Our Story

We have had the pleasure of being part of the technology skills marketplace since 2006. During that time, we have seen incredible change. The creation of new job functions, the foundation of business, and the digital transformation of almost everything!

Experience has honed our understanding of client needs, helping us deliver our fundamental mission; to apply simple, flexible, rapid, solutions to Digital, Data and Technology skills problems. We have been lucky enough to grow a network of accomplished clients, candidates, and colleagues to whom we are grateful for their continued support.

We are now helping to build world class public services, through digital transformation, by applying our expertise to the UK Public Sector.

Hanover Public Frameworks

Frameworks

It's easy for Public Sector organisations to buy from us through a variety of Frameworks on which we are pre-approved.

Hanover Social Value

Social Value

We are committed to improving diversity within the workplace and preserving our environment for future generations.

Hanover Team Building

Our Services

Whether you require individual specialists or need to land an expert team, we offer a variety of flexible services.

Search for opportunities

Latest opportunities

  • Solutions Architect

    We're looking for an experienced Solutions Architect to support migration delivery. You'll need: Technical knowledge of platform - Z 13 and Z 14 Strong knowledge and experience of identity services with a preference for an expert in Azure AD/Entra ID and modern authentication Technical knowledge of Azure AD/Entra ID and modern authentication Focused understanding on transition of services transitioning from consuming AD FS to Azure AD/Entra ID Technical knowledge and experience with Active Directory and Domain Architecture

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  • Data
    Data Migration Solutions Architect

    We're looking for an experienced Data Migration Solutions Architect for a remote contract. Key Responsibilities:Design and implement data migration strategies. Lead planning and execution of data migration activities. Collaborate with stakeholders to understand data requirements. Evaluate existing systems and propose migration approaches. Provide technical guidance on data mapping, transformation, and cleansing. Conduct risk assessments and implement mitigation strategies. Document processes and outcomes. Monitor and report on migration progress. Skills and Experience:Proven experience in data migration projects. Strong knowledge of data integration principles and tools. Excellent communication and stakeholder management skills. Ability to work effectively remotely. Active SC clearance essential.

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  • Data Architect

    We are currently seeking an experienced Data Architect with active Security Clearance to join a dynamic team working in Central Government. You'll need: Data migration delivery experience Deep understanding of Data Warehouses and Lake houses Experience in Public Sector  Knowledge of AWS/Azure Experience working with automated data discovery tools (Informatica) Knowledge of ETL methodologies and data processing scripts (SQL, Powershell etc.) Experience working in and supporting multi-disciplinary Agile teams

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  • User-Centred Design
    Senior User Researcher

    Are you an experienced Senior User Researcher who is Welsh speaking looking for your next Public Sector contract? Join a large, dynamic UK Government department where you'll be responsible for conducting qualitative and quantitative research to uncover user insights, behaviors, and motivations. You will collaborate closely with cross-functional teams including designers, product managers, and engineers to inform product strategy and design decisions. The ideal candidate will possess strong leadership skills, a passion for user advocacy, and a deep understanding of research methodologies.

    Apply Now
  • Product & Delivery
    Product Manager

    Join a Central Governmnet department, working within an agile multidisciplinary team to create, support and continuously improve products that meet user needs. You will take products through discovery, alpha, beta and live phases of development with the goal of making services and products simpler, easier and faster to use. The role may require frequent travel to client sites, several days a week.  As Product manager you will: Be responsible for the quality of the products. Use your knowledge of user needs and business goals to frame problems and set priorities for your delivery teams. Define, explain and iterate a product vision that is compelling to your users, team and stakeholders. Champion for user needs, managing a backlog, documenting product knowledge, and communicating plans and progress through various channels including blogs, stakeholder meetings and demos. Engage with users and stakeholders through a range of channels to encourage awareness and use of your product. Presenting and depicting the rationale of findings in simple, engaging and easy to understand business terms to a diverse group of stakeholders.  Set measurable goals for your product and report against these to demonstrate progress against stated benefits.  Play an active role in the product manager community, sharing your learning and celebrating progress made by other people and team Skills required:  Agile methodology and can apply an agile mindset to all aspects of your work.  You can work in a fast-paced, evolving environment and use an iterative method and flexible approach to enable rapid delivery. User-Centred Design Services which can be demonstrated through successful project delivery and the achievement of key success measures for projects. You understand and can work within given constraints (including but not limited to technology and policy, and regulatory, financial and legal constraints). You can secure funding for agile delivery through a business case and through delivering a good pitch in government. You can prioritise spending based on return on investment and strategic intent. You understand the different phases of product delivery and can contribute to, plan or run these.  You can manage the operational process of designing and running a product or service throughout its entire product life cycle. You can understand and identify problems, analysing and helping to identify the appropriate solution. You can classify and prioritise problems, document their causes and implement remedies. You know how to use a range of product management principles and approaches. You can capture and translate user needs into deliverables. You know how to define the minimum viable product and make decisions about priorities. You can write user stories and acceptance criteria. You can translate user stories and propose design approaches or services to meet these needs.    Designing and delivering end-to-end digital products in government, Government Digital Service (GDS) agile delivery framework. Help support the vision, roadmaps and delivery of other products in your programme You will have experience of delivering working in a large-scale software delivery and support organisation.

