If you're looking to secure your next role or make your next best hire, we'd love to help. Get in touch to speak with one of our consultants today

2024 Tech Talent & Salary Report in Collaboration With LinkedIn

If you&rsquo;re a technologist looking to navigate your career in this dynamic sector or a digital or HR leader looking to benchmark your organization, this report is for you.

Global insights into the current state of the tech job market with emphasis on IT salaries, job satisfaction, and more.

2024 Tech Talent &amp; Salary Report in Collaboration With LinkedIn

The page you’re looking for may have been removed or is not available right now.

We&rsquo;re Harvey Nash, and we build amazing technology and digital teams. From senior appointments through to recruitment and project solutions, we are experts in the tech sector.We&rsquo;re deeply connected with our clients and the diverse community we serve, and made up of passionate people who care about changing lives and helping our clients be successful.&nbsp; Harvey Nash is powered by Nash Squared, the leading global provider of talent and technology solutions. &nbsp;

With over three decades of experience in the tech sector, we continuallyadapt to the ever-changing needs of our clients. We&rsquo;ve worked withover two-thirds of the world&rsquo;s leading companies, placing thousands oftech experts, from software engineers and data scientists to CIOs andCDOs.

Ever dreamed of having a job you love?

Everything we do is underpinned by our values, we’re proud to make a difference to both our candidates and clients’ success.

We&rsquo;re Harvey Nash, and we build amazing technology and digital teams. There are very few recruitment companies that offer the in-depth knowledge, network and enviable track record that comes from being totally dedicated to working in technology for over three decades. Our relationships with individuals and organizations span years and it is this intimacy with the technology sector that enables us to be so effective.

If you're looking to secure your next role or make your next best hire, we'd love to help. Get in touch to speak with one of our consultants today

CIO Voices is Harvey Nash’s monthly spotlight series, bringing together perspectives and insights from technology leaders across our network who are shaping the digital future. Each month, we explore a timely topic that’s driving conversations in the tech community. To contribute fill out the form and to learn more, reach out to <a href="mailto:joseph.roger@harveynash.com" style="color:inherit; text-decoration:none;">Joseph Roger</a>. Refer to <a href="https://www.harveynashusa.com/posts/cybersecurity-as-a-leadership-imperative" style="color:inherit; text-decoration:none;">Cybersecurity as a leadership imperative</a> to learn more.

Want to be part of CIO Voices?

Want us to find a job for you? Send us your resume and we'll be in touch when a suitable role comes up.

Take a look at the IT jobs we&rsquo;ve got to take your career to where you want it to go. Whether you're looking for permanent, contract or even interim jobs, we can help match you with a role and a company that fits you.

We are always on the lookout for talented individuals like yourself. Your resume has been sent to our team of consultants who will review and reach out if they identify a role that matches your skills and experience.

We encourage you to browse our current job openings and apply directly to any position that interests you.

As a global professional services firm specializing in technology recruitment, Harvey Nash is a trusted consulting partner offering a <a href="https://www.harveynashusa.com/talent-solutions">range of services</a> designed to help your organization find, recruit, and manage talent.

Tell us how we can help, fill out one of the relevant forms below and one of our team will be in touch

At Harvey Nash, we specialize in obtaining amazing talent for technology and digital teams as a globally recognized IT recruiting agency.

Tellus tortor vitae dignissim lobortis egestas eget duis turpis quis. Sed in facilisi eget duis dolor nullam vitae donec netus. Turpis turpis et orci tristique vestibulum adipiscing.

CIO Voices is Harvey Nash&rsquo;s monthly spotlight series, bringing together perspectives and insights from technology leaders across our network who are shaping the digital future. Each month, we explore a timely topic that&rsquo;s driving conversations in the tech community. To contribute fill out the form and to learn more, reach out at joseph.roger@harveynash.com.

One of the most influential global studies on technology strategy

One of the most influential global studies on technology strategy

Unlock the Power of Direct Source Staffing

Connect with us today to revolutionize your contingent talent strategy!

Why choose Harvey Nash as your independent Direct Sourcing Curation Partner?

Partner with our experienced IT recruiters for your executive search needs today!

What Makes Us Different?

We've launched the 25th Anniversary edition of the Digital Leadership Report, the world's largest and longest-running survey of senior technology decision-makers.

Harvey Nash is a global leader among tech recruiters. It stands out for its proven ability to deliver top-tier talent to clients worldwide. Our laser-focused talent acquisition process builds tomorrow&rsquo;s future by putting top tech talent in your hands.

