Preparing you for competency based interview questions

Paul Roche our consultant managing the role
Author: Paul Roche
Competency based interview questions vary widely between sectors and depending on the level of responsibility to which you are applying. The type of competencies against which you will be assessed also depends on the role and the company who is interviewing you. For example, some companies view leadership as a competency on its own whilst others prefer to split leadership between a wide range of components (creativity, flexibility, strategic thinking or vision for example).

Adaptability - Adjusts to changing environments whilst maintaining effectiveness.

  • Which change of job did you find the most difficult to make?
  • Tell us about the biggest change that you have had to deal with. How did you cope with it?

Compliance - Conforms to company policies and procedures.

  • How do you ensure compliance with policies in your area of responsibility?
  • Tell us about a time when you went against company policy? Why did you do it and how did you handle it?

Communication - Communicates effectively, listens sensitively, adapts communication and fosters effective communication with others.

Verbal

  • Tell us about a situation where your communication skills made a difference to a situation?
  • Describe a time when you had to win someone over, who was reluctant or unresponsive.
  • Describe a situation where you had to explain something complex to a colleague or a client. Which problems did you encounter and how did you deal with them?
  • What is the worst communication situation that you have experienced?
  • How do you prepare for an important meeting?
  • Tell us about a situation when you failed to communicate appropriately.
  • Demonstrate how you vary your communication approach according to the audience that you are addressing.
  • Describe a situation when you had to communicate a message to someone, knowing that you were right and that they were wrong and reluctant to accept your point of view.

Listening

  • Give us an example where your listening skills proved crucial to an outcome.
  • Tell us about a time when you were asked to summarise complex points.
  • Tell us about a time when you had trouble remaining focussed on your audience. How did you handle this?
  • What place does empathy play in your work? Give an example where you needed to show empathy?
  • Describe a situation where you had to deal with an angry customer.

Written

  • What type of writing have you done? Give examples? What makes you think that you are good at it?
  • How do you feel writing a report differs from preparing an oral presentation?
  • What positive and negative feedback have you received about your writing skills? Give an example where one of your reports was criticised.
  • How do you plan the writing of a report?

Conflict management - Encourages creative tension and differences of opinions. Anticipates and takes steps to prevent counterproductive confrontations. Manages and resolves conflicts and disagreements in a constructive manner.

  • Tell us about a time when you felt that conflict or differences were a positive driving force in your organisation. How did you handle the conflict to optimise its benefit?
  • Tell us about a time when you had to deal with a conflict within your team.
  • Tell us about a situation where conflict led to a negative outcome. How did you handle the situation and what did you learn from it?
  • Give us an example where you were unable to deal with a difficult member of your team.

Creativity and Innovation - Develops new insights into situations; questions conventional approaches; encourages new ideas and innovations; designs and implements new or cutting edge programs/processes.

  • Tell us about a project or situation where you felt that the conventional approach would not be suitable. How did you derive and manage a new approach? Which challenges did you face and how did you address them?
  • Tell us about a situation where you trusted your team to derive a new approach to an old problem. How did you manage the process?
  • Tell us about a time when you had to convince a senior colleague that change was necessary. What made you think that your new approach would be better suited?

Decisiveness - Makes well-informed, effective, and timely decisions, even when data is limited or solutions produce unpleasant consequences; perceives the impact and implications of decisions.

  • What big decision did you make recently? How did you go about it?
  • How did you reach the decision that you wanted to change your job?
  • Give an example of a time when you had to delay a decision to reflect on the situation. What did you need to do this?
  • What is the decision that you have put off the longest? Why?
  • When was the last time you refused to make a decision?
  • Give us an example of a situation where you had to make a decision without the input of key players, but knowing these key players would judge you on that decision (e.g. superior unavailable at the time).
  • Tell us about a time when you had to make a decision without knowledge of the full facts.
  • Tell us about a situation where you made a decision that involuntarily impacted negatively on others. How did you make that decision and how did you handle its consequences?
  • Tell us about a decision that you made, which you knew would be unpopular with a group of people.
  • How did you handle the decision-making process and how did you manage expectations?
  • Tell us about a situation where you made a decision too quickly and got it wrong. Why made you take that decision?

Delegation - Able to make full and best use of subordinate, providing appropriate support.

