HR Bulletin Volume 141

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IIM ROHTAK P re s e n ts humane.r@iimrohtak.ac.in HUMANE-R CLUB HR BULLETIN VOLUME 141

Cracking the Code: Tenable’s Jessie Jamieson on how women can break into the cybersecurity industry

Communication skills, or the ability to effectively, concisely, and accurately communicate work, findings and methods, can help more women enter and make their mark in cybersecurity, apart from networking with other women in the sector, says Jessie Jamieson, Senior Security Engineer at cybersecurity company Tenable.

As the role of digital technology rises in the world, the importance of cybersecurity goes up proportionately. But there is still a shortage in the sector, and women are also not represented adequately, despite forming a large number of STEM graduates in comparison to the US and the UK. There are, however, role models for women in the cybersecurity field, like Jessie Jamieson, Senior Security Engineer at cybersecurity company Tenable, who spells out how women can enter and make a mark in the field.

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HR

The first in her family to go to college and graduate school to become a mathematician, Jamieson always knew that her analytical mind could bring her to new heights and that was when she found cybersecurity. She moved to the Johns Hopkins University Applied Physics Laboratory (APL) where she worked for nearly four years in support of a number of tasks focused on military and civilian cyber operations, cyber strategy, and data-driven decision-making, including efforts supporting theAPL COVID-19 Decision Support Center.

“Insofar as challenges, being a first-generation college student meant that I had to figure a lot of things out for myself. I also felt that, as a woman in traditionally male-dominated fields (mathematics and cybersecurity), I would often be the only woman in the room during important meetings, briefings, classes, or lectures, and that can feel intimidating at times I found that I was constantly having to remind myself that I deserved to be in the room just as much as anyone else – which is difficult to do with imposter syndrome looming over you,” she recalls Working now in Tenable’s Research Competitiveness team, which assists with ongoing research efforts and drives the innovation of decision support analytics for the organisation, Jamieson is the author of a number of scientific articles across many different areas of research, and most recently led Tenable's data analysis effort concerning continued prevalence of Log4j vulnerabilities.

To encourage other women to break into the cybersecurity industry, she is also a 2023 co-lead of the Women@Tenable ERG, and is a member of WiCyS and the Women's Society of CyberJutsu. In an exclusive interview with People Matters, Jamieson talks about the treasure trove of opportunities for women to kick-start their careers in STEM and for companies to diversify their hiring strategy.

What inspired you to pursue a career in cybersecurity, and what do you find most rewarding about the industry? The research I did as part of my undergraduate study, namely graph theory and combinatorics, lent itself quite easily to some cybersecurity areas of research The biggest rewards for me working in this industry are probably twofold:

(1) I get to see mathematics and data science applied in new ways all the time, and I sit on the edge of new research in a field that’s becoming more and more complex (2) Cybersecurity is something that affects everyone, whether they realise it or not, making it so important to people, organisations, and commerce. For this reason, I see that my work benefits everyone, and the more people that I can help with my work, the more fulfilling my work becomes. What are some of the most important skills and qualities for success in cybersecurity, and how can women develop these?

Communication skills are key for anyone in cybersecurity, but especially for women. The ability to effectively, concisely, and accurately communicate work, findings, and methods is critical for seeing your work get the recognition it deserves. Additionally, the ability to be agile and adopt new skills is also extremely important, as cybersecurity is a field that’s rapidly evolving. These are non-technical skills that are just as critical as technical ones, and ones that will ensure that women have a higher chance of success as the cybersecurity field morphs and new tech is developed Developing these skills can be a challenge, however, sometimes we have to create our own opportunities To gain experience communicating, I would suggest volunteering during meetings, calls, or team-ups to share your findings or those of your team members, advocating for more of those opportunities for yourself, and working with your teammates or managers to create an environment where positive, constructive feedback is encouraged for all members of your teams. There are also great conferences, like the Security BSides series, that are welcoming and provide opportunities to communicate projects as well as stay on top of the most recent tech in cybersecurity. These can help with both of the skills I’ve mentioned. Why do you think there is a lack of diversity in the cybersecurity industry, and what can be done to encourage more women and underrepresented groups to pursue careers in this field? The cybersecurity field is no different from many other fields that are facing crises of diversity, in that despite recent progress, there’s a history of institutional discrimination and sexism to overcome Cybersecurity is unique, however, in that it’s a relatively new field– certainly newer than, say, mathematics or other traditional STEM fields– and as such, has a head start on overcoming some of the effects of this and other sources of discrimination Additionally, access to technology has traditionally been viewed as a privilege, one that was not often afforded to women and persons of colour, meaning that those with access to technology and instruction were ahead But this is changing– it’s now easier than ever to learn to programme thanks to open source materials and programming languages