We are aware of people posing as Harvey Nash consultants and contacting people via platforms such as email, LinkedIn, and text to inform them of job openings. Rest assured, we have already reported this phishing scam to the authorities, and our systems' security remains intact.Please read the article below to learn how to protect yourself and your data.

At Harvey Nash, we build amazing technology and digital teams as a globally recognized tech recruitment firm.

Few tech recruitment firms have deep knowledge and a strong network gained from over thirty years of experience in technology. Each tech recruiter at Harvey Nash brings extensive experience and a passion for connecting people with purpose. Our skilled tech recruiters and dedicated team provide tailored solutions, using industry knowledge to find the best solutions for our clients.
We serve a wide range of industries and roles, showcasing our ability to meet the unique needs of organizations across the technology landscape. Our relationships with individuals and organizations span years, and this intimacy with the technology sector enables us to be so effective. In the current job market, competition for skilled tech professionals is fierce, making our expertise and tech recruitment network even more critical for successful placements.

We build amazing technology teams

We build amazing technology teams

Contact us today to elevate your enterprise staffing solutions with our MSP &amp; VMS partnership!

Unlock the Power of Seamless Workforce Management

From global enterprises to SMEs, we work with amazing clients all over the world to find you the best IT jobs in the market today. Here&rsquo;s an example of some of the companies we&rsquo;re working with at the moment.

Exploring the Next Frontier With AI — Discussing the Impact of Artificial Intelligence on Employment, Earth Science, and Society

Download the report and whitepaper to gain in-depth insights and key takeaways from the event.

Download Event Whitepaper

Let's Optimize Your Talent Strategy Together!

Outsourcing With Us Can Transform Your Recruitment Process

Let us help you find the talent you need. We'll match the skills, experience and competencies to help you succeed.

Thank you for contacting us. Our team will review and direct your query to the right person, but if you prefer do feel free to call us on 973-646-2100.

We&rsquo;re Harvey Nash, and we build amazing technology and digital teams. There are very few recruitment companies that offer the in-depth knowledge, network and enviable track record that comes from being totally dedicated to working in technology for over three decades. Our relationships with individuals and organizations span years and it is this intimacy with the technology sector that enables us to be so effective

Our global reach and the skills of our IT recruitment teams, enables us to deliver effective tech talent solutions. This helps organizations grow and stay ahead in a fast changing technology world.

Discover Exceptional Tech Talent with Harvey Nash

Our global reach, supported by the diverse expertise of our internal IT talent acquisition teams, has solidified our reputation for dependability, reliability, quality, and innovation. We&rsquo;re proud to work with some of the world&rsquo;s most respected brands, from Goldman Sachs and Maersk to TomTom, Facebook, and Google. If you're looking to nail your IT talent acquisition, get started with Harvey Nash today!

Finding the right fit in today&rsquo;s market requires more than traditional recruiting. It needs a partner who knows technology and hiring trends. They should understand workforce expectations and the rising need for skilled tech talent. This includes skills in cloud, cybersecurity, engineering, data analytics, and digital transformation.
Harvey Nash works with some of the world&rsquo;s most respected companies. This includes Goldman Sachs, Maersk, TomTom, Meta, and Google, helping them find, engage, and secure top tech professionals. If you want to build new teams, support innovation, or connect with diverse job seekers, our tech talent solutions can help. We offer the support, expertise, and close collaboration that employers need to succeed.

Discover Exceptional Tech Talent with Harvey Nash

Harvey Nash, part of Nash Squared, is a global tech talent solutions group with over 35 years of experience. We have a team of over 3,000 colleagues in 17 countries, helping companies manage their workforce needs. We do this through delivering tech talent solutions that align with organizational culture, business goals, and future workforce planning.
As part of the Nash Squared family, our tech talent solutions seamlessly collaborate with leading brands such as Flexhuis, Spinks, Crimson, and TalentIT. Together, we support employers with the expertise, capabilities, and insight needed to navigate the growing intersection of people and technology.

Global Provider of Technology and Talent Solutions

We appreciate you reaching out to us. Our team will review your requirements and respond shortly. In the meantime, please feel free to explore our website or contact us at +44 (0) 20 7333 0033 for immediate assistance.