  • What type of responsibilities do you delegate? Give examples of projects where you made best use of delegation.
  • Give an example of a project or task that you felt compelled to complete on your own. What stopped you from delegating?
  • Give an example of a situation where you reluctantly delegated to a colleague. How did you feel about it?
  • Give an example where you delegated a task to the wrong person? How did you make that decision at the time, what happened and what did you learn from it?
  • How do you cope with having to go away from the office for long periods of time (e.g. holidays)? Explain how you would delegate responsibilities based on your current situation.

External awareness - Understands and keeps up-to-date on local, national, and international policies and trends that affect the organisation and shape stakeholders’ views; is aware of the organisation’s impact on the external environment.

  • Describe through examples drawn from your experience how you measure and take account of the impact of your decisions on external parties.
  • Give an example where you underestimated the impact of your decisions on stakeholders external to your organisation.

Flexibility - Modifies their approach to achieve a goal. Is open to change and new information; rapidly adapts to new information, changing conditions, or unexpected obstacles.

  • Describe a situation where you had to change your approach half-way through a project or task following new input into the project.
  • Describe a situation where you started off thinking that your approach was the best, but needed to alter your course during the implementation.
  • Describe a situation where one of your projects suffered a setback due to an unexpected change in circumstances.
  • Describe a situation where you were asked to do something that you had never attempted previously.
  • Give us an example of a situation where your initial approach failed and you had to change?
  • Describe your strongest and your weakest colleagues. How do you cope with such diversity of personalities?
  • If we gave you a new project to manage, how would you decide how to approach it?

Independence Acts based on their convictions and not systematically the accepted wisdom.

  • When did you depart from the “party line” to accomplish your goal?
  • Which decisions do you feel able to make on your own and which do you require senior support to make?
  • Describe a situation where you had a disagreement or an argument with a superior. How did you handle it?
  • When do you feel that it is justified for you to go against accepted principles or policy?
  • Which constraints are imposed on you in your current job and how do you deal with these?
  • When did you make a decision that wasn’t yours to make?
  • Describe a project or situation where you took a project to completion despite important opposition.
  • When have you gone beyond the limits of your authority in making a decision?

Influencing - Ability to convince others to own expressed point of view, gain agreement and acceptance of plans, activities or products.

  • Describe a situation where you were able to influence others on an important issue. What approaches or strategies did you use?
  • Describe a situation where you needed to influence different stakeholders who had different agendas. What approaches or strategies did you use?
  • Tell us about an idea that you manage to sell to your superior, which represented a challenge.
  • What is your worst selling experience?
  • Describe the project or idea you were most satisfied to sell to your management.
  • Describe a time where you failed to sell an idea you knew was the right one.

Integrity - Ability to maintain job related, social, organisational and ethical norms.

  • When have you had to lie to achieve your aims? Why did you do so and how do you feel you could have achieved the same aim in a different way?
  • Tell me about a time when you showed integrity and professionalism.
  • Tell us about a time when someone asked you something that you objected to. How did you handle the situation?
  • Have you ever been asked to do something illegal, immoral or against your principles? What did you do?
  • What would you do if your boss asked you to do something illegal?
  • Tell us about a situation where you had to remind a colleague of the meaning of “integrity”.

Leadership - Acts as a role model. Anticipates and plans for change. Communicates a vision to a team.

  • Tell us about a situation where you had to get a team to improve its performance. What were the problems and how did you address them?
  • Describe a situation where you had to drive a team through change. How did you achieve this?
  • Describe a situation where you needed to inspire a team. What challenges did you meet and how did you achieve your objectives?
  • Tell us about a situation where you faced reluctance from your team to accept the direction that you were setting.
  • Describe a project or situation where you had to use different leadership styles to reach your goal.
  • Describe a time when you were less successful as a leader than you would have wanted to be.

Leveraging diversity - Fosters an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the organisation.

  • Give an example of a situation or project where a positive outcome depended on the work of people from a wide range of backgrounds and ideas.
  • Tell us about a time when you included someone in your team or a project because you felt they would bring something different to the team.

Organisational awareness - Demonstrates an understanding of underlying organisational issues.

  • Describe a project where you needed to involve input from other departments. How did you identify that need and how did you ensure buy-in from the appropriate leaders and managers?
  • Describe a time when you failed to engage at the right level in your organisation. Why did you do that and how did you handle the situation?