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Read more at : https://www.peoplemattersglobal.com/article/diversity/crackingthe-code-tenables-jessie-jamieson-on-how-women-can-break-into-thecybersecurity-industry-37359
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Lowering the tax on the modern-day people manager

The manager tax - the level to which managers are overloaded - is something we don't often acknowledge But the role of the manager is grossly overburdened in today's workplace How can HR help them out?

We all have the image of the modern-day woman depicted as juggling a laptop, diapers, a spatula, washing machine, pets and more, staunchly entrenched in our minds. The evolving role of a people manager evokes a very similar image. At first it looks easy. They have an entire team rallying to complete a series of tasks and strategies. But the role today has as many layers as an onion. It includes being empathetic, hiring and leading diverse teams, acing hybrid and remote management, communicating unpopular company stance on decisions such as where their teams work, convincing them that the pay is fair – all of this on top of work distribution, effective delivery, innovating rapidly and deeply understanding the customer I can guarantee there are at least thirty elements of their job expectations I have missed listing, none of them less important than the other As someone who works with people leaders’ day in and day out, I not only empathise with their roles but am also increasingly grateful for my own status as an individual contributor This empathy and recognition however is highly mis-calibrated amongst those best positioned to drive impact. Earlier this month while building the plan of activities, in an enthusiasm to build the perfect version of a healthy organisation, my peer and I dumped in a series of activities we believed were critical for our senior leaders to execute over the next twelve months. Most of them are no-brainers. A good organisation leader must plan succession, should inspire their teams, communicate regularly, drive inclusion while building diverse teams, determine how geographically spread their organisation needs to be, own career conversations and promotions, analyse org health metrics on a regular basis, and focus on well-being at minimum. Where there exist gaps, they need to invest…

Read more at: https://www.peoplemattersglobal.com/blog/talentmanagement/lowering-the-tax-on-the-modern-day-people-manager-37301

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There are common motivators for people to bring their A game Here, we uncover five that can help you drive better performance and team spirit

It’s true – each one of us has experiences and expectations that cannot always be placed under an umbrella system of employee engagement. Even more so in today's context, where many employees work remotely and entire teams don't even know each other as well as they did before the hybrid/remote work revolution. However, there are common motivators for employees to bring their A game in any business. Here, we uncover five motivators that can help you drive better performance while fostering a positive team spirit:

Autonomy

What can motivate a person more than knowing that the company trusts them? Encouraging them to develop a sense of responsibility and autonomy can be achieved only by setting clear objectives and processes Within that overall framework, each employee must have the power and freedom to do their job Empowerment is certainly a motivator

Recognition

Recognition isn't just about lauding people publicly whenever they do a good job or achieve a good result. It can also be about giving each employee the opportunity to flex their skills, so that they can do it efficiently and feel seen. It's about letting each person find meaning in what they do because this will influence their commitment and dedication.

Space for learning and growth

Nothing is more motivating than knowing that you can grow in the workplace. When there is room to develop a career and move up in a company, a worker will do their best. Helping them to grow also means giving them the necessary tools and training…

Read more at: https://www.peoplemattersglobal.com/article/employeeengagement/a-motivated-worker-is-an-efficient-worker-how-to-inspire-yourteam-37309

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Amotivated worker is an efficient worker: How to inspire your team

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