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Why do people really change jobs?

I interview all ages of candidates and it surprises me how mature and highly accomplished or younger, overtly energised individuals can lose their confidence in the workplace if they end up in a work environment that's at odds with their natural work style or ideal stimulus. It's only a matter of time before the discord will show itself in either quality of work or motivation. That’s why it’s crucial to find the right fit – on an organisational and personal level. When people have worked in a role for several years this brings with it a level of comfort and knowledge, an invisible protective ring around them of skills and expertise they become known for. Yet even these accomplished individuals are not always happy in their work. So, what is it that makes people consider a new role? Obviously, salary packages and promotion prospects always play a part and recently the chance to have a more flexible work pattern has been a major motivator, but in my experience, the top 3 underlying reasons people look to change jobs are these: 1. Not feeling appreciated – 40+ hours a week is longer than we spend with our families; in the workplace it’s human nature to want to be around people you actually like, and enjoy working with, but when the long hours working culture dominates your horizons, that’s a red flag you should take note of and consider a move. 2. Boredom - pigeon holed into a set of skills that gets the job done with no consideration of other possibilities often frustrates those requiring a deeper sense of accomplishment and job satisfaction. This can happen at any seniority level, and despite exploration into other prospects, some employers remain closed to future possibilities due to uneasiness with change – often a deep-seated or traditionally cultural factor in a workplace. 3. Stagnation - when the boss doesn't ask the right questions or if they do, how closely do they listen to the answers around employee satisfaction? People can feel ignored and unheard when their leader is ambiguous; it’s about caring, as an individual - what matters to you? and in the wider context of the team dynamic - the impact an individual’s happiness and job satisfaction can collectively yield. Sally Wright Longman Tax Recruitment Longman Tax Recruitment are an established niche tax recruitment business that covers the North of England. Sally Wright is an experienced recruitment consultant for Longman Tax Recruitment, she writes articles about a variety of recruitment topics and is always interested in helping tax professionals make the right choices with regards to a job move and she provides free, independent and confidential advice. For a friendly, non-committal chat, please get in touch: sally@taxrecruit.co.uk or call 07519 111075.

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Agile working – the route to greater productivity, profitability and happiness

Over one third of employees would prefer agile working over a pay rise with the latest Employers Network for Equality & Inclusion (ENEI) stats showing almost two-thirds of managers linked a growth in revenue directly to flexible working. Now that really says something! The aim and benefits The aim of agile working is to combine maximum flexibility with minimum constraints to create a more responsive, efficient & effective organisation, and optimise performance which ultimately improves business performance and increases client satisfaction. It started with ‘flexible working’ when businesses identified the need to support working families and the changes occurring which challenged the traditional family model. With rising numbers of women in the workplace and more men taking on a ‘caregiver’ role in the home, flexible working started to rise. But agile working is not just about working mothers and families, it’s about addressing the differing needs across an organisation. The benefits of agile working for employees has been well documented over the years and is now embedded in many firms culture and fast being adopted by many more.. According to the CIPD Employee Outlook (2016), the top three benefits of flexible working most frequently cited by employees are: reduces stress (29%), enables better work–life balance (54%) and has been a factor in them staying with their current employer (28%). A quarter of people responding also said they feel agile working enabled them to be more productive, allowed them time to pursue personal interests and hobbies, and improved overall wellbeing, particularly for those who had longer commute times. Outside of the benefits to employees, agile working will have a positive impact on the firms carbon footprint, and for some will mean they can scale back on office space meaning lower overheads How technology is playing a role With the technology available to modern business, there are numerous tools to help businesses work in new and different ways, to meet customer needs, reduce costs, increase productivity and improve sustainability. It’s important to understand that adopting Agile working into your business does require you to be set up for it and there can be significant costs involved with regard to IT support needed outside the office, setting up communications technology and ensuring data is secure particularly on mobile devices. Considerations should include: Do you have the right level of cyber security in place Do your staff have the digital resources to do their work – laptops, smart phones Have you got facilities set up to enable staff to have video conference calls Can you provide a digital‘ ‘whiteboarding’’ space, so staff can work on documents and ideas together as if they were there in person. Are you able to provide 4G data plans for staff who don’t have fast broadband Achieving the right balance Although agile working is a hugely positive thing, it is vital to remember how much the face to face side of thing is important to team relationships, so employees still need to be ‘in the office’ every week. It can also be difficult to manage people who are not together all the time, plus not everyone is good at managing their own time or having the discipline to work properly at home, so it can take management skills to a new level which will often require training. Agile workplaces will require new agreements and practices that are used to maintain relationships, performance and trust. When discussing Agile working at MHA MacIntyre Hudson with Leanne Wilkins, Head of Recruitment, she commented that “When MHA MacIntyre Hudson embarked on their agile working initiative, they knew it would benefit the working families in the business, but they wanted more from their agile working programme. They ultimately wanted people to feel valued in the firm. They wanted it to support wellbeing, to help staff reduce stress levels, to aid retention & engagement, for people to feel trusted and autonomous, and also to be an additional differentiator in hiring the best people. To enable this to happen, they made significant investment and changes to their IT, phone systems, time recording systems, health and safety policies, HR Policies and data protection procedures.” From a recruitment point of view Leanne went on to say that “Agile working really can help businesses attract a more diverse range of talent as geography is so much less of a barrier. It can also be even more important for small to medium businesses if the brand pull and financial package on offer isn’t quite sufficient on its own, agile working can be a key differentiator. However, if you are an employee looking at moving to a firm with an agile working environment, ask questions about it and understand to what extent the ‘agility’ extends – some firms have adopted it but have taken it to another dynamic, it should not mean for example that you are expected to have your phone and laptop glued to you 24/7, there is a difference between working anytime and all the time!” And a final note for the geeks amongst those of you reading this, agile working properly started in the software programming communities in 2001 off the back of a trip 17 software developers went on at the Snowbird ski resort in Utah to share and refine their approaches to software development. One of the guys had read a book on major companies coping with turbulent markets, called Agile Competitors and Virtual Organizations: Strategies for Enriching the Customer. Drawn to the agile’s connotations of speed and responsiveness, the group adopted it for their organisation! Love the fact they’d gone skiing as a team to brainstorm! Get in touch If this sounds like an environment where you can flourish, please view our latest vacancies: macintyrehudson.co.uk/careers If you can’t see a vacancy that suits your current needs or aspirations, please contact us speculatively by emailing: Leanne.wilkins@mhllp.co.uk or contact our London office at 020 7429 4100