View all News & Insights

-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; U.S. tech workers the most likely to work four or even five days in the office
-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; But Americans are the happiest tech professionals globally and the most likely to have received a promotion and pay rise of 10% of more
-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; High levels of retention compared to global counterparts
Although twice as many tech professionals in the U.S. are mandated to attend the office four/five days a week compared to any other country (34% vs 17%), a new global study finds that they are the happiest with their role amongst the countries surveyed, and are the most likely to have received a pay rise of 10% or more (38% vs 25%) and/or a promotion (24% vs 22%) in the last year.
The ability to work from home appears to matter less to U.S. tech professionals than those in other countries, with only 38% considering it important compared to 52% globally, and only 34% saying they wouldn&rsquo;t consider a role that didn&rsquo;t have some degree of remote working compared to the global figure of 50%.
The Harvey Nash Tech Talent &amp; Salary Report, that surveyed over 3,600 technology professionals globally (629 in the U.S.), also found that high levels of promotion and financial reward in the U.S. tech industry are driving improved retention levels, as U.S. tech professionals are more likely to have been in role 3-5 years than those in any other country (26% vs 20%).&nbsp;
There are other favorable factors supporting job satisfaction across the U.S. tech sector: more U.S. professionals report that they have seen reduced workloads than in any other country (21% vs 13%) and they generally feel less under-resourced than their global counterparts. Tech professionals based in the U.S. also feel the most supported with both their physical (37% vs 34%) and mental wellbeing (40% vs 35%).
Jason Pyle, Global COO &amp; President of Harvey Nash USA &amp; Canada said:
&ldquo;At a time when much of the conversation around the tech labor market has been pessimistic, our U.S. data tells a far more encouraging story. Many tech professionals are feeling valued, rewarded and supported at work &ndash; and that&rsquo;s translating into higher levels of job satisfaction and retention.
What stands out is that U.S. organizations are successfully linking investment in people with business outcomes. Competitive pay rises, promotions and a stronger focus on wellbeing are clearly resonating, even in more office‑based environments. For employers, this reinforces an important point: engagement and reward still matter more than any single policy on where work gets done.
However, this shouldn&rsquo;t lead to complacency. The most sought‑after, niche skills remain highly mobile, and expectations continue to rise. Organizations that want to attract and retain specialist tech talent need to continue to evolve their employee proposition to compete.&rdquo;
Across the 629 U.S technologists surveyed, The Harvey Nash Tech Talent Report also found the following:
Push and pulls factors for technologists:
-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Push factors - For over three quarters (43%) of technologists in the U.S., pay retains its top position as the primary reason for considering leaving their role, with the culture of their organization second (35%) and career progression not far behind (33%).
-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; The most important pull factors for men and women - Female technologists in the U.S. are slightly more concerned with factors such as paid time off, flexible working hours and retirement benefits than their male peers. In turn, men are more interested in opportunities for career progression and the nature of the projects.
Reskilling and upskilling in AI:
-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; AI is taking my job &ndash; More U.S. respondents than in any other country feel that their role is under threat from AI (49% vs 43%).
-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Experimenting in AI &ndash; Almost two thirds (64%) report being given access to AI tools and platforms, and 34% are given dedicated time to experiment and learn.
-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Waiting for training or left to self-learn &ndash; U.S. organizations are the least likely to provide employees with internal training programs (51% vs 69% globally), and a quarter of technologists (24%) are expected to either self-learn or are waiting on formal training.&nbsp;
Good tech leadership:
