will say something that makes it seem that I am unable to do the job or any job in the field for that matter. Also, because I am a dark skin plus-sized woman, I worry about not looking the part for someone in a business setting.

Closing the Access Gap Within Tech

Socioeconomic factors such as access to personal computers and computer science education at an early age require long-term investments and systemic changes to American primary education. Still, there are also immediate ways for organizations to build more equity into hiring today. Here are three steps organizations can take to improve diversity hiring and increase retention of technical talent.

Make the interview process transparent

When candidates have inside knowledge of a company and its hiring process, they are better prepared due to networking or referrals. Hiring managers should ask themselves if a candidate who is interviewing without knowing anyone at their company has the same understanding of the interview process and questions as one who has an “in” with someone on the team.

Failing to do this will artificially benefit people from similar backgrounds as your existing team, resulting in hires that consciously or unconsciously prioritize interpersonal relationships and subjective “likeability” over skill. Consequently, this leads to less diverse and ultimately less effective teams, hurting both the efficiency and equity of the hiring process.

Create interview practice opportunities with second chances

Offer multiple interview opportunities to candidates. One way to do this is by giving candidates the ability to redo their technical interview if they’re not satisfied with their performance.

In fact, the preliminary results from Karat’s Brilliant Black Minds practice interview program also reinforce this best practice. Brilliant Black Minds offers HBCU computer science students multiple practice interviews. After each interview, students received written and verbal feedback on their strengths and opportunities for growth, followed by a second interview opportunity. Seventy-six percent of participants who received practice interviews focusing on data structures maintained or improved their scores, and 85% of participants who received algorithm interviews maintained or improved.

Foster inclusion with support and mentoring

Not seeing people within production, leadership, and C-suite roles can make the candidate feel out of place. According to Code2040, “while Black and Latinx people earn nearly 20% of computer science bachelor’s degrees, they make up only around 5% of the technical workforce at top tech companies. Only 2-5.3% of tech executives are Black and 3.1-5.3% are Latinx.”

Factors that can impact imposter syndrome include first exposure to computer science and the lack of representation within the tech companies – within leadership and C-suite roles.

To address this, engineering teams can create a more inclusive culture by providing support for engineers of color in the form of mentorship opportunities and creating a more transparent structure around roles.

In technical interviews, where applicants are supposed to be judged by “experts” on their skills, bias and perpetuated stereotypes must be checked at the door. And then proactively corrected throughout the recruiting and hiring process to create more equitable experiences and higher retention rates.

COVID-19 presented organizations with the opportunity to get out of their limited referral networks and recruit from new or non-traditional sources – including HBCUs and local colleges. But organizations also must ensure that they’re setting up interviewees and future employees for success in the hiring process by reducing the inconsistencies and bad interviewing practices that cause anxiety and produce false negatives. This can be achieved by adding transparency, creating practice opportunities, and providing career support for employees.

Portia Kibble SmithAbout Author

Portia Kibble Smith is an executive recruiter and diversity & inclusion lead for Karat, a company that conducts technical interviews on behalf of businesses hiring software engineers to create a more predictive, fair, and inclusive process. She has recently been the driving force behind the Real Talk: Diversity in Tech series and the launch of Brilliant Black Minds.


workplace bullying

Tech sector needs to take problematic behaviour in the workplace more seriously

workplace bullying

One-quarter of the UK’s tech workforce have experienced unacceptable behaviour in the workplace, according to a new report.

The report from Culture Shift also found that 39 per cent feel anxious about seeing somebody they have a negative relationship with when they go back to the office.

The tech-for-good developer has released the insights in line with this year’s Anti-Bullying Week, which falls between the 16th-20th November, to encourage companies across the UK to take a preventative approach to tackling problematic behaviour in the workplace.

The same report also revealed that while 88 per cent of employees across the UK’s tech sector say knowing their employer takes bullying and harassment complaints seriously is an important factor to their overall happiness at work, 15 per cent have witnessed unacceptable behaviour in their workplace. Furthermore, 43 per cent feel more likely to experience something they would describe as bullying or harassment in the workplace, compared to 30 per cent who feel more likely to bear the brunt of such behaviour while working from home.

