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Featured Jobs
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Corporate Tax Manager
Hemel Hempstead
Competitive Salary
Are you a Corporate Tax Manager looking for a new and exciting opportunity? Keep reading, as Henkel are recruiting and are looking for people just like you! At Henkel, you can make a difference and craft your career. That’s why you own your projects and take full responsibility from an early stage. Our unique brands in markets around the world open up countless opportunities to follow your convictions and explore new paths. If you have an entrepreneurial mindset that allows you to always think out of the box - take the chance and shape the digital future together with us. Corporate Tax Manager responsibilities include: Preparing annual external corporation tax returns and computations and ensuring timely submission to tax authorities. Preparing quarterly internal corporation tax returns and computations. Preparing quarterly and annual tax accounting workings and supporting the annual tax review by external auditors. Reviewing all corporation tax returns, computations and accounting workings for technical correctness and compliance with tax law. Ensuring accurate forecasting and timely payment of all corporate tax liabilities. Providing corporate tax support on projects involving business, organisational and system changes. Monitoring potential corporate tax risks and working towards proposed remedial actions. Ensuring adequate transfer pricing documentation is maintained. Communicating changes in corporate tax law and tax authority practice to stakeholders. The ideal Corporate Tax Manager: Chartered Institute of Taxation qualification. Previous demonstrable experience in a corporate tax role ideally within industry Excellent written and oral communication skills Advanced Microsoft Excel knowledge If you have an excellent management skills, take your chance to help shape the digital future together with us as our Corporate Tax Manager. If you are looking for your next challenge as our Corporate Tax Manager, then we want to hear from you, please click APPLY!
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Tax Specialist
London
Competitive
A prestigious investment company based in London is seeking a tax specialist to join the Operations Department as it takes on exciting projects across the Europe. Role Objectives In conjunction with the Legal, Investment and Operation team, to assist tax manager to provide quality and timely tax advisory services in relation to direct investments (during the acquisition, asset management and disposal phase of the investment cycle), to coordinate strategic tax initiatives for all investments across Europe, and to comply with the group tax policy and maintain an acceptable level of tax risk. Key Accountabilities: Assist tax manager to provide tax advice and lead on M&A projects Assist tax manager to manage correspondence and potential disputes with the relevant tax authority in conjunction with external advisers Assist tax manager in managing and coordinating the timely tax advice on enquires raised by other teams Assist tax manager to liaise and communicate with relevant tax authorities or external tax advisors where necessary Assist tax manager to evaluate tax risks, balance risk with business objectives and make recommendations that are objective, practical and technically appropriate in support of business objectives Assist tax manager to draft required tax report and communicate with HQ where necessary Manage the SPV’s tax compliance issues, ensure tax filing and compliance are met and in good order on a daily basis Assist tax manager with other general tax related works where necessary Experience/Skills Minimum 3 years tax work experiences in an accounting or law firm, or in the industry Adequate knowledge and relevant experiences of international tax Adequate knowledge of Transfer Pricing and practical experience A thorough knowledge and experiences of corporation tax related issues Strong analysis and problem-solving skills Strong written and verbal inter-personal/communication skills Positive ‘can-do’ attitude and approach with strong team working/collaboration Willingness to take ownership and work in a 'hands on' environment Confident and articulate team player who demonstrates a high level of initiative and good lateral thinking skills Ability to work under pressure, multi task and meet deadlines Competence of drafting formal tax report in Chinese is preferable Qualifications Bachelor/Post Graduate degree in Taxation or Accounting, and Qualified or partial qualified UK tax advisor is preferred Job Description will be reviewed and amended accordingly subject to the development of the business. Only shortlisted candidates will be contacted.
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Senior Accountant
Norwich
Competitive Salary
Senior Accountant Based in Support. Salary and benefits Salary: competitive based on experience 22 days holiday, plus bank holidays Based in Norwich Participation in performance related bonus scheme Free parking Subsidised gym membership Description Coming from an accountancy background, you will help improve the use and understanding of accounting and practice management software across our network of accountancy practices. You will have a flair for software and technology and your strong communication skills will be central to you embedding software across our offices. As a relatively small team and being a new position, you will have the freedom to expand and shape the role. Long term, you will contribute to the direction of technology for the network and our clients. We will help you develop your communication skills and will provide comprehensive training on our software suite, which currently consists of TaxCalc (Compliance), Practice Ignition (Quotes and Engagement letters), Receipt Bank (client data capture and extraction), Virtual Cabinet (Document management and Client Portal), QuickBooks (Bookkeeping). The TaxAssist Support Centre based in Norwich provides training and support to its network of accountants. We specialise in supporting small businesses and work with over 73,000 clients across the UK. Main duties You will help educate our network using a variety of mediums such as face-to-face, online and written guidance. Some travel will be required You will help develop best practice across the software estate to help drive efficiency and deliver a consistent approach You will work closely with and report to the Senior Software Manager Qualifications & Experience Excellent IT skills Excellent people and communication skills (both written and verbal) Accountancy experience is essential (ACCA/ICAEW or qualified by experience) Confidence presenting Experience delivering training would be an advantage The role is full time, 35 hours per week and core hours from 9.00am – 5.00pm, with some flexibility required in relation to course start / end times and travel requirements.