-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Great leaders - When it comes to defining what makes a great tech leader, more than half (54%) of respondents say that great communication remains key, and 43% value their leader&rsquo;s ability to create a positive culture within the team.
-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Deep understanding of tech &ndash; Technologists in the U.S. also continue to value their leaders having a deep understanding of technology, with almost half (46%) making this one of their top three leadership traits. 1 in 8 feel that a lack of technology understanding amongst leaders is a huge barrier to delivering their tech goals, with a quarter (25%) rating it as a significant issue. IT Strategy also appeared on the top list of leadership qualities for the first time in several years of reporting &ndash; a sign that technologists may be concerned about the need for clear strategic and business case direction in the age of AI.&nbsp;
The Inclusive workplace:
-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Tech sector not doing enough - While just under a half (48%) think the tech sector is doing enough to support female participation in technology, almost one third of female respondents (30%) actively disagree, wanting to see more concrete action &ndash; much higher than amongst men where only a fifth (19%) feel this way.
-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Decrease in focus and investment in DEI &ndash; Although almost all (80%) think their organization does enough to support diversity as a whole in the workplace, around 2 in 10 technologists report a decrease in focus and investment in DEI over the last two years.
-&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Sense of purpose vs. DEI - Almost all (87%) tech professionals in the U.S. stated that an organization&rsquo;s sense of purpose is important when selecting a new role, but only 61% think their approach to DEI holds the same weight. This rises to 71% when the respondent identifies as any ethnicity other than white; 46% of white males agree.&nbsp;
Simon Crichton, CEO of Harvey Nash concluded:
&ldquo;With technology moving so fast, and AI beginning to change the game, technology leaders have many plates to spin. Tech professionals are looking to their leaders with an expectation of clear strategic direction, fair reward and a supportive environment in which they can build fulfilling careers. A standout feature this year is tech team members&rsquo; concern that IT strategy should be clear. There are undercurrents of worry about the impact of AI &ndash; even if it also presents career opportunities. The best technology leaders are those that integrate the development and deployment of AI into a coherent overall strategy that continues to have the skills and abilities of tech professionals at its heart.&rdquo;&nbsp;
-ENDS-
About the report
The <a href="https://www.harveynashusa.com/research-whitepapers/tech-talent-and-salary-report-2026">Harvey Nash Global Tech Talent &amp; Salary Report </a>is based on a survey of over 3,646 technology professionals globally (including 1,394 in the UK and 629 in the US). The survey took place between 4th November 2025 and 26th January 2026. This report is part of a suite of reports and surveys that Harvey Nash publish annually, including its highly respected Digital Leadership Report, which was launched in 1998 and is the world&rsquo;s largest and longest running survey of senior technology leaders.
&nbsp;
To request a full copy of the results, please visit <a href="https://www.harveynashusa.com/research-whitepapers/tech-talent-and-salary-report-2026">https://www.harveynashusa.com/research-whitepapers/tech-talent-and-salary-report-2026.</a>
About Harvey Nash
Harvey Nash is a specialist global technology recruitment firm that connects the world's most innovative companies with the technology talent they need to succeed. For over 35 years, Harvey Nash has been a pioneer and leading voice in the global technology space, having long term strategic partnerships with blue chip customers. With offices across multiple continents, including North America, the UK. Europe and Asia, Harvey Nash experienced in partnering with organizations on their specialized technology talent requirements including Cyber, DevOps, AI &amp; Automation, Data, Cloud and Software Engineering.
For further information visit <a href="https://www.harveynashusa.com/">https://www.harveynashusa.com/</a>
Media Contacts: Michelle Thomas
Harvey Nash
<a href="mailto:michelle.thomas@harveynash.com">michelle.thomas@harveynash.com</a>
+44 (20) 7333 2677

