HOW TO MAKE A SUCCESS OF A PROBATION PERIOD

Celebrating International Women's Day with Louise Shute

In celebration of International Women's Day, we continue our series by highlighting the inspiring journey of female leaders in finance who are making a significant impact throughout their career.In this installation we are thrilled to feature an interview with Louise Shute, the Chief Financial Officer of Hollybank Trust, a not-for-profit care provider dedicated to supporting individuals with complex needs. Since joining Hollybank Trust in 2019, Louise has been instrumental in driving financial sustainability, operational efficiency, and strategic growth. Her leadership goes beyond numbers, focusing on ensuring that every financial decision aligns with the organisation's mission to provide outstanding care. Join us as we dive into her career-defining moments, the traits that have contributed to her success, and her invaluable advice for the next generation of female finance leaders. 1.Please can you provide a summary of who you work for and your current role?I am the Chief Financial Officer of Hollybank Trust, a large not-for-profit care provider that delivers specialist care and education to individuals with complex needs. Since joining in 2019, I have been responsible for overseeing finance, IT, estates, and HR, ensuring financial sustainability, operational efficiency, and a strong, well-supported workforce. My role is not just about numbers—it’s about making sure every financial decision supports the organisation’s mission. I work closely with the executive team and trustees to strategically plan for the future, secure funding, and drive initiatives that enhance the care we provide. This includes leading acquisitions, driving digital transformation, and optimising resources to ensure we remain sustainable and continue to deliver outstanding care in an increasingly challenging financial landscape.2.What have been the one or two most defining moments in your career to date?A few pivotal moments have shaped my career and leadership style: Building a finance function from the ground up – One of my most challenging and rewarding experiences was setting up an entire finance team from scratch for a large care group. Bringing the finance function in-house, creating new systems, and ensuring financial stability in a complex organisation gave me invaluable leadership experience. Leading an acquisition – More recently, I successfully led the acquisition of a care business, ensuring financial due diligence, securing funding, and integrating the new business into our operations. This was a defining moment in navigating the complexities of growth while maintaining financial security. Driving digital transformation – Overseeing our transition to a nearly paperless organisation has been a major milestone. Introducing new financial, HR, and operational systems has made us more efficient and forward-thinking, ensuring we are well-equipped for the future. Beyond these, every year brings new challenges in the not-for-profit and care sector, where funding is tight, costs are rising, and financial sustainability is an ongoing battle. Navigating these challenges while keeping the organisation strong and adaptable is something I take pride in.3.What are the most important personal traits, values or characteristics that, being a female finance leader, has really helped to contribute to your success?Leadership isn’t just about making decisions—it’s about bringing people with you. The qualities that have shaped my success as a finance leader include: Compassion and genuine interest in people – I care about my colleagues and take the time to listen, understand their perspectives, and create a supportive environment. Decisiveness and resilience – In finance, tough decisions need to be made. I can balance strategy with reality, ensuring we remain financially stable while protecting the organisation’s core values. Strong communication – Finance can sometimes feel like a separate world, but I ensure complex financial insights are communicated clearly to teams, trustees, and stakeholders so they can make informed decisions. Positivity, even in difficult times – The financial landscape for care providers is constantly evolving, and it’s easy to focus on the challenges. I believe in staying solution-focused and adaptable, ensuring we embrace change rather than fear it. A positive outlook helps to motivate teams, find creative solutions, and maintain momentum even during difficult periods. I wouldn’t say I’ve faced direct challenges as a woman in finance, but finance leadership remains a male-dominated space, especially at board level. Many women struggle with imposter syndrome, and I think it’s crucial to own your expertise, trust your ability, and bring your unique strengths to the table.4.What is the one piece of advice that you would share with the next generation of female finance leaders as they look to build their careers?My biggest piece of advice is: do what makes you happy. You spend so much of your life at work—it’s essential to enjoy it. If you don’t, don’t be afraid to seek out something that challenges, excites, and fulfils you. Beyond that, a few key lessons I’ve learned: Be true to yourself. Work for organisations that align with your beliefs, morals, and values. Build a strong team. Surround yourself with capable, driven people—it will make all the difference. Keep learning. I haven’t had an official mentor, but I invest in seminars, courses, and networking to continuously grow. Finding a mentor or widening your professional network can be invaluable. Stay adaptable. Finance, technology, and the business landscape are evolving rapidly. Staying open to change and embracing new ways of working will set you apart. Above all, believe in yourself. Women often doubt their abilities more than men, but confidence comes from experience. Keep learning, keep leading, and don’t be afraid to step up and take your seat at the table.Louise’s journey is a testament to her power of resilience, compassion, and strategic vision in leadership. Her dedication to Hollybank Trust's mission and her ability to navigate the complexities of the not-for-profit sector have set a remarkable example for aspiring female finance leaders. Her advice to stay true to oneself, build strong teams, and continuously learn resonates deeply, reminding us all of the importance of passion and adaptability in our careers. We hope her story inspires and empowers the next generation of women to pursue their ambitions with confidence and determination. While women are making strides in leadership roles, a significant gender gap still exists. In 2024, 36% of new CFO hires in FTSE 100 companies were female, a notable increase from 2023 when only 14% of new hires were female [1]. Despite this progress, women hold only 25% of CFO positions in the FTSE 100 [2]. These statistics highlight the ongoing need for greater gender diversity and support for women in finance. Looking for your next career move in finance or accountancy? At Sharp Consultancy, our expertise lies in matching your potential with the perfect temporary, interim, or permanent position. With a well-established presence in Leeds and Sheffield, our seasoned team of consultants extends their services across Yorkshire and beyond. Don't wait for opportunity to knock, reach out to us TODAY and let's chart your career path together.

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Bringing a new member into the team will almost always involve a probation or trial period, usually of between three and six months. This a valuable time for an employer to make sure that any new member of the team is the right fit for the role and for the individual to determine if the position and the company will offer them the challenge they are seeking.

Your new recruit will be hoping to pass their probation period with flying colours – we have some suggestions on how you as an employer can help to ensure that those first few months go smoothly and get the relationship off to the best possible start.

Set clear objectives

Make sure all new employees have a detailed job description and are clear in what is expected from them. If there are particular objectives that they need to achieve ensure that these are fair and achievable and that the right support is in place from the outset.

Make time

Whilst there may be a real need for that extra pair of hands, make sure you give new employees a realistic period of time to get up to speed and familiarise themselves with the company and their role. Provide them with any relevant background material that could be beneficial and arrange introductory meetings with key individuals, so they get to know who is who early on and start to build those all-important relationships.

Make yourself available

Any new employee will no doubt have questions they need to ask; set some time aside during the first week to catch up with them one-to-one and address any immediate queries they may have. Make sure that you are approachable and they understand that they can come to you for clarification and support. Try to avoid cancelling catch up meetings whenever possible – new employees want to feel valued.

Don’t criticise their predecessor

It’s important for an employer not to speak ill of a former employee - even if you are keen that your new recruit brings a fresh approach and a different perspective to the role.

Get them involved

New members of the team will want to impress and show their suitability for the role early on. Assign them a specific task or project which will allow them to play to their strengths and demonstrate to the team – and you – why they have been brought into the 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 for expert advice on your next career move and recruitment needs.