Resilience and tenacity - Deals effectively with pressure; remains optimistic and persistent, even under adversity. Recovers quickly from setbacks. Stays with a problem/line of thinking until a solution is reached or no longer reasonably attainable.

  • Tell us about a situation where things deteriorated quickly. How did you react to recover from that situation?
  • Tell us about a project where you achieved success despite the odds being stacked against you. How did you ensure that you pulled through?
  • Tell us about your biggest failure. How did you recover and what have you learnt from that incident?
  • Give us an example of a situation where you knew that a project or task would place you under great pressure. How did you plan your approach and remain motivated?
  • How do you deal with stress?
  • Give us an example of a situation where you worked under pressure.
  • Under what conditions do you work best and worst?
  • Which recent project or situation has caused you the most stress? How did you deal with it?
  • When did you last lose your temper?
  • When was the last time that you were upset with yourself?
  • What makes you frustrated or impatient at work?
  • What is the biggest challenge that you have faced in your career. How did you overcome it?
  • Tell us about a time when you pushed one of your ideas successfully despite strong opposition.
  • Which course or topics have you found most difficult? How did you address the challenge?

Risk taking - Takes calculated risks, weighing up pros and cons appropriately.

  • Tell us about risks that you have taken in your professional or personal life? How did you go about making your decision?
  • Please describe one of your current or recently completed projects, setting out the risks involved. How did you make decisions and how do you know that you made the right ones?
  • What risks do you see in moving to this new post?

Sensitivity to others - Aware of other people and environment and own impact on these. Takes into account other people’s feelings and needs.

  • What problems has one of your staff or colleagues brought to you recently? How did you assist them?
  • Tell us about an unpopular decision that you made recently? What thought process did you follow before making it? How did your colleagues/clients react and how did you deal with their reaction?
  • How do you deal with “time wasters”? Give a recent example.
  • When was the last time you had an argument with a colleague?
  • When did you last upset someone?
  • What steps do you take to understand your colleagues’ personalities? Give an example where you found it hard to adjust to one particular colleague.

Teamwork - Contributes fully to the team effort and plays an integral part in the smooth running of teams without necessarily taking the lead.

  • Describe a situation in which you were a member of a team. What did you do to positively contribute to it?
  • Tell us about a situation where you played an important role in a project as a member of a team, not as a leader.
  • How do you ensure that every member of the team is allowed to participate?
  • Give us an example where you worked in a dysfunctional team. Why was it dysfunctional and how did you attempt to change things?
  • Give an example of a time when you had to deal with a conflict within your team; what did you do to help resolve the situation?
  • How do you build relationships with other members of your team?
  • How do you bring difficult colleagues on board? Give us an example where you had to do this.