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  • Product & Delivery
    Agile Delivery Manager

    We are seeking a highly skilled Agile Delivery Manager. The successful candidate will have a strong background in agile project delivery, GDS standards, SOW management, and experience of working with Consultancies within the central government sector .Key Responsibilities:Lead and manage agile project delivery using Scrum or Kanban methodologies, ensuring projects are delivered on time, within scope, and to the highest quality standards. Collaborate closely with central government clients, product owners, developers, designers, and other stakeholders to define project requirements, prioritize tasks, and manage the product backlog. Implement and uphold GDS standards and best practices throughout the project lifecycle, ensuring compliance and delivering user-centric digital services. Develop and maintain detailed project plans, Statement of Work (SOW), and project documentation, ensuring clear communication and alignment with project objectives. Facilitate agile ceremonies such as daily stand-ups, sprint planning, reviews, and retrospectives, fostering a collaborative and agile working environment. Manage risks, issues, and dependencies proactively, implementing effective mitigation strategies and ensuring timely resolution. Monitor project progress and performance metrics, providing regular updates to stakeholders and adapting plans as required to achieve project goals. Utilize consultancy expertise to provide strategic advice, guidance, and support to clients, driving digital transformation and innovation within the central government sector. Champion continuous improvement and agile best practices within the team and across the organization, driving innovation and excellence in project delivery. Skills and Experience Required:Proven experience as an Agile Delivery Manager or similar role, managing complex digital projects from inception to completion. Strong understanding and practical application of agile methodologies (Scrum, Kanban) and principles. Experience working with GDS standards and familiarity with the UK government digital landscape. Demonstrable experience in managing Statement of Work (SOW) and project budgets effectively. Previous experience working within the central government sector is essential. Excellent communication, leadership, and stakeholder management skills. Strong analytical and problem-solving abilities, with a keen eye for detail. Certified Scrum Master or equivalent agile certification is desirable.