In-office culture rewards U.S. tech professionals

<h1 class="MsoNormal">How to protect skills pipelines in the age of AI</h1>
AI is scaling, but&nbsp;skills pipelines are under pressure, and digital leaders&nbsp;are&nbsp;feeling&nbsp;both realities at once. Technology teams are&nbsp;delivering&nbsp;faster with AI embedded across engineering,&nbsp;testing&nbsp;and delivery. Yet underneath that acceleration, new capability risks are emerging.&nbsp;
As AI takes on more foundational work, the pathways technologists traditionally used to learn, practice, and progress are being reshaped. If workforce models are not redesigned alongside technology adoption, organizations risk creating a future where productivity rises but deep technical capability thins out.&nbsp;
This tension sits at the heart of our&nbsp;<a href="https://www.harveynashusa.com/tech-flix-the-ai-paradox" target="_blank" rel="noopener">recent Tech Flix film, &lsquo;The AI Skills Paradox&rsquo;: AI is Scaling, Skills are Not&rsquo;,</a> which explores the widening gap between the rapid rise of AI and the skills needed to harness it. It brings together perspectives from industry,&nbsp;education&nbsp;and government to examine how organizations can prepare their people for the future of technology.&nbsp;
For a frontline operational view, we also spoke with Nash Squared CIO Ankur Anand, whose perspective reflects how these shifts are playing out inside technology teams today.&nbsp;
<h1 class="MsoNormal">The digital talent paradox inside tech teams</h1>
AI adoption across technology functions has accelerated rapidly, but workforce readiness is moving at a different pace.&nbsp;
The&nbsp;2025&nbsp;<a href="https://www.harveynashusa.com/research-whitepapers/digital-leadership-report-2025">Nash Squared/Harvey Nash Digital Leadership Report&nbsp;</a>shows that demand for AI capability continues to surge, with AI and machine learning&nbsp;remaining&nbsp;among the fastest-growing skills areas globally. Yet access to talent&nbsp;remains&nbsp;constrained, with digital leaders consistently reporting skills shortages in critical technology disciplines.&nbsp;
This creates a structural paradox.&nbsp;
Organizations are scaling AI delivery while facing persistent gaps in the very skills required to implement, govern and scale it effectively.&nbsp;
Our recent Tech Flix film&nbsp;reinforces this divide, highlighting how AI&nbsp;is advancing faster than workforce preparedness, creating pressure on leaders to rethink how skills are built, not just how technology is deployed.&nbsp;
<h1 class="MsoNormal">The real risk to junior and mid-level roles&nbsp;</h1>
Much of the external narrative focuses on AI threatening entry-level roles. Inside tech teams, the structural pressure&nbsp;(how the&nbsp;shape&nbsp;of a tech team&nbsp;is shifting)&nbsp;is more nuanced.&nbsp;
Development copilots, automation&nbsp;tooling&nbsp;and internal knowledge systems now allow junior engineers to complete tasks that previously&nbsp;required&nbsp;several years of experience.&nbsp;
As&nbsp;CIO of Nash Squared,&nbsp;Ankur explains, early-career productivity is rising sharply. Junior engineers can interpret requirements, generate&nbsp;code&nbsp;and build solutions far earlier in their careers than before.&nbsp;
But the structural impact falls most heavily on the mid-experience layer.&nbsp;
&ldquo;It&rsquo;s creating more risk for the people with mid-level experience&nbsp;compared to the more&nbsp;senior and&nbsp;experienced people&nbsp;as well as the juniors,&rdquo; he notes.&nbsp;
Work traditionally owned by engineers with two to five years of experience is being compressed. It is absorbed upward through AI-augmented senior oversight and downward through AI-enabled junior execution.&nbsp;
This does not remove technology roles, but it does reshape&nbsp;career&nbsp;pathways.&nbsp;
Without intervention, organizations risk narrowing the bridge between entry-level exposure and senior accountability.&nbsp;
<h1 class="MsoNormal">Productivity is rising&nbsp;&amp;&nbsp;experience is evolving&nbsp;</h1>
While risk exists, AI is also transforming what early-career technologists can achieve.&nbsp;
Ankur points to initiatives delivered by engineers with less than a year of experience, including platforms launched within months. These were AI-enabled from&nbsp;inception&nbsp;and did not follow traditional development learning curves.&nbsp;
&ldquo;The impact of AI on fresh talent is&nbsp;very high. Their productivity is now&nbsp;almost as&nbsp;good as people with three to five years of experience.&rdquo;&nbsp;
Access to automation, coding copilots and internal data environments allows early-career engineers to contribute meaningful outputs faster than ever before.&nbsp;
The challenge for&nbsp;digital&nbsp;leaders is ensuring that accelerated output still translates into deep&nbsp;expertise&nbsp;over time.&nbsp;
<h1 class="MsoNormal">How technical skills development is evolving&nbsp;</h1>
AI&rsquo;s impact is not uniform across the technology landscape.&nbsp;