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Tax (Assistant) Manager – Tax Manager
Bristol
£44,000 - £54,000
With 13 principal offices in the UK and Ireland and over 1,800 Partners and Staff, Smith & Williamson is a leading independently owned provider of investment management, accountancy, tax, corporate and financial advisory services, Our Bristol office comprises 34 partners and directors and around 140 staff working from offices in the heart of the city. We focus primarily on mid-corporates, owner-managed businesses, private clients and professionals, and provide robust, open and honest support. Our skill is to link our many service offerings to provide ‘joined up' thinking, delivered in an approachable and pragmatic way with a high degree of partner involvement As a Tax Assistant Manager/Manager you will provide compliance and advisory services to a portfolio business clients. You will also work closely alongside Directors/Partners in both client work and management of the group. Day to day work will include but is not limited to the following: · Manage portfolio of complex cases, both advisory and compliance of businesses including OMBs, SMEs and larger corporates · Undertake corporate tax provisioning, compliance and advisory work for your portfolio · Ability to get involved in variety of business tax work (e.g. ad-hoc advisory, international tax matters, R&D tax credits, awareness of VAT and employment tax aspects) · Give exceptional client service and be responsible for maintaining regular contact with client team · Budgeting and monitoring compliance fees · Keep up to date with technical updates · Carry out appraisals/monitor staff performance (where relevant) · Provide on the job training/mentoring for junior staff on a one-to-one basis, including technical and procedural matters · Ensuring S&W procedures are followed taking account of institute and HMRC guidance, where relevant · Ensuring department KPIs are met around billing and recovery targets · Assist Partners marketing activities/approaches If you are a qualified accountant (ACA/ACCA/CA) or tax adviser (ATT/CTA) with demonstrable tax experience gained within a professional services firm or industry, we’d love to hear from you. Please click apply for a full job description and to link to our careers site. (https://smithandwilliamson.earcu.com/smith.williamson/jobs/)
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The dangers of covert recording in the workplace
Covert recordings – the secretive threat to businesses In the past decade, the issue of covert recording within the workplace has become a serious problem for organisations, with employees using mobile devices to capture personal conversations and private meetings without consent. While using underhand methods to record conversations would usually be considered a serious breach of privacy, a recent judgement handed down by the Employment Appeal Tribunal (EAT) has clarified that it may be acceptable in the most pressing of circumstances. Although discouraged by businesses, the availability of voice recording technology makes it very difficult to prevent entirely, so it is crucial that steps are taken to protect the company and its employees should an incident come to light. What was the judgement? Within the EAT’s judgement, it was agreed that making a covert recording at work would normally be classed as misconduct. If an individual intends to record a conversation, then they should inform all parties first, making them aware that communications are on the record. This judgment was held in relation to the case Phoenix House v Stockman, whereby the claimant disclosed, during her successful unfair dismissal claim, a covert recording she had made during her employment. However, in this case, the nature of the recording was deemed too important to ignore and was accepted, despite the employer contending that her compensation should be reduced to reflect her pre-dismissal conduct in making the recording. This shows that despite the practice being discouraged, businesses could still be put at risk if the issue is serious. The context of covert recordings When it comes to covert recordings, there are two common scenarios that most employers are faced with. The first is proving misconduct by others, where an employee will secretly record a conversation to try and catch the culprit red-handed by obtaining a recording of the offending behaviour, whether it be a distasteful joke or unkind comment. Such evidence will often be used to prove accusations of discrimination or inappropriate behaviour, and although the employer may not condone the covert nature of the recording, its substance cannot be overlooked, particularly if the allegations are serious. In this case, it is the responsibility of the employer to investigate the matter, with a view to taking disciplinary action if necessary. The other scenario is where an individual has secretly recorded internal management processes, such as appraisals or grievance hearings, with a view to using evidence gathered this way during an employment tribunal or appeal. Although covertly recording a formal meeting may be viewed as less intrusive than normal work interactions, it is still considered misconduct if participants have not consented beforehand. Protected by legislation Covert recording in the workplace is an issue covered by data protection laws and internal contracts. Recording a conversation would likely constitute the collection of ‘personal data’ under the new General Data Protection Regulation 2018 (GDPR), meaning the person who made the recording must comply with rules in relation to storage of the data. However, it remains unclear whether an individual would face strict penalties for a breach, whereas