WHAT TO CONSIDER BEFORE MAKING A MOVE

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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“We would like to offer you the role.” After a nerve-wracking interview, they are the words every candidate wants to hear. But before accepting a new position, what are the final few things that you should you consider, to ensure that this career move is the right one for you?

The research and preparation work that you did in applying for the role should have given you a good insight into whether this move would help you achieve your career goals. And the interview was as much of an opportunity for you to decide if this is a company you would like to work for as it was for the employer to assess if you were the best candidate for the vacancy.

Making the decision to accept a new role is not one that should be taken lightly; there are several factors to consider before writing your letter of resignation.

Take a step back. Remember why you started your job search in the first place. Were you looking for a new challenge? Did you want additional responsibilities? Had your personal circumstances changed and you were looking to relocate? By focusing upon what prompted you to consider making a move will help determine if this new role addresses those key areas.

Look ahead. Take into account your longer-term ambitions and assess how this role will help achieve them. Will there be further opportunities for progression within the organisation? Is there scope for promotion within your new department and what training will be provided to help you? Could you gain valuable experience that will stand you in good stead for a future move?

Money, money, money. Salary is one of the biggest decision-making factors; more often than not, you will be hoping for an increase in your pay but have realistic expectations, taking into account the current market conditions and any variations between locations. Make sure you consider the overall package being offered and determine what ‘value’ perks and benefits such as pension contributions, holiday entitlement, flexible working, and subsidised gym membership hold for you.

Location, location, location. If you are used to working in the centre of town, consider what differences you might find working on an out-of-town business park? Similarly, if your new employer is based in the city centre, what will that mean in terms of a daily commute? Are there good bus or rail links? What will the traffic be like and is there plenty of parking available? Is the commute one that you will be prepared – and can afford – to do every day?

Being part of the team. You spend a large proportion of your time at work, so it is vital that the environment and culture is one which suits your approach and personality. Sharing the company’s values and vision is key and gelling with other team members will be essential in allowing you to perform in your role to the best of your ability. You need to have a good rapport with your manager, peers and those you will be responsible for – can you work with these people, will you learn from them, do they motivate you, can you inspire them to get the best results?

Work life balance. If you have spent a large proportion of the last 18 months working from home, if your new role will be primarily office based, how do you feel about that? Likewise, if you are keen to spend more time working alongside your colleagues in an office environment, what provisions are in place with your new employer? Do you have the opportunity to shape your working week in a way that enables you to have more flexibility about when and where you work? And how would the organisation’s approach to flexible working impact on your ability to familiarise yourself with the company and your team and enable you to perform fully in your role?

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance and accountancy professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond. CONTACT US today to find out more.