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- U.S. tech workers the most likely to work four or even five days in the office - But Americans are the happiest tech professionals globally and the most likely to have received a promotion and pay rise of 10% of more - 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’t consider a role that didn’t have some degree of remote working compared to the global figure of 50%. The Harvey Nash Tech Talent & 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%). 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 & President of Harvey Nash USA & Canada said: “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 – and that’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’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.” Across the 629 U.S technologists surveyed, The Harvey Nash Tech Talent Report also found the following: Push and pulls factors for technologists: - 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%). - 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: - AI is taking my job – More U.S. respondents than in any other country feel that their role is under threat from AI (49% vs 43%). - Experimenting in AI – Almost two thirds (64%) report being given access to AI tools and platforms, and 34% are given dedicated time to experiment and learn. - Waiting for training or left to self-learn – 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. Good tech leadership: - 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’s ability to create a positive culture within the team. - Deep understanding of tech – 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 – a sign that technologists may be concerned about the need for clear strategic and business case direction in the age of AI. The Inclusive workplace: - 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 – much higher than amongst men where only a fifth (19%) feel this way. - Decrease in focus and investment in DEI – 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. - Sense of purpose vs. DEI - Almost all (87%) tech professionals in the U.S. stated that an organization’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. Simon Crichton, CEO of Harvey Nash concluded: “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’ concern that IT strategy should be clear. There are undercurrents of worry about the impact of AI – 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.” -ENDS- About the report The Harvey Nash Global Tech Talent & Salary Report 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’s largest and longest running survey of senior technology leaders. To request a full copy of the results, please visit https://www.harveynashusa.com/research-whitepapers/tech-talent-and-salary-report-2026. 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 & Automation, Data, Cloud and Software Engineering. For further information visit https://www.harveynashusa.com/ Media Contacts:Michelle Thomas Harvey Nash michelle.thomas@harveynash.com +44 (20) 7333 2677

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

Harvey Nash is proud to announce they have been named a 2026 Strategic Supplier by Allegis Global Solutions (AGS) across North America and EMEA, recognizing the company’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’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,” said Keegan Banks, Senior Vice President of Client Delivery, Harvey Nash USA. “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.” In EMEA, Harvey Nash’s continued inclusion on the Strategic Supplier list highlights the company’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® Intelligent Workforce platform, alongside direct feedback from client program teams. “As the workforce landscape continues to evolve, our supplier network plays a critical role in helping us lead with agility and innovation,” said Allegis Global Solutions President Steve Schumacher. “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.”Harvey Nash’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.

This article was originally published by ZDNET, and features insights from Jason Pyle COO at Harvey Nash. 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. 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 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 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." 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." 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." 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." 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." Written by Mark Samuels, Senior Contributor, ZDNET.