an employer could expect substantial fines for not handling data appropriately. Meanwhile, the subject of the recording may claim that their right to a private life under the Human Rights Act has been infringed, which could be applied to the workplace. Despite these legislative implications, employment tribunals have the discretion to decide whether a covert recording should be admitted as evidence, so it is important that employers and employees are aware of the potential risks. Breach of contract From a contractual perspective, making a covert recording can have serious implications if it’s in direct violation of pre-established principles. Within most workplaces there is an obligation of trust and confidence between employees and employers, and secretly recording colleagues could qualify as a serious breach of contract. The underhand nature of secret recordings is likely to cause friction internally, straining relationships throughout the business and damaging them indefinitely. For this reason, most employers openly express prohibition on such practices, creating policies and principles that warn staff and make such actions a disciplinary offence. Of course, this acknowledgment of contractual agreements is balanced against any ‘pressing circumstances’, which could potentially overrule an accusation of misconduct. Taking the necessary steps Despite the best efforts of organisations, there is only so much that can be done to prevent employees pressing record on their mobile devices and secretly capturing the conversations, or indeed video footage of unsuspecting colleagues. However, there are some clear practical steps that could and should be taken to mitigate the risks, strengthening an employer’s position should a covert recording be made. Firstly, it’s important to make people aware that covert recordings will seriously undermine trust between individuals, taking the time to create clear policies prohibiting such actions and making it clear that dismissal could be the ultimate consequence. While implementing such a policy will improve transparency throughout the business, it should be worded carefully, bearing in mind the practicality of gaining consent during informal social settings with colleagues. Of course, it’s also advisable to remind managers of their responsibilities, encouraging them to avoid saying anything which may suggest bad faith, even if it was taken out of context. Protecting your business… Whether you like it or not, the availability of technology has given people the opportunity to secretly record conversations at will. While such actions are generally treated as misconduct and discouraged within businesses, there are some employees who feel aggrieved enough to record communications without consent. Although there are some instances that qualify as ‘pressing circumstances’, it’s still wise for organisations to create policies that warn against such behaviour, explaining the impact such recordings could have on internal relationships. If a serious accusation does come to light, then act quickly and efficiently, taking the necessary steps to resolve the issue without prolonging the dispute. If you’re unsure about the best course of action to take regarding covert recordings, then contact an experienced team of lawyers for advice. ENDS About the author: Tina Chander is a partner and head of the Employment team at leading Midlands law firm, Wright Hassall and deals with contentious and non-contentious employment law issues. She acts for employers of all sizes from small businesses to large national and international businesses, advising in connection with all aspects of employment tribunal proceedings and appeals. About the firm: Wright Hassall is a top-ranked firm of solicitors based in Warwickshire, providing legal services including: corporate law; commercial law; litigation and dispute resolution; employment law and property law. The firm also advises on contentious probate, business immigration, debt recovery, employee incentives, information governance, professional negligence and private client matters.
The dangers of covert recording in the workplace
Covert recordings – the secretive threat to businesses In the past decade, the issue of covert recording within the workplace has become a serious problem for organisations, with employees using mobile devices to capture personal conversations and private meetings without consent. While using underhand methods to record conversations would usually be considered a serious breach of privacy, a recent judgement handed down by the Employment Appeal Tribunal (EAT) has clarified that it may be acceptable in the most pressing of circumstances. Although discouraged by businesses, the availability of voice recording technology makes it very difficult to prevent entirely, so it is crucial that steps are taken to protect the company and its employees should an incident come to light. What was the judgement? Within the EAT’s judgement, it was agreed that making a covert recording at work would normally be classed as misconduct. If an individual intends to record a conversation, then they should inform all parties first, making them aware that communications are on the record. This judgment was held in relation to the case Phoenix House v Stockman, whereby the claimant disclosed, during her successful unfair dismissal claim, a covert recording she had made during her employment. However, in this case, the nature of the recording was deemed too important to ignore and was accepted, despite the employer contending that her compensation should be reduced to reflect her pre-dismissal conduct in making the recording. This shows that despite the practice being discouraged, businesses could still be put at risk if the