Speaking about the report, Gemma McCall, CEO, Culture Shift, said, "It’s clear that bullying and harassment is prevalent in many workplaces and employers need to do more to tackle the problem."

"Many employees are calling for their employers to put a platform in place in which individuals can provide anonymous feedback or report any instances of bullying and harassment, and this kind of insight must be acted on by employers if they want to attract and retain talent."

“If incidents of problematic behaviour are left unchecked in a workplace, it can lead to significant cultural issues that will get worse over time."

"It can lead to people feeling unhappy which in turn can create high rates of absence or presenteeism, low productivity and high turnover of staff.”

“By providing clear and safe reporting pathways, organisations can encourage a speak up culture."

"Employers should not only signpost to these platforms, but actively encourage employees to use them, with those that do speak out against bullying encouraged and supported for doing so, rather than perpetuating any stigma."

“Taking a proactive and preventative approach to tackling negative and harmful behaviours, will in turn help protect company culture and employee wellbeing.”


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Shot of a group of young business professionals having a meeting. Diverse group of young designers smiling during a meeting at the office.

Half of UK’s tech sector calls for more to be done on fostering a diverse workforce

Shot of a group of young business professionals having a meeting. Diverse group of young designers smiling during a meeting at the office.

Half of the UK’s tech sector has said they feel their employer makes token gestures that feel surface level when it comes to diversity and inclusion.

According to a new report from UK-based tech-for-good developer, Culture Shift, 49 per cent also admitted they believe diversity seems like less of priority in the workplace currently.

Despite 79 per cent of employees across the industry confirming that working somewhere with a diverse workforce is an important factor for their happiness at work, 48 per cent think their employer could do more when it comes to diversity. The same report also uncovered that 21 per cent of respondents are calling for training to the workforce on diversity and inclusion.

Diversity and inclusion have long been key factors for ensuring a positive and happy work environment, however the events of recent months, such as the resurgence of the Black Lives Matter movement, have resulted in these climbing up the agenda of many employers.

Speaking about the findings, Olive Strachan MBE, founder of Olive Strachan Resources Ltd, global business woman and diversity and inclusion specialist, said, “The insights on diversity and inclusion uncovered in Culture Shift’s report really do resonate with me, as they shine a light on the lack of true representation across the UK’s positions of power."

"Employees are calling for their employers to focus on recruiting people from more diverse backgrounds, while providing training to the workforce on diversity and inclusion, confirming action really does need to be taken."

“If organisations want to create a happy work environment then they should take heed, as most employees confirmed working somewhere with a diverse workforce was an important factor to their happiness at work.”

The research found that fostering a diverse workforce representative of reality is a key factor for creating a positive culture and a key component for most employees’ happiness at work. With many calling for more to be done when it comes to ensuring that not only do under-represented groups have a presence in businesses, but also a seat at the table and a voice, there are various factors organisations should be keeping front on mind whilst planning for the future.

Gemma McCall, CEO, Culture Shift, said, "To create an empowering culture for all employees, it’s absolutely essential for organisations to be diverse, inclusive and showcase true representation across all levels of the business."

"Not only do recruitment processes need to be inclusive, but promotion opportunities too, and employees from marginalised backgrounds need to be supported through their career, as well as other employees."

"We firmly believe this is an incredibly important conversation to have and the insights uncovered in our research solidify that we’re not alone in believing more action needs to be taken by those at the top."

"It’s a shift that won’t happen overnight, but there needs to be clear intent from employers to keep diversity and inclusion at the top of their agenda."


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Girls in tech, STEM

How tech businesses can inspire the next generation of STEM

Natalie Cramp, CEO of data science company Profusion, discusses how businesses can close the tech skills gap by working closer with schools

Girls in techIt seems that ever since the tech sector was born in the UK there has been a corresponding skills gap.

