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Premium Jobs
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Tax Senior
South West
Competitive
We have been providing high quality Private Client advice for over 100 years and we remain at the forefront of the sector with consistent recommendations in the Legal 500 and Chambers and Partners for our work. Our client base includes a high proportion of high net worth clients with complex financial arrangements. We expect you to handle straightforward matters with minimal supervision. Our well-established Taunton office includes a Private Capital team who now has an opportunity for a Tax Senior to support the Tax & Trusts team. You will assist on a range of matters including the following: Advising high net worth individuals on all matters relating to their personal tax, to include capital gains and inheritance tax Resolving queries, preparing tax computations, and addressing the reporting to HMRC Advising on the IHT and CGT issues that arise in connection with the deceased’s estate Liaising/negotiating directly with HMRC regarding the availability of reliefs and exemptions from IHT and CGT An understanding/knowledge of Trust taxation would be useful but not essential to this role Meeting with and liaising with clients We are an experienced team, who will provide you with training, guidance and support to assist you in getting fully up to speed with this role and to begin developing your own relationships with our clients. This role will be supporting our Taunton team so travel to the Taunton office will be required several times a month. It is an integral part of this role that you comply with data security and all firm policies and procedures. About you Ideally you will be part-qualified working towards your AAT/ATT/CTA qualification and will be keen to extend your skills and experience. You will preferably have experience with completing tax computations and advising high net worth individuals, although this is not essential and full training will be provided. Of course you’ll have excellent communication and IT skills, integrity and a professional manner. You will also be good at using your initiative and determined to provide the best service possible for our clients. Finally, we are looking for someone who can demonstrate initiative and problem-solving skills, with a willingness to learn and develop, which will help you thrive in this role. Apply If you would like to apply for this vacancy, please send us your CV, together with a covering email/letter using the button below:
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Part-time Tax Manager
Epsom
TBA
We are looking to recruit a part time Tax Manager to work approx. two days per week to replace existing individual who is retiring after some thirty years! We use PTP systems for personal and corporation tax. Proposed employee will review tax computations and prepare corporation tax and personal, partnership and trust tax returns. We also need general tax advice to accounting staff Only UK taxation dealt with Salary : (to be agreed) or self employment by monthly invoice Please contact Neil Winckless via the apply button below.
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Tax Technician
Farnham
£25,000 – £32,000 + Study Package (ATT / CTA)
Are you a tax professional looking for a new career? TC Group are officially one of the fastest growing Top 40 UK firms and have a fantastic opportunity to join the Farnham team with excellent career progression and study support. Working closely with the accounts and tax team, you will be given a degree of autonomy in the delivery of your work but there will always be a member of the team to support you where necessary. Key responsibilities will include: Preparing tax returns and computations on a timely basis. Preparing company tax returns and computations for audit clients. Being the main point of contact for all personal tax client and proactively contacting clients to forward information required to complete their returns. Reminding clients of personal tax payments as they become due. Monthly contact with clients when corporation tax payments are due. Monthly review of company tax return deadlines and ensuring filing deadlines are met. Delivering exceptional client service. Responsible for the annual filing of director salary submissions to HMRC. Preparing and submitting ATED returns. Advising on, preparing and submitting P11d returns. Advising on PAYE settlement agreement duties to clients, to include calculating and communicating amounts due to HMRC. Responsible for the timely submission of Form 42 and EMI40 forms to HMRC. Submitting personal and company tax returns to HMRC. Calculating quarterly instalment payments for corporation tax for large companies. Managing tax related incoming correspondence and ensuring it is actioned to deadlines. Regular liaison with the accounts team and tax team. Assisting in tax projects. Answering day to day queries. Liaising with HMRC, clients and third parties when needed. We are looking for candidates with the following: ATT part qualified or qualified. 2 years tax experience working in an accountancy firm. Accurate data entry skills with excellent knowledge of Excel and Word. Ability to work efficiently to tight deadlines and organise and prioritise own workload. Ability to work independently. Excellent written and verbal communication skills. Driven with a strong work ethic. A willingness to work as an integral part of a busy team. Experience with CCH would be an advantage. Knowledge of Xero desirable but not essential. A generous remuneration package includes: £25,000 – £32,000 + Study Package (ATT / CTA) pension scheme life assurance 23 days annual leave (exc BH) – increasing by one day per year up to a maximum of 28 days opportunity to purchase additional holiday days access to our corporate reward scheme employee Assistance Programme opportunity to develop your skills and progress within the Firm relaxed and friendly working environment About us TC Group is a highly innovative, leading edge firm of accountants and professional advisers. Officially one of the fastest growing Top 40 UK firms with offices across the South West, South East, London, Midlands and the North, we are the first to offer a full range of complementary professional services in the areas of financial planning, legal and HR. We are also at the forefront of technology, having won Xero’s Emerging Partner of the Year, and shortlisted for Large Partner of the Year awards in recent years. Our unrivalled levels of knowledge and experience, combined with a genuinely unique service offering, allow us to provide clients and the wider public with the highest level of quality, bespoke business solutions.