issue is serious. The context of covert recordings When it comes to covert recordings, there are two common scenarios that most employers are faced with. The first is proving misconduct by others, where an employee will secretly record a conversation to try and catch the culprit red-handed by obtaining a recording of the offending behaviour, whether it be a distasteful joke or unkind comment. Such evidence will often be used to prove accusations of discrimination or inappropriate behaviour, and although the employer may not condone the covert nature of the recording, its substance cannot be overlooked, particularly if the allegations are serious. In this case, it is the responsibility of the employer to investigate the matter, with a view to taking disciplinary action if necessary. The other scenario is where an individual has secretly recorded internal management processes, such as appraisals or grievance hearings, with a view to using evidence gathered this way during an employment tribunal or appeal. Although covertly recording a formal meeting may be viewed as less intrusive than normal work interactions, it is still considered misconduct if participants have not consented beforehand. Protected by legislation Covert recording in the workplace is an issue covered by data protection laws and internal contracts. Recording a conversation would likely constitute the collection of ‘personal data’ under the new General Data Protection Regulation 2018 (GDPR), meaning the person who made the recording must comply with rules in relation to storage of the data. However, it remains unclear whether an individual would face strict penalties for a breach, whereas an employer could expect substantial fines for not handling data appropriately. Meanwhile, the subject of the recording may claim that their right to a private life under the Human Rights Act has been infringed, which could be applied to the workplace. Despite these legislative implications, employment tribunals have the discretion to decide whether a covert recording should be admitted as evidence, so it is important that employers and employees are aware of the potential risks. Breach of contract From a contractual perspective, making a covert recording can have serious implications if it’s in direct violation of pre-established principles. Within most workplaces there is an obligation of trust and confidence between employees and employers, and secretly recording colleagues could qualify as a serious breach of contract. The underhand nature of secret recordings is likely to cause friction internally, straining relationships throughout the business and damaging them indefinitely. For this reason, most employers openly express prohibition on such practices, creating policies and principles that warn staff and make such actions a disciplinary offence. Of course, this acknowledgment of contractual agreements is balanced against any ‘pressing circumstances’, which could potentially overrule an accusation of misconduct. Taking the necessary steps Despite the best efforts of organisations, there is only so much that can be done to prevent employees pressing record on their mobile devices and secretly capturing the conversations, or indeed video footage of unsuspecting colleagues. However, there are some clear practical steps that could and should be taken to mitigate the risks, strengthening an employer’s position should a covert recording be made. Firstly, it’s important to make people aware that covert recordings will seriously undermine trust between individuals, taking the time to create clear policies prohibiting such actions and making it clear that dismissal could be the ultimate consequence. While implementing such a policy will improve transparency throughout the business, it should be worded carefully, bearing in mind the practicality of gaining consent during informal social settings with colleagues. Of course, it’s also advisable to remind managers of their responsibilities, encouraging them to avoid saying anything which may suggest bad faith, even if it was taken out of context. Protecting your business… Whether you like it or not, the availability of technology has given people the opportunity to secretly record conversations at will. While such actions are generally treated as misconduct and discouraged within businesses, there are some employees who feel aggrieved enough to record communications without consent. Although there are some instances that qualify as ‘pressing circumstances’, it’s still wise for organisations to create policies that warn against such behaviour, explaining the impact such recordings could have on internal relationships. If a serious accusation does come to light, then act quickly and efficiently, taking the necessary steps to resolve the issue without prolonging the dispute. If you’re unsure about the best course of action to take regarding covert recordings, then contact an experienced team of lawyers for advice. ENDS About the author: Tina Chander is a partner and head of the Employment team at leading Midlands law firm, Wright Hassall and deals with contentious and non-contentious employment law issues. She acts for employers of all sizes from small businesses to large national and international businesses, advising in connection with all aspects of employment tribunal proceedings and appeals. About the firm: Wright Hassall is a top-ranked firm of solicitors based in Warwickshire, providing legal services including: corporate law; commercial law; litigation and dispute resolution; employment law and property law. The firm also advises on contentious probate, business immigration, debt recovery, employee incentives, information governance, professional negligence and private client matters.