In modern product and platform environments, AI is embedded across delivery, accelerating coding,&nbsp;testing&nbsp;and documentation. Engineers are building AI-enabled solutions from day one, working in automation-rich ecosystems where delivery speed is significantly enhanced.&nbsp;
As Ankur notes,&nbsp;when reflecting on recent initiatives, many programmes today are designed around AI from&nbsp;inception&nbsp;rather than layered in later.&nbsp;
But the picture shifts in high-accountability, experience-led environments.&nbsp;
In domains requiring deep&nbsp;expertise, risk ownership and judgment, human capability&nbsp;remains&nbsp;central.&nbsp;
As&nbsp;Ankur&nbsp;explains,&nbsp;&ldquo;Where you have high-skilled jobs with more experience and manual&nbsp;decision-making&nbsp;required, you&nbsp;can&rsquo;t&nbsp;rely on junior or entry-level talent&nbsp;to take those&nbsp;judgment&nbsp;calls.&nbsp;But&nbsp;you may augment AI for experienced people so they can&nbsp;make&nbsp;faster decisions.&rdquo;&nbsp;
This creates two distinct capability pathways:&nbsp;
<ul style="margin-top: 0in;" type="disc">
<li class="MsoNormal" style="mso-list: l1 level1 lfo1; tab-stops: list .5in;">AI-enabled engineering environments where automation drives productivity&nbsp;</li>
</ul>
<ul style="margin-top: 0in;" type="disc">
<li class="MsoNormal" style="mso-list: l5 level1 lfo2; tab-stops: list .5in;">Experience-led environments where AI augments but does not replace human judgment&nbsp;</li>
</ul>
Digital leaders must build strength across both.&nbsp;
<h1 class="MsoNormal">Governance is now a delivery priority&nbsp;</h1>
As AI accelerates output, governance becomes inseparable from capability.&nbsp;
&ldquo;AI without governance is equally a big risk and can have unexpected consequences,&rdquo; Ankur warns.&nbsp;
AI-generated code can introduce vulnerabilities if deployed without architectural understanding. Security design, data&nbsp;privacy&nbsp;and resilience frameworks are not inherently embedded in AI outputs.&nbsp;
Rapidly developed applications may&nbsp;function but&nbsp;fail under scrutiny or scale.&nbsp;
For digital leaders, this reinforces four operational priorities:&nbsp;
<ul style="margin-top: 0in;" type="disc">
<li class="MsoNormal" style="mso-list: l3 level1 lfo3; tab-stops: list .5in;">Security-first engineering principles&nbsp;</li>
</ul>
<ul style="margin-top: 0in;" type="disc">
<li class="MsoNormal" style="mso-list: l0 level1 lfo4; tab-stops: list .5in;">Responsible AI training&nbsp;</li>
</ul>
<ul style="margin-top: 0in;" type="disc">
<li class="MsoNormal" style="mso-list: l4 level1 lfo5; tab-stops: list .5in;">Human review layers&nbsp;</li>
</ul>
<ul style="margin-top: 0in;" type="disc">
<li class="MsoNormal" style="mso-list: l2 level1 lfo6; tab-stops: list .5in;">Structured governance frameworks&nbsp;</li>
</ul>
Speed must be balanced with safeguard design.&nbsp;
<h1 class="MsoNormal">Five leadership moves to protect the skills pipeline&nbsp;</h1>
Protecting capability does not require slowing AI adoption. It requires designing workforce models that evolve with it.&nbsp;
Drawing on insights from&nbsp;our recent&nbsp;<a href="https://www.harveynashusa.com/tech-flix-the-ai-paradox" target="_blank" rel="noopener">Tech Flix film</a>,&nbsp;<a href="https://www.harveynashusa.com/research-whitepapers/digital-leadership-report-2025" target="_blank" rel="noopener">the&nbsp;2025&nbsp;Digital Leadership Report</a>&nbsp;and Ankur&rsquo;s frontline perspective, five priorities stand out.&nbsp;
<h3 class="MsoNormal">1. Redesign early-career roles&nbsp;</h3>
AI enables juniors to deliver faster, but learning must remain intentional. Exposure to architecture, testing and decision-making must sit alongside AI-enabled execution.&nbsp;
<h3 class="MsoNormal">2. Accelerate mid-level progression&nbsp;</h3>
As delivery work redistributes, mid-career technologists must be supported to move into higher-value domains such as security,&nbsp;platforms&nbsp;and governance.&nbsp;
<h3 class="MsoNormal">3. Embed governance into engineering workflows&nbsp;</h3>
Governance cannot sit outside delivery. Secure design, AI&nbsp;oversight&nbsp;and risk accountability must be built into day-to-day development.&nbsp;
<h3 class="MsoNormal">4. Build dual capability pathways&nbsp;</h3>
Leaders must invest in both AI-enabled product skills and AI-augmented legacy&nbsp;expertise&nbsp;to sustain transformation.&nbsp;
<h3 class="MsoNormal">5. Design blended operating models&nbsp;</h3>
Future tech teams will combine AI-enabled early talent, experienced engineers, governance&nbsp;capability&nbsp;and platform leadership rather than flattening structures entirely.&nbsp;
<h1 class="MsoNormal">The capability question facing digital leaders&nbsp;</h1>
AI is already reshaping how technology teams&nbsp;operate.&nbsp;It&rsquo;s&nbsp;accelerating junior contribution,&nbsp;redistributing mid-level work, and&nbsp;augmenting senior oversight.&nbsp;
But long-term capability will not build itself.&nbsp;
As Ankur emphasizes, the priority now is workforce design. Leaders must ensure accelerated productivity today still produces the deep technical expertise organizations will depend on tomorrow.

