Salary:
30% Discretionary Bonus + Benefits
Location:
London
Market
Financial Services
Job Discipline
Newly Qualified Finance
Industry
Private Equity
Salary
£50,000 - £60,000
Qualification
Finalist / Newly qualified
Contract Type:
Permanent
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Broad and commercial Financial Accountant position for one of London's leading private equity firms. This is a fantastic first step out from practice for any ACA.
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TOW120234
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30/01/21
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Salary:
€35,000 - €45,000 per annum
Location:
Dublin City Centre, Dublin
Market
Financial Services
Job Discipline
Investment - Buyside
Industry
Investment Management
Salary
£40,000 - £50,000
Qualification
None specified
Contract Type:
Permanent
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Excellent opportunity for a funds administrator/transfer agency admin with fluent German
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BBBH163099
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19/02/21
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Salary:
£50,000 - £55,000 per annum
Location:
London
Market
Commerce & Industry
Job Discipline
Newly Qualified Finance
Industry
Property and Infrastructure
Salary
£50,000 - £60,000
Qualification
Fully qualified
Contract Type:
Contract
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Listed, Multinational Telecommunications Company looking for Newly Qualified Accountant -3 month contract
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NZ49592
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29/01/21
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Salary:
£50,000 - £60,000 per annum
Location:
Reading, Berkshire
Market
Commerce & Industry
Job Discipline
Qualified Finance
Industry
Property and Infrastructure
Salary
£60,000 - £70,000
Qualification
Fully qualified
Contract Type:
Contract
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Financial Accountant, working for a FTSE 250 in Reading, 12 months FTC chance of going Perm.
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BBBH163097
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19/02/21
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HR** DEFAULT postresults.contenttypelabel - en-GB **
General
16/09/19
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Why should we bring wellbeing into the workplace? Wellbeing is in the workplace whether we like it or not, and the healthier your workforce the better your business will perform. Businesses in the FTSE 100 who have a robust wellbeing strategy are outperforming all of the others and evidence suggests that for every £1 invested in employee wellbeing your business will generate another £3. It’s hard to understand in 2019 how some boardrooms are still seeing employee wellbeing and mental health as a ‘fluffy subject’ and not seeing the direct links between employee energy and their business results. How do you open a conversation about mental health in the workplace? The stigma of mental health is the huge ‘wall of silence’ that exists around this subject. We choose not to speak about this subject because we fear saying something wrong and making someone feel embarrassed or awkward so we choose to say nothing. We don’t know how to open up the wellbeing conversation which makes us even less likely to start what could be a lifesaving conversation. The answer is in training your people on the right language to use in such circumstances. We should never say to somebody ‘I am very worried about your mental health’. They would go into a ‘shut down’ mode and find it far too invasive. If you say you have noticed a change in their energy levels (as part of a much wider conversation) they are far more likely to tell you what is going on in their life and the impact it is having on their wellbeing. As a counsellor I am trained to ‘notice, not interpret’ as it is far less judgemental and I share this with my clients. What can we do to encourage employees to proactively enhance their own wellbeing? Employees take on average six to eight years after the initial symptoms of poor mental health to seek professional advice. This is largely because they are not aware of the early indicators combined with the powerful stigma that prevents them from being honest and open about their mental wellbeing. To encourage employees to be proactive we need to invest time and resource into the workplace to help them understand their mental wellbeing better. We need to provide them with simple tools to measure their energy levels and create cultures where people want to flourish and live a healthier way of life. What are the business risks if we fail to address these issues? Teams that operate with high energy are successful, but teams that are not healthy and energised will never get anywhere near optimising performance. It feels like I am stating the obvious but the risks are high levels of absenteeism, poor employee engagement, high staff churn, inefficiency and reduced productivity. If your culture is not focussed on employee wellbeing, you will lose more staff to long term work related stress. It is evidence based that employees who have suffered stress related illness are very difficult to get back to work and businesses are exceptionally poor at dealing with these type of wellbeing issues. How do we create the right culture of trust to create a stigma free workplace? The tone has to be set from the very top of your organisation. My clients who realise the importance of senior executives sharing how mental health has touched their own lives are seeing a tangible cultural shift. When top executives talk openly about mental health it makes it much easier for all employees to feel safe to do so. All people managers should be trained on how to create a kinder culture that drives employee energy. It is evidence based that managers will not speak to employees about wellbeing because they do not feel qualified. The great news is they don’t need to be qualified but educated on the importance of becoming more personable and how to direct employees to get appropriate professional help. David Beeney is a mental health advocate and a business advisor. David brings his personal experience of struggling with mental health problems, commercial background and business knowledge to help organisations implement mental health & wellbeing strategies within the workplace. David is committed to reducing the stigma of mental health in the workplace. The 10th edition of our highly regarded Market Insight Report represents the views of over 1,100 professionals, and contains insights from our specialist consultants and key business partners on market and employment trends. If you’re looking to find out more on salary benchmarking and the motivations driving the modern workforce today, download our full report which contains key contributions from Western Union Business Solutions, Women in Fund Finance, Intoo UK & Ireland and Seddons Solicitors.
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General** DEFAULT postresults.contenttypelabel - en-GB **
General
20/06/19
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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
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Technology** DEFAULT postresults.contenttypelabel - en-GB **
General
14/05/19
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The role of the CDO is being discussed more than ever before. Although the role has existed for the past 20+ years, job boards and LinkedIn were not as prevalent, and therefore the role did not have much exposure outside organisations. When you think of the CDO job title, I think the word ‘data’ would spring to mind for most people, because shouldn’t data be the main driver of most decisions made by the c-suite? However, it appears to be that the modern CDO is becoming less about pure data, in contrast to other analytics and business intelligence roles who are predominantly technical (refer to my previous blog on the ambiguity of analytics and business intelligence), and more of a holistic role encompassing areas like risk, compliance and even marketing. Of course, as a senior executive, strategy and operations will play a huge part of the role, as they do in all board level roles however, it may be worth noting the possibility of the role of a CDO being diluted. If I put myself in a candidate’s shoes, someone who has always had a data driven role and then opts to take on a new challenge of CDO, would they miss the lack of focus in their previous position, or would they welcome the change? I think the answer is in why the person might take a CDO opportunity. For example, if you have reached a plateau in your role as ‘Business Intelligence/Analytics Director’, and your only means of career progression is to take a CDO role, then you possibly would not enjoy the variety of the role. For others, a route that has direct progression into a more strategic role, that delves away from the pure technical work that was once pivotal to their career may be deemed as a step in the right direction. So, a question to my network… is the role of the CDO a clear career step for a data professional, and should it stay as an all-encompassing position, or be more data driven?