12/08/20
posts

Related articles

The future of in-house legal for 2021
The future of in-house legal for 2021

Teaser

Financial Services

Content Type

General

03/02/21

Summary

It was a quiet start to the year in 2020 for in-house legal recruitment as law firms were offering cheaper fees with secondment opportunities competitive to the cost of hiring. This choice was favoured throughout the year, leaving recruitment quiet. Although we expect this model to change because of the hidden costs of instructing external solicitors. With the impacts of the virus arriving in Q2 the market froze, with a wake up call in the later part of Q3 and Q4 where we saw a hiring pick up in fintech and payments. This was down to start-ups receiving funding, where investors saw a "safety net" in place internally taking the form of a legal, risk, or compliance professional. This unfortunately did not turn into direct hires for legal professionals still leaving them to the wrath of external firms (as mentioned above), and an abundance of time wasting recruitment processes prevalent in the uncertain market of 2020. Looking Forward to 2021  We are not out of the woods with the pandemic (by any stretch) and we will still be feeling the strain of future uncertainty when making decisions on technical and expensive hires. Although most businesses are comfortable with offering positions under newfound working from home capabilities; in a lot of cases, businesses haven’t been making hires where there has been company demand (due to uncertainty). This has manifested as a strain on the successful growth of businesses and we are hoping this will be rectified through 2021.  Brexit on the other hand has had a positive impact on the in-house legal market, as businesses have been putting their contingency plans in place (establishing themselves geographically within the EU). We have seen great opportunities for in-house counsel and this could continue through 2021. The potential growth and change of regulation that Brexit will bring could see an emergence of Brexit specialist lawyers, much like the GDPR in 2016.  In 2021 we expect the backlog of roles, put on hold during Coronavirus, to rear its head. " This demand should grow over the coming months, and below we look at how this might manifest by industry sub sector and position: Financial Services - Like the market itself, benchmarking salaries and predicting areas of hiring is very tough to do. The following is based on regular candidate and client conversations and explores the main areas of practice applicable within a few core sub-sectors of the in-house legal and the financial services market.General Counsel, Fintech & Payments - the position of general counsel became exceedingly popular in 2010 and has continued to rise in popularity throughout subsequent years. Changes in regulations and business management styles have led to companies hiring in-house lawyers at very early stages of company growth. This is particularly true in the payment and fintech market, where we have seen notable growth over the past few years, where cost saving proves to be a choice when looking to hire in-house legal counsel at early stages rather than outsourcing legal work. With this in mind, it’s important to note that key commercial attributes are required for general counsels in the start-up and scale-up markets, another key skill is risk management. I predict this area to pick up in the coming months.Company Secretary, Financial Administration and Outsourcing businesses - the typical in-house company secretarial appointments have been in decline over the past few years, with fewer limited companies choosing to make this instruction and more businesses offering excellent ‘outsourced’ co-sec services. With this in mind, I’d predict that the businesses we predict continued growth for company secretarial positions in financial administration companies.Legal Counsel, General Commercial (low-mid PQE) - hiring at this level is often a favourite for heads of legal and general counsels across all of the in-house FS market. Taking the view that candidates who’ve had a great technical grounding at a top 10 firm will be able to directly transfer their skills to the commercially minded in-house teams. Though this strategy often works, it certainly has its pitfalls. Q1 2021 will see a push on hiring from private practice as technical skills become more desirable. Though the real battle starts when marking sure the incoming candidates have the commercial acumen needed to succeed in-house. Brexit Lawyers (Global) – as mentioned above, the impact of Brexit on the in-house legal FS market can certainly be seen as a positive, especially as more businesses start expanding their teams to include specialist lawyers within separate legal jurisdictions. We expect to see this impact take several years to fully establish around what the requirements will be. With this in mind, cross-border counsel and dual-qualified lawyers could be in higher demand through the year.Final wordsPositively, it’s going to be a good H1 for in-house lawyers, certainly in comparison to all of last year. In a nutshell, the pending market growth will be down to an uptake of confidence about hiring amidst the pandemic, meaning the recruitment market will be able to pick up on the roles put on pause through 2020. In light of a hopefully improved market, where will we be focusing our attention?In Q1&2 will be focusing on senior positions in the start-up/scale-up markets and the consumer-focused fintech market. We will also be focusing on low to mid-level PQE commercial lawyers looking to step out of the practice environment. Armed with this knowledge, we will continue to be reactive to the market as we proactively provide our recruitment and search services to our clients and candidates, and offer career advice to anyone looking to move roles or expand on their teams - find out more on our legal team here. 

Teaser

It was a quiet start to the year in 2020 for in-house legal recruitment, as law firms were offering cheaper fees, with secondment opportunities competitive to the cost of hiring.

Read full article
Angus Denny

by

Angus Denny

Angus Denny

by

Angus Denny

Will IR35 affect your business?
Will IR35 affect your business?

