​SPOTLIGHT ON… INTERIM

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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With over 20 years experience in recruitment, we caught up with Karen Pitchforth, who specialises in the placement of part and fully qualified (or QBE) interim finance professionals from accounts assistants to finance directors and business consultants across the South Yorkshire region to find out more about the current challenges facing the market.

Tell us a little about your career to date.

I Joined Sharp Consultancy in 2013 and have been a recruiter for over 20 years. My first role saw me recruiting GPs into Locum appointments and from there I spent a couple of years managing a local branch of a commercial recruitment business. In 2007, I joined a national recruiter where I moved into placing interim qualified accounts professionals which has been my area of specialism ever since.

How is the current marketplace and what are your expectations for the remainder of the year?

The market is currently very busy; we are seeing a lot of opportunity for both seasoned professional interims as well as people stepping into the interim world for their first time. As confidence continues to build in the market, I would expect that this is a pattern that we will see carry on over the next 6 – 12 months.

What are the main recruitment challenges being faced in this area?

The main recruitment challenge affecting the interim market is ensuring that companies and hiring managers are in the best possible position to keep pace with the speed at which decisions are currently being made – candidates are being snapped up very quickly by employers that are able to make swift decisions.

Candidate demand is extremely high so processes need to be handled efficiently and in a timely fashion; working with someone who has an in-depth knowledge of the local market, strong candidate network and years of experience with interim recruitment will really pay huge dividends.

What can/should employers be doing to overcome these challenges?

Employers need to appreciate that at times like these, their own recruitment processes must keep pace with the market, or they will find themselves at risk of losing out on the best candidates to those who are able to be much more fleet of foot. They should also look at what they can put in place to meet the demand that we are seeing in the candidate market right now for flexibility in working hours and hybrid working.

What particular skills are currently in demand and what should candidates be doing to take advantage of this opportunity?

Within the interim market there is a real wide range in terms of the skills which are in demand, however I am seeing a much greater number of longer-term contracts being offered compared to recent years. This is extremely encouraging and can offer candidate who may have found themselves unexpectedly seeking out new opportunities and may not have previously considered an interim role, another strong option to consider in their job search.

Can an interim appointment support companies struggling with making a permanent appointment in the current market?

Absolutely. The current high-level demand for quality candidates can often see considerable pressure applied to the recruitment processes for permanent roles and the need to have somebody in place quickly. However, finding the ideal candidate can take time and, where workload demands are such, interim support can remove that pressure by ensuring that the role is suitably covered and allow a thorough process to take place in order to find the right permanent appointment.

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.