    Apply Now
Public Sector Digital Transformation

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News & Insights

Interview Tips
job search

​Most people think they have interview preparation perfected, but you’d be surprised by how many people overlook basic elements, and some simple improvements, which can be key to your success. We’ve gathered the top 4 tips to make your interview effortless and memorable.  1. Preparation is keyPreparation is key to success, so make sure you have sufficient time to prepare before your interview and dedicate some time without distractions.  ResearchThe first step should be researching the organisation where you could be working. Visit any relevant websites and social media, look at LinkedIn profiles and do a general search on Google to see if they have any press about latest projects or initiatives. You want to get a feel for the work that they do, their mission and values, structure and their objectives or goals. You can then align some of your answers in the interview to reflect this, mirroring back their own language to create a commonality. Write down any keywords that stand out as markers for the organisation, such as ‘fast-paced’ or ‘outcome focused’.  RevisitRevisit the job description. Think about why you applied and what attracted you to the job. What are the parts that excite you? Note these down and keep them handy, so you can show enthusiasm about these in the interview. Which parts of the role do you think you would excel at and which parts are your skills lacking in? The job description should also give you an idea of the behaviours the interviewer is looking for. Look out for terms like ‘self-starter’, ‘team-player’ or ‘strong communicator’ so you can show that your behaviours and soft skills are also desirable. And revisit your CV. This is the main piece of information that the interviewer holds about you. Are there areas that align with the job description that you are likely to be asked to elaborate on? Are there any areas that the interviewer may question or want examples of? You should also check that your LinkedIn profile correctly reflects your CV and is up to date. Make sure your profile photo is professional and you've included volunteer information, any groups and have some good recommendations from colleagues.  Common QuestionsPrepare for the most common interview questions. These are generally competency-based questions such as:Making effective decisionsCollaboratingLeadershipStrategic thinkingOrganisational skillsWorking under pressureAttention to detailHandling a difficult decision or situationMotivationTaking control of a situationProblem solvingCreativity You may need an example for each area detailing the situation, your response to the situation and the positive outcome.  Your questionsWhat questions do you have about the role or the organisation? If the conversation is quite casual, you should be able to ask questions as they naturally arise, but it’s also important to ask a question at the end of the interview to show you are still interested. This could be in regard to the contract length or timeline, or “when are you likely to make a decision?” Write down your questions as after processing other conversations, you may need a reminder.  ​ 2. Promoting youClarify your ‘selling points’. Why would you be good at the job and what sets you apart from other applicants? Identify key responsibilities of the role and prepare several examples of your experience and achievements in these areas. Where possible use statistics to evidence this.  Specific Examples with STARYou can use the S.T.A.R method to create quick and effective examples: Situation, Task, Action, Result. ​Situation: Set the scene and give the necessary details of your exampleTask: Describe what your responsibility was in that situationAction: Explain exactly what steps you took to address itResult: Share what outcomes your actions achieved​You must describe a specific event or situation, not a generalized description of what you have done in the past. Be sure to give enough detail for the interviewer to understand Showcase your workIf the interview is specific to certain types of work such as design, content, or products, you may have been asked to, or may just want to, showcase examples of your work. Make sure examples are relevant to the role and showcase your best skills. You may want to go in-depth with a case study, outlining objectives and processes or just create a short screenshare presentation that acts as a portfolio. If you do this, ensure you can concisely talk through or narrate your work to give your interviewer a good understanding and positive takeaway points. You want to be memorable. Practice this prior to the interview with a friend to get feedback and identify areas that could be improved.   ​3. The Set UpHave a trial run before the actual interview to resolve any issues.​Technical DifficultiesThere is nothing worse than being failed by technology in an already stressful situation. Prior to the interview (the previous day and in the hours before) test your technology. Do you know which video platform you will be interviewed on? Have you used it before?Set it up and test it out. Make sure you are familiar with all the functionality or features in case you are asked to change any settings or screenshare unexpectedly. It is better to do an interview on a laptop, rather than a phone as you have more control. Make sure your camera and microphone are working and set to appropriate levels. Also make sure all software updates are completed because no one wants a computer update starting randomly mid interview.  Location Where will you do the interview? Do you have a reliable WiFi connection? Conduct the interview somewhere private and quiet where you won’t be disturbed. Notify family or housemates ahead of time or book a meeting room if you are in a shared space/office. Test sitting in-front of the camera and take a good look at your background, as well as without you in frame in case you need to get up at any point. You need a minimal and non-distracting background, with good lighting so you can be clearly seen. Check your camera angles, as some laptop cameras can be set lower. Try to position the camera for a clear and proportioned head and shoulders shot where you can make easy and comfortable eye contact with the camera. Distancing is also key; you don’t want to look too far away or equally right on top of the screen. Make sure your chair or seat is also comfortable. If your interview is taking place in person be sure to identify the location and plan your route the day before, leaving yourself enough time in case of travel disruption. ​​4. First impressions countAccording to research, it takes 7 seconds to make a judgement about someone when first meeting them. Whether we mean to or not, we can make unconscious judgements based on appearance and body language, so it’s important to look presentable.  Wellbeing This is an area that is often overlooked but can really make an impact on how you present yourself and how you feel in an interview. The night before the interview, try you get a good night’s sleep. This will help you feel well rested, refreshed and more alert in the morning .Make sure you’ve eaten prior to the interview, nothing too heavy, and that you are well hydrated. Have a drink on hand in the interview as you’ll be talking for a while. Dress The PartDress appropriately for the role or organisation. It’s better to be dressed more formally, than looking too casual. Even if your interview is via video link, dress as if you are meeting in person, full body in smart attire as you may need to move away from the screen. Beyond clothing, ensure that you are also clean, tidy, and looking polished. Looking your best translates into feeling your best and will give you confidence.  Body Language Body language is important. You want to a strike a balance between enthusiasm and professionalism. Ensure you have open body language such as good posture, arms relaxed by your side and a straight back and use a good amount of eye contact (to the camera). Be aware of your gestures, it’s good to have some movement to main interest and feel comfortable, but you don’t want to be so animated that it becomes distracting. Monitor your tone of voice to keep things friendly and enthusiastic, and remember to smile. ​​​Looking for a new contract job?If you're looking for a new role, Hanover specialise in DDaT capabilities for UK Government. We can find you an exciting and rewarding contract in: Data, Product & Delivery, Technical, IT Operations, QAT, and User-Centred Design.See our latest contracts here!​​