Teaser

General

Content Type

General

20/09/20

Summary

Employees in the United Kingdom can be categorised as full-time, part-time, casual, freelance and contract workers, with the self-employed bracket now making up 15% of the entire working population. The number of self-employed workers jumped from 3.3 million in 2001 to 4.8 million in 2017, with a corresponding fall in the unemployment rate showing the overall boost in jobs growth from the rise in self-employment. However, the attractive market for freelancers and contractors has been hit with some uncertainty in recent times, thanks largely to the 2018 Autumn Budget’s announcement of IR35 tax reforms. Here’s what the new IR35 rules could mean for you and your business: What is IR35? IR35 is a piece of legislation originally introduced to the UK in 1999. Its purpose is to differentiate between those workers who operate as genuine contractors and those who work as ‘disguised’ employees to avoid paying tax. It came about to challenge contractors who were taking advantage of the tax efficiencies of working through a limited company, with the aim of defending both the Exchequer from lost taxes and protecting workers’ rights from unscrupulous employees. However, the IR35 has proven to be ambiguous for many, with some contractors taking advantage of loopholes and a lack of clarity. Hence, the new IR35 rules aim to tighten up the contractor market and ensure tax avoidance loopholes are closed. How does IR35 work? There are three principles that can help to determine employment status and whether a contractor falls inside or outside IR35: Control (the degree of control the client has over the work a contractor does and how and when they do it) Substitution (whether the worker needs to do the work themselves or if they could send a substitute in their place) Mutuality of obligation (whether the employer is obliged to offer work and the contractor is obliged to accept it). Additionally, the contract type, provision of equipment and whether a worker is “part and parcel” of a business can all help to determine whether someone falls inside or outside IR35. The change in IR35 rules shifts the responsibility to determine tax status away from the contractor and onto the business that takes them on. Until now, contractors have been able to self-determine their status, however as of April 2020, when the new rules come into effect for the private sector, companies will risk being fined if they don’t make the correct assessment.  How will IR35 impact contract workers? It’s anticipated that many contract workers who have been enjoying the tax benefits of working outside IR35 will fall under the legislation when employers are tasked with determining their status. This will see more contractors having tax and National Insurance contributions deducted from their pay. However, if you operate as a legitimate small business and are determined to work outside of IR35, you will not be affected by the rule changes. How will IR35 impact employers? The major change for businesses is that they will now be responsible for determining the IR35 status of any contractor working for the company. The new rules will only apply to medium and large sized businesses, so contractors who work for small businesses can continue to set their own IR35 statuses. Those businesses that the IR35 rule changes do apply to will face paying back taxes and fines should they be found to be noncompliant. What should I do to prepare for IR35? Contractors may wish to speak to an accountant or personal finance expert to determine whether IR35 will impact them and if a move to permanent work may prove to be more beneficial after the rules come into effect. For many, contracting will remain appealing regardless of increased tax responsibilities, however it’s important to factor in any change in income that IR35 may bring about. Businesses are being warned not to make blanket assessments that cover all their contractors, as this can leave workers without a fair assessment and risk them paying unnecessary taxes without equivalent employment rights. Instead, businesses should consider IR35 status on a case-by-case basis or they may risk losing out on top talent. The HMRC has released a consultation document for businesses to prepare for the IR35 changes, recommending identifying and reviewing current contract workforce status and putting processes in place for taking on new workers. At Marks Sattin, we pride ourselves on keeping abreast of all industry legislation, updates and changes that affect our candidates and clients. Speak with us about how we can help you. References: https://www.bbc.co.uk/news/business-44887623 https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/articles/trendsinselfemploymentintheuk/2018-02-07 https://www.contractorcalculator.co.uk/what_is_ir35.aspx https://www.axa.co.uk/business-insurance/business-guardian-angel/how-ir35-changes-will-affect-freelancers-and-self-employed-contractors/ https://www.telegraph.co.uk/business/ir35-rules/new-contractor-tax/ https://www.telegraph.co.uk/business/ir35-rules/how-will-new-rules-impact-business/ HMRC consultation document

Teaser

Employees in the United Kingdom can be categorised as full-time, part-time, casual, freelance and contract workers

Read full article
Pres Pillai

by

Pres Pillai

Pres Pillai

by

Pres Pillai

The business case for a robust diversity and inclusion strategy in your organisation
The business case for a robust diversity and inclusion strategy in your organisation

