Our engineers cover a broad range of areas, including Systems and Software Engineering, Early Stage Prototyping, DevOps, Testing, Infrastructure, Performance, Availability & Security Engineering, and Networks. We’re looking for highly-motivated engineers who like us believe in curiosity, collaboration and a culture of openness and enterprise.
Explore our current vacancies and apply for roles at Nationwide.
We’re working towards rebalancing our work in favour of engineering excellence over governance process. We want greater efficiency so we’re figuring out how to reduce testing time and production incidents, and how to bring more work in-house. By letting our engineers focus on tech, not management, we’ll get there even faster.
Our employee benefits
And a range of special offers to reward employees who pay their salary into a Nationwide current account
Generous holiday allowance
24 days, increasing to 30 days per year. We also give our employees the option to ‘buy’ up to an extra 10 days holiday.
This can include options such as flexi-time, part-time, job sharing and term-time working.
‘Intense but incredible’ was how one Nationwide colleague described her first week on StarTech. It’s our new development opportunity lasting 12-weeks aimed at giving employees a starter experience in technology.
Part of the £1.4bn 5-year spend on tech announced last year has been earmarked for recruiting new skills and developing and training people for the future. Earlier this year, StarTech was born and 228 colleagues applied. Two groups of successful applicants have recently started the programme, one in Swindon and the other in Northampton.
Josie, an Analyst, said:
"I applied for StarTech as my aim is to join the Technology Development Programme (TDP), however with no practical experience I felt that this would be a massive jump. StarTech is the perfect career starting point. I am expecting to be pushed, to learn a lot of new things and to have some practical experience in coding languages and building APIs.
"This first week has made me even more excited to be able to pursue a career in technology and to start using these skills I have learned in my day to day job."
We're already working on the next phase of StarTech, and there’ll be more opportunities for colleagues in the New Year.
Mike Bainbridge has worked in IT strategy for over 20 years, with a background in e-commerce his focus has always been delivering high-performance customer solutions. At AWS (Amazon Web Services) he runs the Digital Innovation program, to help enterprise organisations understand how to build a culture and process for scaling innovation.
He was presenting our monthly Tech Talk and opened with the attention-grabbing assertion that unicorns are our competition. He explained:
These unicorns are building, testing and delivering products at a pace that the market has never seen before.
Consumers have been through a digital transformation where their experiences and expectations have also transformed. This change is where large organisations who have remained the same in their ways of working have struggled to keep up with the demands of the market and their customers. Whereas the unicorns have done the complete opposite and embraced a culture of innovation, enabling their employees to heighten their creativity through accountable freedom. The number one factor for an organisation to succeed is their culture.
At Amazon there are principles to make everyone feel like a leader, their own leader. To let them make decisions, to let them invent, innovate and think big. Amazon has over 700,000 employees, and by allowing this culture of innovation to flow, someone, somewhere within those 700,000 people, will have the “next big thing”. If you compress people into silos, take their ability to create and innovate away, over time your business will fail.
It's not only the culture, but the structure of an organisation that is important. Mike's next point resonated with many at Nationwide as we transform. He recalled asking:
“If 10 people in an organisation, from executives to a branch assistant had come up with a ground-breaking idea, would all of those people follow the same path to get that idea started or recognised by someone who can do something with it?”.
When this question was asked originally, 9/10 people said 'no'.
The people who said 'no' felt that the language in traditional organisations held them back. Words such as ‘experiment’ automatically sounds like failure. This is the mould that has to be broken; when it comes to experimenting, failure is okay. We learn more from failing than we do succeeding. Having that license to fail in a safe environment where innovating and experimenting is encouraged will help businesses become more efficient and self-aware. It is only through innovation do we learn where we need to improve and what our strengths are.
Innovation is imperative at Nationwide. Through it we are maturing, growing and learning, providing legendary service whilst staying relevant to our evolving membership.
When the term Agile is used in the world of large organisations, it’s simply a synonym for ‘cheaper and faster’, along with a widespread assumption that it is a purely a methodology. Similarly, delving a bit deeper, there is also a disconnect between business operations and tech teams in terms of understanding and implementing Agile.
I believe Agile is a mindset, and the manifesto corroborates this position:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Large corporations often look at start-ups with envy because of the speed with which they can execute, the lack of perceived controls and a fleet of foot approach. The strength lies in business being able to work closely with tech, being able to respond to change quickly and so enable quicker routes to the realizing of business benefits.
Agile meets legacy and scale
In my experience, large corporations are shackled by legacy and scale, plus they are fundamentally more grown up – i.e. they have to solve bigger problems. When large organisations try to emulate Agile in pockets with best intentions, and often lots of excitement, it doesn’t always lead to the desired outcome.
Service lines meet tech
When you get people inside business service lines who need something done by a certain date, their vernacular is increasingly ‘let’s do this Agile’, but they haven’t anticipated nor understood the changing mindset that they need to adopt it. And even when business and tech get closer together it rarely works as a collaboration.
I thought for a long time, like so many, that Agile was a set of methodologies. The revelation that it was a mindset requiring different disciplines and methodologies really blurs the line between Waterfall and Agile. In fact, an Agile mindset lends itself to delivering all types of change. It means having more conversations, planning little and often, keeping everything transparent and blurring the lines between job roles.
These techniques can be applied regardless of methodology, which is what has to happen in large organisations. When you start to remove the barriers between business service lines, IT delivery and business operations you get a much tighter coupling between the outcome the business is looking for and how IT responds.
So my conclusion is that it’s a mindset that transcends both methodologies. And it’s most useful when viewed in this way – and especially for large organizations where you can’t afford to be a purist about any one approach.
Agile at Nationwide
We’re embarking on a very big transformation programme through our Big Investment, and part of that is moving slowly and sustainably towards a new working paradigm with Agile at its heart. But not with the superficial intent of getting it done quicker and cheaper as that acting with that intention alone tends to create further complexity. The irony is that that will probably happen eventually as a result anyway.
My advice to large organisations keen to embrace an Agile mindset would be to embrace the business’s desire to move at pace but to be instrumental in educating business leaders about the change in attitude and behaviours that will be required to make it work. It’s not just something that you do in IT.
If I were to distill the most important principles of Agile for large organisations, I would say they are:
Individuals having the ability to accept change and adapt quickly.
Trying to solve problems, including anti-patterns, swiftly.
Sharing the right knowledge to the right audience.
Ian Andrews is Nationwide's Head of IT Engineering.