Hybrid
flexible working

​Post-lockdown, the new buzzword that has managers debating working style policies is 'Hybrid Working'. But what does it really entail? Is it really suitable for your workplace, and more importantly, your employees? ​What is 'hybrid working'?Hybrid working is a relatively new term, coined to demonstrate different ways of working combined, including:Working in the officeFlexible hours Remote working optionsWorking from homeIt's been born out of companies adjusting to the Covid pandemic and the necessity under government guidelines for business to pivot to digital working and working from home under lockdowns rules. Now as restrictions lift, companies are considering what it means to head back to the office and whether we really want to.According to the ONS, prior to the pandemic around only 5% of UK employees worked from home and a recent report from the CIPD showed that pre-pandemic, 65% of employers did not offer remote working options at all. The report also shows that now 40% of employers expect more than half of their workforce to work regularly from home in the future. ​​Do you employees want hybrid working?The short answer is YES! Positive employee experiences are essential to productivity, reducing staff turnover, diversity and culture. According to Microsoft’s 2021 report, 73% of employees wanted flexible, remote work options, post-lockdown.If you CAN offer options for hybrid working to your employees, whilst maintaining business goals, why wouldn't you? If you're in doubt about its need, conduct an employee survey and ask what options your employees would like.The pandemic has created new employee expectations. It's not just about flexible working anymore, it's about individuals managing their own safety and working in a way that they feel secure and comfortable, and that also respects each others boundaries. If you have a mix of employees that have different health situations, you can't force them to conform to one set scenario. It just won't work. You should care enough about employees wellbeing to invest in hybrid working options and the associated tech to support it. Hybrid working also helps to create better work/life balance for employees who may be suffering from health complications, are working parents or carers, and people with other stressful responsibilities outside of work.​​What are the challenges of hybrid working?Dependant on the type of work you do and how large your teams are, there will be some challenges to offering hybrid working. Here's a few things you need to consider:Some of your roles may not be suitable for remote or hybrid workingKeeping track of everyone - who is working from where and whenEffective management - monitoring productivity, meeting deadlinesCommunication - meetings, group chats, keeping in touch, performance reviewsTraining & Development - better online or in-person? Wellbeing - isolation, new employee onboarding, socialisingTech - resources, hardware, connectivity, costsHow will hybrid working benefit your business?One way hybrid working may benefit you as a leader is in a reduction of office space, work space rental and facilities costs. With a reduction of people in the office, you could reduce the office size, moving savings to other areas of your business. Hybrid working can also hinder the spread of illnesses, (not just limited to Covid), and mean you have a fully functioning and healthy team. Employees suffering from a bad cold may feel well enough to work but don't want to pass germs onto their co-workers, so working from home is a great option. However, the main benefit of introducing hybrid working is a big one. Employee happiness! We all know that happy employees are substantially more productive, making your business more profitable. Flexibility for working styles and personal needs create better work/life balance. This in-turn creates a positive working environment, stronger collaboration, employee loyalty and a reduction in staff turnover. ​How do you implement hybrid working? 1. Policies - Ask yourself whether your policies are long, or short term? Talk with all managers about what will work for their team. Will you still be able to meet customer expectations and continue performing at an optimum level?When implementing hybrid working, it's important to outline very clear policies. Detail the working options available, specify what they mean and what they entail. Also outline what is expected from your employees and what happens if those expectations are not met. You can also offer one to one conversations for special cases. Some roles may not qualify for hybrid or remote working, so it is best to discuss this with anyone affected individually. Once you have a policy outline in place, look at how achievable those policies are utilising your current resources. Are there any obvious holes in your plans? Do you need anything new and what are the costs involved? Ask for feedback from your employees on what they need for working outside of the office. Give careful consideration to the contractual implications of hybrid working, as implementing a new policy can sometimes