I’m in discussion again with Glenn Buggy, continuing our conversation about the General Data Protection Regulations (GDPR) impact on talent (human capital) in the workplace.

Glenn has helped guide his clients’ organizations as they tackle these complicated issues. His strong background in the legal and financial field, combined with his expertise in talent placement, offers a unique and helpful perspective.

We’re very much looking forward to your ideas or thoughts on the various parts we discuss. This is part five of six.

Today I’m asking,  

The new roles that have been defined in the data security field force companies to look differently at hiring the best talent when compared for example to a CFO, a role that has been around for many years?

Get Creative with Your Hires

Roles surrounding data privacy and cyber security are all fairly new. You might not be aware of the best positions and experience to search for when considering filling these positions in your organization.

Recruiting for these big roles will be different than other hires at your company—whether that’s in data privacy, data governance or information security.

It’s important to not just put together a boilerplate job description and try to find the exact person for that role. You need to search for the talent that can reach the potential you want in your company. This takes creativity throughout the hiring process.

Companies need to be open to different types of background and talent. You might need to consider hiring junior lawyers and partnering with outside counsel to help develop and hone the appropriate technical skills while putting a strong internal manager in place and advocating for them to develop specific leadership skills.

Look towards technical fields when hiring lawyers, even if they don’t have industry experience. The most obvious legal experience is found with Intellectual Property and Patent attorneys.  Another avenue is looking to people with software development backgrounds, prior to becoming lawyers.  Not only do they have stronger technical expertise, but they’ll be able to speak with the technology team to create automated programs.

For these roles, intangible skills are almost more important than the technical skills, because these people are working across your organization. They are working with the executive team and with Communications and Marketing to solve for a greater problem.

When a major breach happens, this information security hire needs to explain to executives, board members and to the media and public what happened and how the company will resolve this issue. Not every talent will have those communication skills. 

These leaders need to be skilled at training large groups since data breaches tend to be a result of employee errors more so than technology getting hacked or compromised. The right data talent will need to train your workforce of what to do, how to do it and what happens if there is a breach. These skills are paramount to this hire’s success within your company. 



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Tags: Glenn Buggy, Glenn M Buggy, Caldwell Partners, Talent Transforms, Financial Services Practice, Legal, Risk and Regulatory Oversight Practice, Caldwell’s Asset & Wealth Management Practice, #GlennBuggy, #CaldwellPartners, Executive Search, Kristin Sheridan

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