Read more
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How To Ask For A Pay Raise In An Accountancy Firm And Actually Get One You Are Happy With
If you are looking to negotiate a pay rise within your firm, it’s important that you put together a well thought out approach first. In order to sit your manager down and ask for a pay rise, you need to be able to justify why you are worthy of one. So what do you do to get that all important pay rise? Be good at what you do This one goes without saying, but it is so important that you are good at what you do if you are looking to get a pay rise. What we mean by this is that if you perform your job averagely, no better than the others on your team but no worse either, it’s going to be unlikely that your performance is substantial enough to warrant a rise in your pay. Similarly, this hard work needs to be consistent. It’s no good deciding you want a pay rise and so putting extra effort in for the few weeks leading up to the meeting with your manager. Keep track of your achievements It is vital that you keep track of all your achievements. Keep a journal that highlights all your achievements and what you have accomplished. I always advise the tax professionals I prep before an interview to put together a CV that highlights in detail their specific achievements and the technical projects they have undertaken. This allows them to control the story in the interview. The ones who make the greatest effort with their CV’s and rehearse their achievements always do better in interview. You can take the same approach to your annual review. This may sound like common sense, but you would be surprised by how many people feel that interviewers should ‘know what they do’ or they can simply ‘discuss what they do’. Winging it is what amateurs do. Would you wing it with a client? Would you wing it before a presentation? Show the same professional diligence towards your review as you would do to your career. You can keep track of the following types of achievements throughout your career Successful examples that saved or made your firm money Changes you have made to the processes that have made a dramatic improvement to the way your team operates. Plans to improve. Areas you have already improved. Areas you would be interested in developing further Areas you have identified in the firm that you feel could do with improvement and any ideas you may have regarding this. Timing is key Something to consider before attempting to get a pay rise is the timing. If your company is going through a particularly tricky time financially, it’s perhaps not the best time to raise the issue. Similarly, if the sector in general or organisations within your geographical area are struggling for one reason or another, perhaps you might want to rethink whether now is the best time to bring up pay. We all know that people are more likely to be lenient with money if things are going financially well for them, and this goes for bigger firms too. Just think about whether now is the best time or whether an alternative time in the financial year may offer you a better chance of success. Some people believe that bringing a pay rise up at an annual pay review is the best time to do so, but actually a few months before this pay review would be a better suggestion. Do your research If you have decided you are going to approach your manager, make sure you have done some research first. Have a look at your competitors and see what kind of salary and benefits package they are offering someone with similar experience and skillset to you - feel free to contact us if you like a comparison. You may discover that you are paid less than the average but you also may discover that you are currently being paid above average. It is important to consider this when considering what percentage pay rise you would ideally like but also when considering how willing you are to stay working for your current company or your current salary and how much a ‘no’ to your request for a pay rise would lead to you looking for a role elsewhere. It is important to look at the position you are currently in compared to other similar positions in order to assess how much you could and should be asking for. Create a compelling case Now that your performance is top notch and you’ve kept an eye on your achievements, it’s time to put together a compelling case to take to your manager. Here you need to work out what exactly you are going to ask. What is it that you want and why do you believe you deserve it? It might be useful here to think about things from your manager’s point of view. If you were them, what would be your concerns regarding giving an employee a pay rise? If you feel that you have strong answers that work in your favour in response to the questions you believe you may get asked, you will appear much more confident in your belief in your ability. Be your own biggest fan It can be challenging to talk ourselves up and talk about our achievements but if you don’t no one else will. You know how hard you work and you know how much this company needs you and your performance, you just need to ensure everyone else knows too. There is no need to over exaggerate here or appear cocky, simply make points about your abilities and have evidence to back those points up. Rather than pointing out to your employer that you are hard working and moving on to your next selling point, you need to evidence that hard work. Refer to a time you have gone above and beyond. Present performance records or evidence of continued professional development. You don’t need to feel nervous about this. At the end of the day, you are working there because the company believe in you and it’s likely that they already recognise how great of an asset to the team you are. All you need to do is remind them of your abilities and let them know you feel you are at the point in your career where you are ready for a pay rise. Get your manager on side Your manager will be the one who argues your case so this is someone you need on side. Your manager should be aware of your contributions to your team and the company overall and so is the best person to recommend you receive a pay rise within the company. Therefore, before anyone else, you need to show your manager that you are worth them going out of their way to try to ensure you are worth a payrise. Negotiating It is good to have a target in mind. However, you also need to be open to negotiation. One of the attributes your company probably looked for when employing you was adaptability so there is no point in going in with a fixed mindset. You will of course have an idea of what you would like your pay rise to be and whilst it’s important to be firm in your belief that you deserve one, you also need to be open to discussion. If you ask for a certain percentage pay rise but get offered a slighly lower one, that is still a win. Conclusion You have the ability and authority to request a pay rise. If you don’t ask you don’t get. Weigh up your options beforehand so that you don’t go in all guns blazing with no evidence to back up why you should get a pay rise. You need to ensure you have a compelling case, backed by evidence. Think about whether you would offer yourself a pay rise if you were your boss. If not, what would stop you? Now go and work on that. Good luck!