amount to a formal change to terms and conditions of employment. It is best to run your draft policy past a legal advisor. If you are welcoming people back into the office, make sure you stay up-to-date and comply with Government guidelines and conduct a health and safety risk assessment. ​2. Technology - Many stumbling blocks regarding hybrid working can be overcome by utilising technology. For example - using Zoom and Microsoft Teams, creating an intranet, updating employee communications or incentives, and managing projects in platforms such as Slack and Basecamp. Also think about new employees and how they will be onboarded. How can you make new recruits feel welcomed but also supported if they are not in an office? Make a list of your current tech and tech support, then review and source any new platforms you need.​3. Hardware - It's important you keep on top of your hardware such as laptops, monitors, hard drives etc. Are they all fit for purpose? How will they be assigned and monitored? How often do they need to be checked and updated? Do you have a support company or IT dept. that will be able to manage this? ​4. Performance - With employees being in and out of the office, or working remotely for long periods, performance may be harder to observe and monitor. You may need to shift how you perceive good performance. For example: from employees being at their desk whenever you call, to instead looking at actual outcomes of work and meeting deadlines. Performance reviews and meetings should wherever possible be in person to maintain relationships. ​5. Wellbeing - What are the wellbeing implications for your new policies? Managers should receive training in understanding and spotting potential signs of poor wellbeing and mental health symptoms. Ongoing mental health support and information should be readily available and regularly promoted to all employees. Respect boundaries going forward. Just because someone is now working from home and has the tech to be available at anytime, it does not mean they are now contactable 24/7. Work hours should remain fixed and non urgent contact kept to a minimum outside of those hours. Fairness & inclusivity is also an area of wellbeing to bear in mind. During the pandemic there was a disproportionate impact on ethnic minorities and also with women being much more likely to be both furloughed and undertake childcare responsibilities. Identify areas where inequalities may have developed, or could develop in the future and set out plans to address these. You should also do your best to ensure equality of experience between employees in the office and employees at home and have plans to address any potential conflict. ​​ConclusionIn a few years 'Hybrid Working' could be standard for most companies. Data from OpenSensors shows that 9 out of 10 UK workers want the option to work remotely once offices reopen. Early adopters and tech giants such as Twitter, Facebook and Google, are already offering a variety of hybrid working options. Whilst the future remains unclear, having a choice of flexible options for hybrid working could mean the difference between success and failure for your business. We've seen throughout the pandemic, that companies who embrace hybrid or remote working, digital technology resources and ecommerce, can not only survive but actually thrive!​​We're here to help!Hanover offer solutions to support engagement, remote interviewing and remote onboarding. You're busy helping existing employees and doing your day job, so at Hanover we manage a fast and simple process for you, including:Candidate Engagement - Job Advertising, Interactive Job Descriptions, Content Marketing Video Interviews - Online Video Interviews. Share, shortlist and feedback in a few clicks Remote Onboarding - Data Insights to tailor remote onboarding to individual needsFind out more about our recruitment solutions here!​

Health
accessible design

​Departments: NHS, Department of Health & Social Care, Public Health England & National Institute for Health & Care Excellence.​Working with Government healthcare departments on time-critical projects, we listened to their needs and set out strategies to find the best skills at a critical time for UK healthcare. We supplied talented associates that created end-to-end solutions for new healthcare platforms, emergency triage software and urgent pandemic response structures.This involved understanding content needed in order to support critical user needs and optimise user journeys. This approach also provided new user behaviour insights that could be used to inform wider healthcare initiatives and help convert underlying policy intent into quantifiable and motivated actions.​Experts Supplied:Agile Delivery ManagersLead Delivery ManagersSenior Business AnalystsUser Research LeadsData ManagersMDM ConsultantsInfrastructure EngineersHead of Customer InsightsProduct Marketing ManagersData ScientistsTechnical ArchitectsSenior Services DesignersIncident Handling LeadMobile App Product ManagersSalesforce Product ManagersSenior Project ManagersDemand Modelling Engagement Analysts.Net Developers