AS WE LAUNCH THE SHARP CONSULTANCY 2019/2020

Inclusive Cultures Don’t Happen by Accident — They’re Built Intentionally

Following International Women's Day, many organisations reflect on progress.But for finance leaders and hiring managers, the more important question is this: What does inclusion mean in practice — and how does it affect performance? Because this isn’t just a culture conversation. It’s a capability conversation. Inclusion Impacts Talent Attraction The best finance professionals — at every level — have options. They are looking for: Transparent progression pathways Visible meritocracy Leadership that values contribution over presence Environments where performance is recognised fairly If an organisation’s culture unintentionally favours “proximity” — those closest to decision-makers — it narrows its own talent pipeline. And in a market where specialist skills are already in short supply, that’s a commercial risk. Meritocracy Must Be Visible Many businesses describe themselves as meritocratic. But candidates assess that through lived signals: Who is in senior leadership? Who is promoted internally? How are flexible working arrangements handled? How openly are development opportunities discussed? In accountancy and finance particularly — where progression paths are structured and performance is measurable — fairness needs to be both real and visible. High performers want clarity, standards and consistency. Leadership Behaviour Shapes Retention Inclusive leadership isn’t about grand gestures. It’s about everyday behaviours: Who is invited into strategic discussions Who is given stretch projects Who is credited publicly Who is sponsored, not just mentored Retention in finance teams is rarely lost because of salary alone. It’s often influenced by visibility, opportunity and recognition. Businesses that understand this tend to build stronger, more stable finance functions. The Commercial Case for Inclusion Diverse and inclusive teams bring broader perspectives to: Risk assessment Strategic planning Commercial analysis Operational improvement For CFOs and Finance Directors, inclusion isn’t a compliance issue. It’s about building balanced teams capable of better decision-making. The organisations that approach inclusion intentionally — rather than reactively — are often the ones that outperform in the long term. Beyond Awareness Days International Women’s Day creates valuable momentum every year:But sustained progress comes from: Clear promotion criteria Transparent hiring processes Conscious leadership development Ongoing cultural accountability In today’s hiring market, an inclusive culture isn’t just about employer branding — it influences who joins, who stays and how teams perform.

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Over the last 12 months we have witnessed candidate demand far outstripping supply across many areas of the market and early indications show that trend is set to continue throughout 2019 and, potentially, on an even bigger scale.

We are very much seeing a candidate driven market and as a result recruitment is becoming more creative – and often aggressive – as employers step up their efforts to secure the top talent.

Whilst salary levels remain strong and we are witnessing good growth across many roles and levels, more emphasis is being placed upon offering flexible working opportunities, desirable benefits and soft perks such as the ability to buy additional holiday and tailor-your-own employee discounts in order to gain the edge over the competition.

In the current conditions with demand outstripping supply, employees are aware that they can earn – and often command – very good salaries. Yet, whilst this remains high on their list of requirements, savvy candidates are looking far more closely at roles which offer strong progression opportunities and positive working environments to go alongside the financial rewards.

Companies are becoming much more attuned to this way of thinking with an increasing number recognising the need to further improve their benefits packages – potentially alongside the ability to tailor these to suit individual needs – as well as ensuring clearly defined career paths are mapped out and positively communicated.

With high demand and lower levels of supply, employers are adjusting their approach, allowing themselves to flex their requirements to a greater degree. Those open to exploring candidates with a wider range of skills and experience rather than maintaining a firmly rigid view of the ideal appointment are more often than not, the ones that are reaping the rewards.

The market has seen key pinch-points develop over recent years and in particular we are witnessing a shortage of second (or third) time movers particularly across the south of the region where there are fewer people looking to make the move from the profession into industry. Competition is high and employers, recognising that this trend is set to continue, are looking to invest in the future by snapping up good quality graduates and candidates at more junior levels and bringing them through the ranks.

Whilst the economy has experienced growth in recent years, a level of uncertainty has remained which has made many employees somewhat reluctant to taking risks when it comes to making a move. However, with supply continuing to be a challenge facing employers, there remains a focus upon employee retention and ensuring the right balance between attractive salary levels, promotion and progression opportunities and job satisfaction is crucial as the perceived risk of making a move diminishes should one or more of these factors be out of kilter.

The above editorial is an extract from the Sharp Consultancy 2019/2020 Salary Survey; a full copy can be downloaded here.

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond CONTACT UStoday to discuss your recruitment needs with a member of our team.

AS WE LAUNCH THE SHARP CONSULTANCY 2019/2020 SALARY SURVEY, REGIONAL DIRECTOR AARON PEPPERDAY TAKES A LOOK AT HOW HIGH DEMAND FOR TOP TALENT IS AFFECTING THE ACCOUNTANCY AND FINANCE SECTOR ACROSS THE REGION.

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