How To Ask For A Pay Raise In An Accountancy Firm And Actually Get One You Are Happy With
If you are looking to negotiate a pay rise within your firm, it’s important that you put together a well thought out approach first. In order to sit your manager down and ask for a pay rise, you need to be able to justify why you are worthy of one. So what do you do to get that all important pay rise? Be good at what you do This one goes without saying, but it is so important that you are good at what you do if you are looking to get a pay rise. What we mean by this is that if you perform your job averagely, no better than the others on your team but no worse either, it’s going to be unlikely that your performance is substantial enough to warrant a rise in your pay. Similarly, this hard work needs to be consistent. It’s no good deciding you want a pay rise and so putting extra effort in for the few weeks leading up to the meeting with your manager. Keep track of your achievements It is vital that you keep track of all your achievements. Keep a journal that highlights all your achievements and what you have accomplished. I always advise the tax professionals I prep before an interview to put together a CV that highlights in detail their specific achievements and the technical projects they have undertaken. This allows them to control the story in the interview. The ones who make the greatest effort with their CV’s and rehearse their achievements always do better in interview. You can take the same approach to your annual review. This may sound like common sense, but you would be surprised by how many people feel that interviewers should ‘know what they do’ or they can simply ‘discuss what they do’. Winging it is what amateurs do. Would you wing it with a client? Would you wing it before a presentation? Show the same professional diligence towards your review as you would do to your career. You can keep track of the following types of achievements throughout your career Successful examples that saved or made your firm money Changes you have made to the processes that have made a dramatic improvement to the way your team operates. Plans to improve. Areas you have already improved. Areas you would be interested in developing further Areas you have identified in the firm that you feel could do with improvement and any ideas you may have regarding this. Timing is key Something to consider before attempting to get a pay rise is the timing. If your company is going through a particularly tricky time financially, it’s perhaps not the best time to raise the issue. Similarly, if the sector in general or organisations within your geographical area are struggling for one reason or another, perhaps you might want to rethink whether now is the best time to bring up pay. We all know that people are more likely to be lenient with money if things are going financially well for them, and this goes for bigger firms too. Just think about whether now is the best time or whether an alternative time in the financial year may offer you a better chance of success. Some people believe that bringing a pay rise up at an annual pay review is the best time to do so, but actually a few months before this pay review would be a better suggestion. Do your research If you have decided you are going to approach your manager, make sure you have done some research first. Have a look at your competitors and see what kind of salary and benefits package they are offering someone with similar experience and skillset to you - feel free to contact us if you like a comparison. You may discover that you are paid less than the average but you also may discover that you are currently being paid above average. It is important to consider this when considering what percentage pay rise you would ideally like but also when considering how willing you are to stay working for your current company or your current salary and how much a ‘no’ to your request for a pay rise would lead to you looking for a role elsewhere. It is important to look at the position you are currently in compared to other similar positions in order to assess how much you could and should be asking for. Create a compelling case Now that your performance is top notch and you’ve kept an eye on your achievements, it’s time to put together a compelling case to take to your manager. Here you need to work out what exactly you are going to ask. What is it that you want and why do you believe you deserve it? It might be useful here to think about things from your manager’s point of view. If you were them, what would be your concerns regarding giving an employee a pay rise? If you feel that you have strong answers that work in your favour in response to the questions you believe you may get asked, you will appear much more confident in your belief in your ability. Be your own biggest fan It can be challenging to talk ourselves up and talk about our achievements but if you don’t no one else will. You know how hard you work and you know how much this company needs you and your performance, you just need to ensure everyone else knows too. There is no need to over exaggerate here or appear cocky, simply make points about your abilities and have evidence to back those points up. Rather than pointing out to your employer that you are hard working and moving on to your next selling point, you need to evidence that hard work. Refer to a time you have gone above and beyond. Present performance records or evidence of continued professional development. You don’t need to feel nervous about this. At the end of the day, you are working there because the company believe in you and it’s likely that they already recognise how great of an asset to the team you are. All you need to do is remind them of your abilities and let them know you feel you are at the point in your career where you are ready for a pay rise. Get your manager on side Your manager will be the one who argues your case so this is someone you need on side. Your manager should be aware of your contributions to your team and the company overall and so is the best person to recommend you receive a pay rise within the company. Therefore, before anyone else, you need to show your manager that you are worth them going out of their way to try to ensure you are worth a payrise. Negotiating It is good to have a target in mind. However, you also need to be open to negotiation. One of the attributes your company probably looked for when employing you was adaptability so there is no point in going in with a fixed mindset. You will of course have an idea of what you would like your pay rise to be and whilst it’s important to be firm in your belief that you deserve one, you also need to be open to discussion. If you ask for a certain percentage pay rise but get offered a slighly lower one, that is still a win. Conclusion You have the ability and authority to request a pay rise. If you don’t ask you don’t get. Weigh up your options beforehand so that you don’t go in all guns blazing with no evidence to back up why you should get a pay rise. You need to ensure you have a compelling case, backed by evidence. Think about whether you would offer yourself a pay rise if you were your boss. If not, what would stop you? Now go and work on that. Good luck!