Building the digital team of the future 

Harvey Nash is proud to announce they have been named a 2026 Strategic Supplier by <a href="https://www.allegisglobalsolutions.com/en/about-us/news-and-events/press-releases/ags-names-2026-strategic-suppliers">Allegis Global Solutions (AGS</a>) across North America and EMEA, recognizing the company&rsquo;s consistent performance in delivering high-quality technology and professional talent to global enterprise clients.
The AGS Strategic Supplier designation is awarded to a select group of partners who demonstrate exceptional performance across key metrics including quality of hire, responsiveness to requisitions, successful placements, bill rate management compliance and overall partnership effectiveness.
For Harvey Nash, the recognition reflects a long-standing commitment to operational excellence and trusted partnership within AGS workforce programs.
In North America, this marks the 11th consecutive year Harvey Nash has been named a Strategic Supplier by Allegis Global Solutions. In EMEA, Harvey Nash has achieved this recognition for 7+ consecutive years, underscoring the company&rsquo;s global strength in delivering specialized talent across key technology and digital roles.
Being recognized as an Allegis Global Solutions Strategic Supplier for the 11th consecutive year in North America is a testament to the dedication and expertise of our teams,&rdquo; said Keegan Banks, Senior Vice President of Client Delivery, Harvey Nash USA. &ldquo;Our partnership is built on deep integration, specialized delivery, and a proactive approach to anticipating workforce needs. This enables us to deliver exceptional technology talent while helping clients stay ahead in an increasingly complex and rapidly transforming technology landscape.&rdquo;
In EMEA, Harvey Nash&rsquo;s continued inclusion on the Strategic Supplier list highlights the company&rsquo;s ability to support complex workforce programs across multiple markets and industries.
Allegis Global Solutions evaluates suppliers through a comprehensive performance framework supported by its Acumen&reg; Intelligent Workforce platform, alongside direct feedback from client program teams.
&ldquo;As the workforce landscape continues to evolve, our supplier network plays a critical role in helping us lead with agility and innovation,&rdquo; said Allegis Global Solutions President Steve Schumacher. &ldquo;Our 2026 Strategic Suppliers deliver specialized talent quickly, adapt to changing business needs and drive impactful results for our clients. We value their collaboration and look forward to continued success.&rdquo;Harvey Nash&rsquo;s continual highlighted in the Strategic Supplier program reinforces its reputation as a trusted global partner for organizations seeking highly skilled technology professionals.
About Harvey Nash
Harvey Nash, part of Nash Squared, is a global professional services and technology recruitment specialist. With decades of experience connecting organizations with highly skilled technology and digital talent, Harvey Nash partners with clients across industries to support transformation, innovation and growth.

Harvey Nash Named an Allegis Global Solutions 2026 Strategic Supplier Across North America and EMEA