Teaser

HR

Content Type

Diversity

05/08/20

Summary

The past few months – and indeed, years – have demonstrated just how important diversity and inclusion are in modern society. Through the #MeToo and Black Lives Matter movements, a light has been shone on the inequality and injustice that persists, not just in our day to day lives, but also in the workplace. We can no longer ignore how important diversity and inclusion are to businesses, nor can we expect things to get better without actively working to improve conditions and outcomes for everyone. And while promoting diversity and inclusion is absolutely the right thing to do for employees, there are also business benefits to doing so.  What is diversity and inclusion? Diversity and inclusion aren’t just a priority for HR departments – it should be a key business strategy for all organisations. Workplace diversity can be defined as the understanding, acceptance and promotion of differences between people. This includes those of different genders, races, ages, sexual orientations, disabilities and religions, as well as people who have different educational, socioeconomic and experiential backgrounds. Meanwhile, inclusion is about creating a supportive and respectful work environment that values collaboration and participation of all employees, helping everyone to feel included. Together, diversity and inclusion make companies more welcoming, accessible and harmonious for everyone, not to mention more profitable and competitive. Why is diversity and inclusion important? First and foremost, diversity and inclusion are essential to make workplaces better for everyone. Purely from a compassionate perspective, it’s the right thing for employers to create environments where people feel comfortable to be themselves and can succeed without limitation. Commercially, diversity and inclusion have a significant number of benefits. Firstly, a strong focus on D&I can significantly widen the candidate talent pool , giving you access to more candidates who may be excluded by non-diverse hiring strategies. With 70% of job seekers looking for a company’s commitment to diversity when applying for new roles, it’s clear that you may be missing out on top talent if you neglect to address D&I in your organisation.  On top of that, diverse organisations have better business results, higher employee satisfaction and are more innovative, according to Business in the Community . McKinsey research shows that executive teams in the top quartile for gender diversity were 25% more likely to have above-average profitability than those companies who perform poorly in terms of executive-level gender diversity. This figure jumps to 36% when analysing teams with ethnic diversity. Diverse teams have also been proven to be more innovative, solve problems faster and have more engaged employees.  Small steps to move the dial on D&I in your organisation The current emphasis on working from home presents a key opportunity for employers to rethink their D&I hiring strategies, with current conditions potentially opening up more flexible, part-time opportunities for those who may not have otherwise been able to commit to a 9-5 office job. To welcome more working parents and caregivers, disabled people and those with neurodiversity requirements, consider whether vacancies could be flexible, remote working or on part-time hours. Now is the perfect time to rethink your workspace and how it can be made more accessible to more people. A dedicated diversity and inclusion policy, taskforce or officer can help to highlight its importance within your business. You could perform a D&I audit, examining the levels of diversity that exist within the company and specifically at the executive level, and set goals to achieve a more balanced, inclusive environment within a certain time period. Have open conversations with your team members about D&I and ask them what would make them – and new team members – feel more welcomed. It’s also important to acknowledge the diversity that already exists in your company, such as by celebrating different cultural and religious events, greeting bilingual employees in their mother tongue or inviting families into work.  Finally, while diversity and inclusion should be championed at the very highest levels of your business, it’s crucial that every single team member feels safe to contribute to these discussions and voice their opinions and stories. Prepare to tackle some difficult topics and be questioned. While subjects like the gender pay gap, lack of executive-level diversity and opportunities for progression can feel difficult to address, they are important conversations that need to be had in the process of making real change.  Marks Sattin can help to diversify your talent poolBy partnering with a specialist recruitment agency which has a strong focus on diversity and inclusion , you’ll benefit from having access to more candidates and guidance on how to actively recruit from diverse talent pools. At Marks Sattin, we can help you identify, attract and retain exceptional people across financial services, technology, change management and more.  Learn more about our commitment to diversity and inclusion or contact us to have a chat about how we can work together. 

Teaser

The past few months – and indeed, years – have demonstrated just how important diversity and inclusion are in modern society.

Read full article
Becky Hughes

by

Becky Hughes

Becky Hughes

by

Becky Hughes

jobs

Related jobs

Group Reporting Manager

Salary:

£350 - £370 per day

Location:

City of London, London

Market

Commerce & Industry

Job Discipline

Qualified Finance

Industry

Real Estate

Qualification

Fully qualified

Salary

£350 - £450

Contract Type:

Contract

Description

Group Reporting Manager / Group Reporting Accountant - Immediate Start - Hospitality - 3-6 Month Role

Reference

KMACA

Expiry Date

12/05/21

Find out more
French Payroll Specialist

Salary:

£25,000 - £32,000 per annum

Location:

Maidenhead, Berkshire

Market

Commerce & Industry

Job Discipline

Part Qualified & Transactional Finance

Industry

Technology

Salary

£30,000 - £35,000

Qualification

None specified

Contract Type:

Permanent

Description

Marks Sattin is currently recruiting for a French Payroll Specialist for a growing software business based in Buckinghamshire.