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A day in the life of a tax adviser
Friends and family often ask me what I do when I am at work. The common misconception is that I spend the day completing tax returns, of course, this does form part of any tax advisers role, however, a day at Grant Thornton is filled with so much more...…... 7.00am - Wake up, eat breakfast and get ready for work. 7.45am - Set off on my daily commute into the office. 8.15am - Arrive in the office and check my emails. 8.30am - Prepare for a meeting at 9.30am. 9.30am - Accompany our Tax Partner to a meeting with a potential new client who is looking to exit his business within the next 3 years, discuss possible options and agree to forward a proposal later that day. 11.30am - Return to my desk to work on a report we are preparing for the trustees of an offshore trust, setting out the tax implications of the changes to the capital gains tax rules regarding commercial properties and planning opportunities which they present. 1.00pm - Break for lunch and go to the gym for a 30 minute HIIT session. 2.00pm - Return to my desk and continue working on the report for the trustees. 3.30pm - Leave the office for an introductory meeting with a corporate lawyer at a local coffee shop. 4.30pm - Return to my desk and prepare the proposal as agreed earlier that day. 6.00pm - Leave the office and set off on my 30 minute commute home. As you can see from my diary entries above, within a single working day I met with a potential new client, completed some technical tax work, visited the gym, met with a new intermediary contact and delivered a proposal to the potential new client. How many other roles truly offer such diversity?
A day in the life of a tax adviser
Friends and family often ask me what I do when I am at work. The common misconception is that I spend the day completing tax returns, of course, this does form part of any tax advisers role, however, a day at Grant Thornton is filled with so much more...…... 7.00am - Wake up, eat breakfast and get ready for work. 7.45am - Set off on my daily commute into the office. 8.15am - Arrive in the office and check my emails. 8.30am - Prepare for a meeting at 9.30am. 9.30am - Accompany our Tax Partner to a meeting with a potential new client who is looking to exit his business within the next 3 years, discuss possible options and agree to forward a proposal later that day. 11.30am - Return to my desk to work on a report we are preparing for the trustees of an offshore trust, setting out the tax implications of the changes to the capital gains tax rules regarding commercial properties and planning opportunities which they present. 1.00pm - Break for lunch and go to the gym for a 30 minute HIIT session. 2.00pm - Return to my desk and continue working on the report for the trustees. 3.30pm - Leave the office for an introductory meeting with a corporate lawyer at a local coffee shop. 4.30pm - Return to my desk and prepare the proposal as agreed earlier that day. 6.00pm - Leave the office and set off on my 30 minute commute home. As you can see from my diary entries above, within a single working day I met with a potential new client, completed some technical tax work, visited the gym, met with a new intermediary contact and delivered a proposal to the potential new client. How many other roles truly offer such diversity?
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Pathway to Partner: More than just technical expertise and timesheets
Alicia Crisp joined MHA MacIntyre Hudson as a graduate trainee at the North London office in 2007, qualifying as a chartered accountant in 2010. Alicia became partner in 2017, at the time the youngest in the firm. Last year she was ranked at number 1 on Accountancy Age’s 35 under 35 ‘Spotlighting Young Talent’. She runs a portfolio of clients with a focus on working with owner managed businesses across London and south Hertfordshire, from new start-ups to long-standing companies. Having stayed within one firm from trainee to partnership what would you say are some key attributes for people looking to progress their career at MHA? It’s not all about technical excellence and timesheets, for a firm like MHA, people skills and building relationships are key, be that supporting a trainee, mentoring someone looking for promotion, dealing with a technical client query or networking with referrers and prospects. Each partner is different and will have developed their skills and network to become a key part of the business – whether that is as a portfolio leader or technical advisory expert. Having an entrepreneurial streak is also useful when it comes to finding solutions to clients’ varying businesses, family set ups and problems, which are often complex. What do you think makes MHA MacIntyre Hudson a good firm to work for? The firm is expanding quickly and has big ambitions which means there are great opportunities available and a wide variety of work. We have a strong emphasis on client contact and care, staff work hard to build an in depth understanding of client needs to ensure that advice given is tailored and relevant. Combined with some top-level specialists we can offer client service to be proud of. At the same time we are small enough for each individual to be key to our success, the partners here work closely supporting staff. We are keen to share knowledge and experience to ensure people of all levels get involved with clients and build their own relationships. Hard work and a good attitude get recognised and rewarded, everyone has their own level of aspiration which the firm supports with a fantastic internal training programme. In addition to this we remember that work life balance is key – while there are busy periods we promote participation in sports and social events and always remember family life comes first. So, what things are you involved with at MHA MacIntyre Hudson outside of client work? Historically I helped develop and ultimately lead the employee forum, encouraging staff from across the firm to come together to explore ways to create some firmwide initiatives. This included a campaign to introduce charity days across the firm which started this year. I’m also very keen on encouraging young people into the profession, where I can I attend careers support sessions, offer work experience opportunities as well as provide interview and CV advice. I think it’s very important that young people looking at the profession see it as a ‘people’ job, as well as one that includes some good technical challenges and varying career prospects. The different routes into both accountancy and tax means the profession really is open to anyone with the right skills and a willingness to work hard. How many people do you work with and what do you look for in team members? My immediate team is