A cursory Google of ‘skills gap stats’ will get you a range of figures, some that seem to reveal that it has grown rapidly in the past few years, others saying it is beginning to close. There is, however, consensus that A) it exists and B) tech is characterised by an underrepresentation of women, minorities and underprivileged groups. There is also general agreement that too few people are doing STEM subjects in the UK for homegrown talent to close the gap any time soon. It doesn’t take a data scientist using some Bayesian Statistics to tell you that closing the diversity gap will go a long way to finally closing the gap.

But how to get more people into STEM? At this point the consensus breaks down. There are plenty of theories out there as to why teenage girls in particular do not seem to be attracted to STEM subjects or future careers in tech. My personal view, which is founded on a career that has spent a lot of time working with schools and public bodies, is that there is a knowledge and engagement deficit. Students aged 13-15 are often not given enough real-world experience of what a career in tech practically involves. Nor, do they get enough detailed information on the plethora of different roles there are in tech and the subjects they will need to pursue them. Put another way – there is not enough inspiring going on.

This inspiration and information can’t just come from the schools themselves. Teachers are under enough pressure and it is unreasonable to expect them to become tech experts overnight. Support needs to come from tech businesses in the form of partnerships with schools to share expertise and practical work experience and internship programmes. This is not a revolutionary position. Recently, The Careers & Enterprise Company (CEC) released a report showcasing how businesses are increasingly working with schools throughout the country. Eighty per cent of young people are now benefiting from meeting employers every year and two thirds (66%) are gaining from work experience. Engagement is soaring, in the summer of 2018 1.2 million students had never met or worked at a business, the figure is now 700,000. Granted, work still to do, but undoubtedly great news.

So, engagement is happening. The problem? It’s not happening enough via the tech sector. Startups aren’t working or partnering with schools to anywhere near the extent that is required. Again, a number of factors will be at play. I know from working in London’s startup community that a lot of founders simply don’t believe they have the resources to offer meaningful work experience programmes. Others haven’t considered it as an option because they do not believe it’s their job or they have been so focused on scaling their company it hasn’t been close to their radar.

This is obviously a big problem. While engagement from accountancy, legal or consultancy firms is great, you could make an argument that most students have at least a basic understanding of what these careers could entail. Tech, on the hand, covers a huge multitude of sins across every industry vertical. However, in popular media it’s largely portrayed as coding or development work undertaken by 20-something guys in hoodies for a Silicon Valley-based consumer app. Put simply, tech needs to engage and educate students to a much greater extent than pretty much every other business sector.

How do we change this dynamic? The most important factor is instilling a new mentality among startups. We need to beat the drum for the wider benefits of this approach and dispel myths. For example, partnering with a school to provide talks for students, work experience, information or even internships does not take an inordinate amount of time. It is also not a one-way street. We know from our school partnership at Profusion that our staff got a lot of value from working with students. It helped them become better communicators and teachers, made them look at the work they do from a completely different perspective, and provided a new way for them to get joy from their working day. If you want to take a purely utilitarian view (as many startups do), closing the skills gap through this type of engagement is in everyone’s interest. Without action recruitment costs will continue to rise; a lack of plurality of views and backgrounds is already hampering some tech subsectors – particularly AI; and a greater wealth of talent drives innovation.

Creating these engagement programmes does not require seismic effort from the tech sector. All it requires is every startup doing their part. There are hundreds of schools, and thousands of startups in London alone. The tech capital of the UK is in the Borough of Hackney which also happens to be home to some of the most diverse and deprived schools in the UK. The people the tech community need to reach the most are on their doorstep. Reaching out to these schools and offering any kind of support will make a big difference not only to your business, but to the tech industry, and most critically, to the lives of thousands of students. If any business would like to see our partnership programme with local schools, we would be more than happy to share it.

Natalie Cramp HeadshotAbout the author

Natalie is a digital marketing and start up operations expert. She has more than a decade of experience leading private, public and third sector organisations through significant periods of innovation and change. This includes creating and scaling tech solutions for government organisations and developing the digital capability of third sector organisations.