Reference

164568

Expiry Date

31/05/21

Dimitri Bishop Find out more
Group Tax Manager

Salary:

£60,000 - £70,000 per annum

Location:

West Yorkshire

Market

Commerce & Industry

Job Discipline

Tax

Industry

Consumer & Retail

Salary

£70,000 - £80,000

Qualification

Fully qualified

Contract Type:

Permanent

Description

Reference

BBBH164226

Expiry Date

02/06/21

Andy Craven

Author

Andy Craven
Andy Craven

Author

Andy Craven
Find out more
Management Accountant

Salary:

£40,000 - £45,000 per annum + Benefits

Location:

Leeds, West Yorkshire

Market

Commerce & Industry

Job Discipline

Qualified Finance

Industry

Consumer & Retail

Salary

£40,000 - £50,000

Qualification

Fully qualified

Contract Type:

Contract

Description

This is a rare opportunity to join this fantastic business who are looking to bring on board a Management Accountant in to their vibrant team.

Reference

BBBH164422

Expiry Date

28/05/21

Stephanie Teale Find out more
IT Audit Specialist

Salary:

£55,000 - £65,000 per annum

Location:

Leeds, West Yorkshire

Market

Commerce & Industry

Job Discipline

IT Audit

Salary

£60,000 - £70,000

Qualification

Fully qualified

Contract Type:

Permanent

Industry

Business Services

Description

Marks Sattin is working with a client based in Leeds who has undergone an exceptional cultural transformation, recruiting for an IT Audit Specialist.

Reference

BBBH164298

Expiry Date

12/05/21

David Clamp

Author

David Clamp
David Clamp

Author

David Clamp
Find out more
Senior Compliance Consultant

Salary:

Negotiable

Location:

Dublin

Market

Professional Services

Job Discipline

Compliance

Industry

Investment Management

Salary

£70,000 - £80,000

Qualification

None specified

Contract Type:

Contract

Description

Our client is a leading global Fund Manager with a sizeable presence in Dublin and offices located globally.

Reference

SCCM21

Expiry Date

03/06/21

Rebecca McCarthy Find out more
Credit Controller 9 Month FTC

Salary:

£22,000 - £24,000 per annum

Location:

Malton, North Yorkshire

Market

Commerce & Industry

Job Discipline

Part Qualified & Transactional Finance

Industry

Manufacturing

Salary

£0 - £25,000

Qualification

None specified

Contract Type:

Permanent

Description

Marks Sattin are working with a leading business in Malton who are on the lookout for a Credit Controller to join them on a 9 month FTC

Reference

BBBH164505

Expiry Date

19/05/21

Elizabeth  Howe Find out more
Accounts Payable Supervisor

Salary:

£27,000 - £32,000 per annum

Location:

Leeds, West Yorkshire

Market

Commerce & Industry

Job Discipline

Part Qualified & Transactional Finance

Industry

Manufacturing

Salary

£30,000 - £35,000

Qualification

None specified

Contract Type:

Contract

Description

Marks Sattin are working with an industry leading Manufacturing business who are on the lookout for an Accounts Payable Supervisor.

Reference

BBBH164521

Expiry Date

19/05/21

Elizabeth  Howe Find out more
Corporate Tax Assistant Manager/Manager

Salary:

£35,000 - £45,000 per annum

Location:

Birmingham, West Midlands

Market

Professional Services

Job Discipline

Tax

Industry

Private Equity

Salary

£40,000 - £50,000

Qualification

Finalist / Newly qualified

Fully qualified

Contract Type:

Permanent

Description

We are currently recruiting for a Corporate Tax Assistant Manager/Manager for a global leading accountancy firm based in Birmingham City Centre.

Reference

IM2401

Expiry Date

21/05/21

Imran Miah

Author

Imran Miah
Imran Miah

Author

Imran Miah
Find out more
Senior Internal Auditor

Salary:

Car

Location:

Harrogate, North Yorkshire

Market

Financial Services

Job Discipline

Internal Audit

Salary

£35,000 - £40,000

Qualification

None specified

Contract Type:

Permanent

Industry

Business Services

Description

Marks Sattin is working with a manufacturing client who is expanding the audit capability and recruiting for a Senior Internal Auditor.

Reference

BBBH164376

Expiry Date

11/05/21

David Clamp

Author

David Clamp
David Clamp

Author

David Clamp
Find out more
View all jobs