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8 Reasons You Will Not Be Promoted Next Year. Anyone Of Them Could Be A Career Killer

Regardless of the industry that you’re in, climbing the career ladder is an ongoing priority that holds a central role in your definition of success. Consequently, then, there’s no greater source of frustration than being continually overlooked for promotion, especially when you feel that you’ve earned it. Unfortunately, promotions don’t always go to the employee that has shown the best work ethic and produced the right results. So, if you’re still a rung or two lower down the ladder than you’d ideally like, you must take the time to pinpoint the root of your troubles as well as the best solution. Here are eight factors that could be holding you back, along with how to respond in style. #1. You are in a pivotal role. The harsh reality is that employers will be reluctant to promote an employee that they will struggle to replace. After all, this doesn’t solve their overall recruitment problems, and will simply create a new void within the operation. For the sake of convenience, the majority of companies would rather promote someone whose successor will bee easy to find. On the one hand, you need to employ the right level of endeavor and expertise in your current role to even be considered for a promotion. On the other hand, you should give some consideration to who may take on your current role. If you’re a team leader, this could mean investing time into training a junior member. The idea is that you’ll move into a managerial role, for example, while they move into your old position. In turn, the firm simply needs to find a new junior employee. It’s a tough act to balance, but showing that you are indispensable to the firm but replaceable in regards to your current role is the sweet spot that you should aim for. #2. Your immediate superior does not want you to advance. Company politics have a huge role to play in the decision-making processes of promotion. Even if you are a highly-qualified and skilled worker that has shown the capabilities to perform in the advertised vacancy, a poor relationship with your immediate superior could put an end to any hopes of securing the promotion you deserve. The immediate superior is a direct conduit to the partners. While they won’t necessarily have the power to ensure you gain a promotion, they certainly have the influential power to kill your dreams dead in the water. So, if the professional relationship is lacking, try to cultivate one by exploring areas in which you can assist them while also showing an interest in growing the bond on a personal and professional level. It should aid the ongoing work life too. If building a winning relationship with your direct superior isn’t possible, you’ll either have to move firm or wait patiently in the hope they do. The former is more practical. #3. The firm is not growing fast enough to promote you. Your situation today is probably considerably different than it was when you started this role of employment, which is why you should avoid any feelings of regret about taking a job that you’ve not outgrown. Nevertheless, if the firm you work for isn’t in a position to create a role befitting of your improved talent and experience, it’s time to look elsewhere. There are times in your career where you may have to accept that the firm isn’t capable of reaching the heights needed to let you thrive. Sadly, there’s little you can do to change this unless you progress to partner status. If the business won’t be proactive in its bid to be better, you’ll need to take control of your personal journey by actively pursuing opportunities elsewhere. For some, this may include starting a side hustle. Either way, accepting your fate in a dead-end job while hoping for a miracle in which the firm learns from its mistakes is unlikely to yield positive outcomes. #4. You just don’t fit into the culture. We are all familiar with the idea of “their face fits/doesn’t fit”, and it can often be as influential on promotion prospects as all other elements combined. Employees are a reflection of the firm and this becomes even more evident higher up the ladder. Likewise, managers and directors want to work with senior staff that trust and work with without any professional compatibility concerns. Firm culture is something that most businesses now pay huge attention to. If you’re planning to join the senior faculty, it’s important to show that you are in tune with the personality of the brand as well as a willingness to support its presence both online and offline. Furthermore, you should celebrate all initiatives that are operated by the firm. Play an active role in the extracurricular activities while also championing anything such as shorter team meetings and BYOD rituals. Essentially, employers need senior staff that will serve as the link between directors/partners and the junior employees. Show that you will act in the desired manner, and you won’t regret it. #5. You have not worked out how to work smart. Your current role may rely solely on developing good skills. However, promotion to a more important role will probably entail the need to develop good habits too. It’s not enough to work harder. You will need to work smarter too. Until you do, the partners and recruitment managers will continue to have doubts about your aptitude for the role, even when you boast the raw talent. If you want to work smart, you must first use