Currently, Natalie is the CEO of data science consultancy Profusion. At Profusion she leads a team of 60 consultants, data scientists, data architects, developers and digital marketing experts. Natalie is responsible for Profusion’s strategic direction, expansion of its product offering and the growth of its blue-chip client base.


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What five skills do finance professionals need to work in the tech sector?

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Clare Crook, finance director at Force24, delves into what it takes to marry budgets with digital developments – and the importance of the two working in-sync.

It’s easy to think about employees being stuck behind a desk juggling numbers and spreadsheets when considering the role of working in finance. But there’s so much more to this important profession, especially when embedded within the technology industry.

To be a success in such a fast-paced sector, finance professionals have to be able to think on their feet and react swiftly. They must also be strong communicators and the gatekeeper to the crucial make-up of a digital business – from forecasting and building projection models, to looking ahead and inspiring further growth processes.

Online developments have created workspaces that are exciting places to be in, and there’s so many more opportunities made possible thanks to technology, no matter what the speciality of the employee.

And, auditing is very much a part of the evolution of a modern-day workplace, plus a department people need to embrace if they are to make a success of marrying it up well with technology.

There’s great news here too because the analytical side of finance and the creativity of technology can work in-sync – so, as a result, financial professionals should possess skills that are very transferable, and desirable, in the tech space. But what are the true qualities to really home in on?

Able to adapt to change

It’s not just about implementing a process and completing projects from start to finish for people working in finance – a modern-day employee understands there’s so much more to the role now.

They have to be agile, ready to embrace change, and prepare organisations for financial flux during the unpredictable times the tech industry is accustomed to. Being part of this sector requires a dynamic individual to steer the ship swiftly – with control and clear judgement – to respond to what the market instantly craves.

Plan, plan, plan!

Being able to bring analytical skills to the fore means businesses can greatly utilise their finance department to effectively forecast for the often erratic nature that comes with technological developments – and work on ways to overcome impending budgetary obstacles.

Having the capabilities to produce processes which outline how the company can operate successfully, in a rapidly-changing industry, further cements the crucial position a financial employee holds.

Not only that, they are the key to cash flow and budgeting – a huge factor in how tech firms take on new clients, and how often. This department must also consider what’s needed for retained clients and the management of ad-hoc projects to plan so the firm can continue to generate much-needed leads.

Staying ahead of the curve

Within a fast-moving industry, decisions must not stall any processes – they need to be swift and strong.

Effective, financially-based judgement calls can help ensure a business always moves forwards, which can be crucial to survive, and thrive, in the ever-evolving technology sector.

If an organisation becomes stagnant because it’s unable to react well to digital developments, that could be a huge – almost impossible – mountain to overcome when they’re desperately trying to recover lost time and resources.

Strong communication skills

Not only does a finance professional have to be an approachable ‘go-between’ for staff and clients, they should also be personable, knowledgeable of the sector, and be able to offer clear advice and support throughout.

Luckily, this is where technology can really come into its own because not everything has to be done face-to-face for customers to feel they are getting a rounded experience. With personalised processes, such as marketing automation, finance can use the tools for internal and external communication, track conversations and ensure the organisation’s messaging and audit updates, are accurate – and distributed – in a controlled, humanised way.

The endeavour to upskill

In today’s modern workforces, there seems to be a real urgency to keep learning and developing to stay up to date with developments – thanks to the impact technology has truly made across every walk of life.

That shouldn’t be any different for financial staff either. If there’s a willingness to develop skillsets and become engrained in how technology can help with training, that can be a pot of gold for any organisation.

It’s vitally important for employees to understand the industry they work in – even if it doesn’t directly link with their primary skill-set – and the urge to progress can provide a real benefit to them, plus their business and its clients.

Clare CrookAbout the author

Clare Crook is a Financial Controller for Force24 – she is responsible for the financial activities such as planning, cash management and reporting – as well as forecasting and building project models for the company.


GDPR-what-it-means-to-you-1

One year on – how has GDPR impacted upon the tech sector?