seven people but the nature of my client base means I regularly work with a whole range of specialists. While I will be with my client every step of the way it is great to know we have people who specialize in everything from complex reconstructions, details of property VAT projects and R&D (to name just a few) who will really take ownership of projects. I am a firm believer that you get back what you put in, that doesn’t mean that you have to work twelve hours every day of the week, but I want everyone to make the most of the opportunities to learn and develop, it will make people want to invest in you. Are there different challenges facing those looking for enter the profession compared to when you started and what advice would you share? Costs of studying are increasing so there is pressure on making the ‘right’ decision while at the same time technology is developing so rapidly – it must be hard to decide what to study. Apprenticeships such as the AAT are a great way to balance getting professional training while earning money. That said, it is never too late to change your mind or take some time out, accountancy was a last minute career change for me coming out of university and I have never looked back! The best advice I can give is to be open about who you are and what you value. A key strength in any team is the diversity of skills, abilities and life experiences. Be frank about what you can bring to the table and authentic about what motivates you - while you need to have your interview answers prepped you need to let the interviewer see ‘you’. 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.burley@mhllp.co.uk or contact our London office at 020 7429 4100
Pathway to Partner: More than just technical expertise and timesheets
Alicia Crisp joined MHA MacIntyre Hudson as a graduate trainee at the North London office in 2007, qualifying as a chartered accountant in 2010. Alicia became partner in 2017, at the time the youngest in the firm. Last year she was ranked at number 1 on Accountancy Age’s 35 under 35 ‘Spotlighting Young Talent’. She runs a portfolio of clients with a focus on working with owner managed businesses across London and south Hertfordshire, from new start-ups to long-standing companies. Having stayed within one firm from trainee to partnership what would you say are some key attributes for people looking to progress their career at MHA? It’s not all about technical excellence and timesheets, for a firm like MHA, people skills and building relationships are key, be that supporting a trainee, mentoring someone looking for promotion, dealing with a technical client query or networking with referrers and prospects. Each partner is different and will have developed their skills and network to become a key part of the business – whether that is as a portfolio leader or technical advisory expert. Having an entrepreneurial streak is also useful when it comes to finding solutions to clients’ varying businesses, family set ups and problems, which are often complex. What do you think makes MHA MacIntyre Hudson a good firm to work for? The firm is expanding quickly and has big ambitions which means there are great opportunities available and a wide variety of work. We have a strong emphasis on client contact and care, staff work hard to build an in depth understanding of client needs to ensure that advice given is tailored and relevant. Combined with some top-level specialists we can offer client service to be proud of. At the same time we are small enough for each individual to be key to our success, the partners here work closely supporting staff. We are keen to share knowledge and experience to ensure people of all levels get involved with clients and build their own relationships. Hard work and a good attitude get recognised and rewarded, everyone has their own level of aspiration which the firm supports with a fantastic internal training programme. In addition to this we remember that work life balance is key – while there are busy periods we promote participation in sports and social events and always remember family life comes first. So, what things are you involved with at MHA MacIntyre Hudson outside of client work? Historically I helped develop and ultimately lead the employee forum, encouraging staff from across the firm to come together to explore ways to create some firmwide initiatives. This included a campaign to introduce charity days across the firm which started this year. I’m also very keen on encouraging young people into the profession, where I can I attend careers support sessions, offer work experience opportunities as well as provide interview and CV advice. I think it’s very important that young people looking at the profession see it as a ‘people’ job, as well as one that includes some good technical challenges and varying career prospects. The different routes into both accountancy and tax means the profession really is open to anyone with the right skills and a willingness to work hard. How many people do you work with and what do you look for in team members? My immediate team is seven people but the nature of my client base means I regularly work with a whole range of specialists. While I will be with my client every step of the way it is great to know we have people who specialize in everything from complex reconstructions, details of property VAT projects and R&D (to name just a few) who will really take ownership of projects. I am a firm believer that you get back what you put in, that doesn’t mean that you have to work twelve hours every day of the week, but I want everyone to make the most of the opportunities to learn and develop, it will make people want to invest in you. Are there different challenges facing those looking for enter the profession compared to when you started and what advice would you share? Costs of studying are increasing so there is pressure on making the ‘right’ decision while at the same time technology is developing so rapidly – it must be hard to decide what to study. Apprenticeships such as the AAT are a great way to balance getting professional training while earning money. That said, it is never too late to change your mind or take some time out, accountancy was a last minute career change for me coming out of university and I have never looked back! The best advice I can give is to be open about who you are and what you value. A key strength in any team is the diversity of skills, abilities and life experiences. Be frank about what you can bring to the table and authentic about what motivates you - while you need to have your interview answers prepped you need to let the interviewer see ‘you’. 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.burley@mhllp.co.uk or contact our London office at 020 7429 4100
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