that acronym. Ensure that your work is Specific, Measurable, Attainable, Relevant, and Timely. Meanwhile, you must employ the winning worker strategies that allow you to maximise productivity and workflow. Being goal-orientated and taking the time to use the latest technologies should put you on the right path. Personal actions such as learning to relax and adopting smart lifestyle habits can only have a positive impact also. You’ll need to be smart in order to gain the promotion, so it makes sense to work smart in your day-to-day activities. Overlook this feature at your peril. #6. You are not making yourself visible to the right people. The fact of the matter is that you will need senior people to hold doors open for you at several stages in your career. However, it’s your responsibility to put yourself in the frame. It can seem like an alien concept, but investing in the personal brand is crucial. One of the first challenges is to become the most memorable person in the workplace as this will stop the threat of being ignored. Top tips include dressing to impress, using situations like appraisals to create opportunities, and taking direct action such as asking for mentor. Ensuring that action speak louder than words will always be a smart move too. There will be a lot of envy colleagues as you climb the career ladder or put yourself in pole position for promotion. Take care of this problem in advance by being likeable. If nothing else, it’ll ensure that management staff don’t have second thoughts due to negative vibes. Ultimately, you need to have a personality that matches your capabilities and reflects well on the business as a whole. Be heard in a positive way, and opportunities will present themselves. #7. You don’t have a career plan. Some people are lucky enough to land on their feet and achieve their dreams by pure fluke. For most workers, though, it’s virtually impossible to reach the right destination until you’ve set your sights on those goals and thought about how to achieve it. It’s an old cliché, but a goal without a plan is just a wish. It’s also very hard to work for promotion with conviction without a plan. The best businesspeople all have goals, and you should too. When you actively target a specific role, you can research the skills and qualities that are most likely to land you the role before showcasing them in your existing role. Meanwhile, setting timeframes on when you expect to land roles provides a healthy level of pressure that forces you to take action. Perhaps most importantly, you should write the plan down as it provides clarity. It’s OK to deviate from the pathway when new opportunities arise, but it’s imperative that you keep moving in the right direction. A defined career plan will help you do this. #8. You have not figured out what your firm deems as important. If you continue to sit patiently in hope that it’ll be your turn soon, the chances are that you’ll be left waiting a lifetime. You may know that your qualities are tailor-made for the promotion you want, but it counts for very little if your employer isn’t of the same opinion. Essentially, you need to view the situation from their perspective to have any genuine hopes of getting pocked. Some businesses are exclusively focused on profit generation while others place emphasis on the non-quantifiable elements. You need to appreciate where the firm stands on this situation while also concentrating on your strengths and what they can continue to offer the firm. Demonstrate your value in relation to the job you want, as well as the one you currently possess, and you should make the right impression to maximize the chances of securing an offer of improved employment. Alternatively, you could seek an external move up the career ladder. Either way, though, a documented analysis of your accomplishments and value will significantly aid the cause.

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UK Tax Market Report 2019/20: Accountancy Firms

Despite the continuing uncertainty created by Brexit, the last 12 months have been busy with competition for talent ever more acute across the entire professional services sector, from Big 4 firms through to independent practices. After a short period of stagnation, we saw real movement in salaries with 60% of respondents reporting a salary increase of up to 5% and a further 22% receiving a pay rise of 6-10%. In addition, it was reported that over 71% of respondents received a bonus in the past 12 months with the majority achieving up to 20% of their basic salary. From a work/life balance perspective, over 97% of respondents cited that their firm now offers flexible working with the majority (78%) being able to work from home and 16% enjoying flexible start/finish times. We expect to see these trends continue as the recruitment landscape remains competitive for firms to attract and retain the best talent. Clients have stated that the biggest challenges for the next 12 months include lack of staff (68%), retention of staff (36%) and talent acquisition (39%). Only 10% of respondents named economic factors and lack of budgets as a concern. For those that manage teams, 92% expect to hire and 88% expect to promote in the next 12 months illustrating that the demand for talent shows no signs of alleviating. Hiring is expected at all levels; however, the biggest needs are anticipated to be between Assistant Manager and Senior Manager level.

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