This article was originally published by&nbsp;<a href="https://www.zdnet.com/article/career-ladder-crumbling-how-to-climb-leadership/">ZDNET</a>,&nbsp;and features insights from Jason Pyle COO at Harvey Nash.
<div class="MsoNormal" style="margin-bottom: 0in; text-align: center; line-height: normal;" align="center"><hr align="center" size="2" width="100%"></div>
5 ways to get a leadership role - even if AI is disrupting the career ladder
AI has changed all the rules. To get to the top, you'll have to prove you're ready for responsibility. Here's how.
&nbsp;
Some managers reach a certain rung on the career ladder and get stuck. Research suggests there are many potential factors at play, including limited opportunities to progress into management as&nbsp;traditional career ladders crumble in an age of AI.
Professionals who move into senior leadership positions must prove they're worthy of the responsibility. Here, business leaders share their tips for&nbsp;climbing the career ladder.
1. Take unusual opportunities
Barry Panayi, group chief data officer at Howden, an insurance intermediary group, said one of the first steps for would-be executives is to make a name for themselves.
"I think it's about making connections with people that you like and admire," he said. "For 10 or 15 years at the beginning of my career, I made sure I was at conferences listening to people."
As he climbed into senior positions, Panayi told ZDNET, he looked for opportunities outside his comfort zone to prove his leadership credentials.
One of Panayi's most crucial development opportunities was taking on non-executive positions -- with UK energy regulator Ofgem since 2020, and media company Reach since 2021.
"Those positions really gave me perspective, because I was quite narrow," he said. "All I'd ever done was data. I felt like I wasn't rounded enough, and being around the board table, contributing as a board member, forced me to consider other things."
Panayi advised other next-generation leaders to look for similar opportunities, whether that's a non-executive role, a trustee at a charity, or a governor at a school or college.
"Experiencing something completely different from the day-to-day job is about understanding the business. I think that exposure is what gives me confidence to have opinions on topics outside of my lane," he said.
"It's those kinds of opinions and contributions that get you noticed, not being a great data person, because people will assume you're good at that area. After all, that's why the board hired you."
&nbsp;
2. Show your commitment
Jason Pyle, COO at recruitment specialist Harvey Nash, said that making the breakthrough from manager to senior executive means demonstrating you think strategically rather than just operationally.
"Show that you understand the organization's wider strategy and how your role and the team you lead fit within that approach," he said.
"It's also about thinking commercially -- being able to demonstrate that you understand how the operational decisions you make, in whatever aspect you're leading, impact top and bottom-line business value. Think like a business shareholder, not just a manager of your team."
Pyle told ZDNET that senior professionals must be willing and able to smash the glass ceiling.
"An executive can't just sit in their box and work in a silo. They must understand what's going on across the business and how it all links up. So, build connections and collaborate where possible with others outside your direct area of control," he said.
"You need to show tact and political acumen. Don't overstep the mark. Take the initiative by putting your hand up for projects and special pieces of work that need to be managed. Show willingness and commitment, although be careful not to overload yourself."
&nbsp;
3. Stay humble
Joe Depa, global chief innovation officer at consultant EY, said successful leaders stay open to the opinions of a broad range of stakeholders and partners.
"That humility right now is going to be critical," he said. "When I look at successful leaders that I tend to model myself after, I think the key to success is not only having the ability to learn but also having the mindset that you don't know all the answers."
Depa told ZDNET that ignoring others' opinions is a potential shortcut to disaster.
"When I've seen some people fail, or they're not executing on their task, it's because they weren't open. They didn't consider this concept that I call an open innovation ecosystem," he said.
"They weren't listening to the pulse of the business, they weren't listening to their customers or users, and they weren't listening to their partners."
Rather than staying open, these executives stayed closed and overlooked guidance that could have had a positive influence: "They had a strategy that they wanted to implement, and, therefore, they were ignoring stakeholders that would be either impacted or could help advise on that strategy."
&nbsp;
4. Support the next generation
Dawn McCarroll, director of supply chain and business excellence at telecoms specialist Helios Towers, said that integrity is key to proving you're ready for responsibility.
"You need to know that trust is essential to move anything of significance forward," she said. "A lot of people talk about emotional intelligence, but I think you need a balance of emotional and perceptual intelligence."
McCarroll told ZDNET that perceptual intelligence is not just about how people perceive you, but how you perceive others and how you maintain conversations with them.
She also said people moving into management positions must start thinking about how they'll give similar opportunities to others.
"Paying it forward is really important for the next generation," she said. "And as a leader, if you're not creating the next generation and the generation after that, what are you doing?"
McCarroll said Helios Towers has a strong culture of promoting and developing talent from within, including certifying people in Lean Six Sigma through a leadership program with Cranfield University, partnering closely with the internal HR department, and developing regular succession planning opportunities.
"I see myself as here to create a legacy of future leaders," she said. "You get to a point in your career where that then becomes your raison d'etre. It's no longer just about you climbing a career path. It's about what you're leaving behind."
&nbsp;
5. Demonstrate your hands-off style
Harvey Nash's Pyle also stressed that would-be senior executives must emphasize their interest in next-generation talent.
"Show that you've got what it takes to be a leader in the way that you manage and develop your team," he said. "Make sure you give team members the support and guidance they need. Be there for them, while setting clear stretch goals."
Pyle told ZDNET that managers who can demonstrate their hands-off credentials will show they're able to move into a senior role.
"Through the performance of your team, show that you're able to scale what you've already got," he said. "Try to get your team to the point where it can virtually run itself. If executives are worried that elevating you will create a problem because your team can't operate without you, that could be a blocker to your promotion."
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>
Written by&nbsp;Mark Samuels,&nbsp;Senior Contributor, ZDNET.
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>

News & Insights

In-office culture rewards U.S. tech professionals

Building the digital team of the future

Harvey Nash Named an Allegis Global Solutions 2026 Strategic Supplier Across North America and EMEA

5 Ways to Land a Leadership Role in the Age of AI Disruption

Our UK & Ireland locations

California

New Jersey

Tennessee

Washington

North Carolina

Texas

Chennai

Hyderabad

Vijayawada

Our global locations