GDPR-what-it-means-to-you

Diana Rowatt, client services director at marketing automation platform Force24, uncovers how much the introduction of GDPR hit organisations last year, and what effect it did – or didn’t have – particularly on the communications industry.

For a marketer whose role in the technology sector relied heavily on direct communication with customers, their working practices were overhauled dramatically in May 2018.

The introduction of the General Data Protection Regulation (GDPR) came into force across Europe this time last year, and the magnitude of imminent changes created such a wave of uncertainty – especially for those who relied on databases of key information to market their messaging.

Many didn’t know how they would be able to communicate effectively – if at all – with customers, or drive leads anymore. Others decided to bury their heads in the sand, rather than tackle what they had to do next, because it was nothing short of a monstrous task to complete.

The impending launch of GDPR resulted in hundreds of man-hours for teams to ensure compliant procedures were in place throughout their organisations. And, for technology-based firms and its marketers without the luxury of resources, they would’ve ultimately struggled to cope with the mass of detail needed to implement such change.

However, for many – including Force24 – who enforced the right level of preparation early doors, they found themselves at a distinct advantage over those that didn’t fall in-line with the legislation, or who took more time to get their processes in place.

The key to success was making sure companies didn’t panic, and instead acted.

Before May 2018, tech-based firms had to know – and understand – the basics of GDPR to get everything correctly in place. Teams were required to delve into the detail so they could work on better ways to be clear and consistent in their customer communications.

It wasn’t an overnight job by any means. Marketers had to work tirelessly to create multi-level permissions, an administrative nightmare for many, and ensure data was kept safe and secure. They needed to ensure ‘the right to be forgotten’ could truly be exercised, for instance, and ideally as efficiently – and robustly – as possible.

Those that prepared well saw any initial shock to the system ebb away when May came and went without any real change in how they effectively conversed with prospects and leads.

However, for the departments that couldn’t quite get over their initial worries, they’ve now realised just how much they’ve been hit following panicked decision-making – or lack thereof.

Why? Because, in the run-up to last May we witnessed businesses killing off thousands of records which – now they’re in recovery mode – didn’t really have to happen. They decimated their databases and a year on they’re still trying to recoup that precious time lost.

As marketers begin to understand their communicative roles more in a post-GDPR era with technology at their fingertips, they’re acknowledging there’s a real need to constantly stay compliant, and in-line with the legislation. It has to be taken seriously, which isn’t a bad thing really is it?

It doesn’t end here either. Marketing professionals and their technology firms shouldn’t let practices waver even though it is now 12 months down the line. They just have to work on ways to be savvier – and secure – with communications.

Businesses initially nervous about what operational changes GDPR would bring might’ve spread their resources even more thinly to cope with getting things into place. However, what that level of preparation has achieved now is a more targeted approach to understanding what customers want to receive.

Admin headaches aside, GDPR has actually been a good thing for marketing because these organisations should never be sending ‘batch and blast’ invasive comms anyway. Doing it that way is too lazy, and not what individuals want to receive, that’s why tech exists – so businesses can be savvier than that.

It’s also helped departments to remove non-engaged people, make them more agile and streamline databases to speak to true supporters of the brand. In other words, it has made some brands sit up and finally alter their practices, as they should have a long time ago.

The hunt for compliance has actually seen the UX go out the window for some businesses because they’re so desperate to capture the perceived, necessary opt-ins and notify website visitors of every policy under the sun, that some homepages are now becoming almost impossible – which is surely a consumer turn-off?

Now is the time for companies to keep compliance running throughout the veins of the technology sector – and to think clearer about what their customers want to receive. They must continue to ensure those they speak directly to, enjoy a personalised experience that is safe and secure – without a spam email in sight!

Di RowattAbout the author

Diana Rowatt is a Client Services Director at Force24 – and provides advice and support to clients, marketing automation demos, and making sure targets are hit each month. She’s been part of Force24 since the very beginning and so has seen how it’s grown, and adapted – as well as provided – technological options to business to help them reach customers easier.