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Senior Tax Advisor
Farnham
£35k-£65k (full time) depending on experience
We have an exciting opportunity in our Farnham office for a Senior Tax Advisor looking to make the change from tax compliance to tax advisory work. This will initially be a mixed tax (40% personal 60% corporate), mixed compliance/tax advisory role with opportunity in the future to move out of tax compliance altogether, should you wish to do so. Key responsibilities are: Assisting in preparing complex tax returns for high net worth individuals, partnerships and companies Personal tax – capital gains tax and inheritance tax Completing the high level tax compliance work, as well as reviewing work completed by junior members of staff, providing feedback and constructive criticism as appropriate Reviewing corporation tax returns, to identify opportunities for clients. Drafting and preparing research and development relief claims and reports Setting up and implementing MBO’s Completing sale and purchase transactions Providing administrative support to managers and partners for tax advisory projects. Assisting with technical advisory work and research, including private client tax, VAT and corporate tax as needed Demonstrating an ability to analyse and interpret data, identifying issues and applying technical knowledge appropriately Preparing high quality, professional tax reports, ready for review by the partner Preparing relevant tax disclosures to HMRC Training junior members of staff as required. This role is integral in helping the company meet its agreed aims and objectives within a profitable, professional, efficient and effective working environment. As the role may require you to travel to client premises it is vital you hold a current driving licence and have your own transport. We are looking for individuals with initiative to develop their careers and provide a first class advisory service to our clients. Specifically with the following knowledge and experience: CTA Qualified Minimum 3 years’ experience in accountancy practice with a mixed tax technical knowledge and experience of assisting clients on a variety of tax-related issues. Experience with high net worth individuals, personal tax, MBO’s, R&D and company sale and purchase transactions a distinct advantage. Excellent client relationship skills and the ability to nurture existing clients. Detail orientated with the ability to demonstrate technical breadth Ability to explain complex tax issues in plain English for all levels of understanding The ability to prioritise work and to work to strict timescales where required Good IT skills specifically intermediate Excel. Previous experience of CCH is an advantage Proactive, motivated and able to work independently as well as part of a team Organised and adaptable Ability and willingness to drive the success of the firm A fanatical attitude to client care and delivering first class customer service. A generous remuneration package includes: Salary range £35k-£65k (full time) depending on experience Pension scheme Life assurance 23 days annual leave (exc BH) – increasing by one day per year up to a maximum of 28 days Opportunity to purchase additional holiday days Full time hours are 39.5 hours per week Flexible working hours and working from home Access to our corporate reward scheme Employee Assistance Programme Opportunity to develop your skills and progress within the Firm Relaxed and friendly working environment TC Group is a highly innovative, leading edge firm of accountants and professional advisers. Officially one of the fastest growing Top 40 UK firms with offices across the South West, South East, London, Midlands and the North, we are the first to offer a full range of complementary professional services in the areas of financial planning, legal and HR. We are also at the forefront of technology, having won Xero’s Emerging Partner of the Year, and shortlisted for Large Partner of the Year awards in recent years. Our unrivalled levels of knowledge and experience, combined with a genuinely unique service offering, allow us to provide clients and the wider public with the highest level of quality, bespoke business solutions.
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Qualified Accountant
Ruislip
Competitive
Qualified accountant required to manage small accountancy practice in Ruislip. Present proprietor wishing to work perhaps an hour or two per day, and eventually to retire completely. The applicant must be fully conversant with quickbooks online and have 20 years experience in an accountancy practice. The successful applicant will have the opportunity of purchasing the practice.
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Enterprise Tax Manager or Assistant Manager
United Kingdom
£40,000 to £60,000
This is an exciting time for the right two people to be joining Finerva. The UK tech and innovation sector is expanding rapidly and so are our clients. Our clients are appreciative of the prompt, easy-to-understand, actionable advice and support we provide them. We have two newly created positions to join our expanding tax advisory team. One role will be focused on R&D Tax Credits and the other on Enterprise Management Incentive (EMI) Share Options and Enterprise Investment Scheme (EIS) advice and support. There would be opportunities to work on other tax areas as well depending on experience. The roles will report into the service line leader. We are open to part-time and full-time applications. We have always been a flexible business in terms of location of work (home, office or hybrid) and are open to discussions here, so we find the best advisors join our team. Responsibilities include: Assess and advise on eligibility and suitability of the enterprise tax schemes for our clients. Project management – in particular managing client expectations on timelines and budget, and liaising with specialist advisors on complex advisory projects. Preparation and drafting of materials for submission to HMRC. Corresponding with HMRC and maintaining the firms’ good reputation there. Relationship building – building relationships with colleagues in the Finerva Team (particularly our venture CFOs and our core accounting team) and our clients. Business development – opportunity to become involved in business development including joining initial calls with leads and referrals. Additionally, there is the option to become involved in marketing projects (for digital marketing, social media communications, and website development) and assist CTO with the design of features for our proprietary software platform to improve client experience and efficiency around tax work. The ideal candidate will have the following skills and experience. CTA (preferred), ACA, CA or equivalent. Experience from engagements involving R&D Tax Credits, EMI share options, ITEPA, growth shares, CSOPs, SEIS or EIS. Experience working with technology, science or engineering businesses. Project management capabilities – ensuring client’s expectations are managed, and work is delivered on time, to budget and to the highest standards. Excellent communication skills particularly on video calls and email and managing expectations. Personal attributes that are important: Responsive – an excellent communicator over video (particularly), phone and email. A self-starter – proactive and prepared to ask questions where unsure. Collaborative – enjoys working in a collegiate environment, supporting others and seeking help where required. Looking for progression – a hunger to learn and develop. If you would like to apply, please send your CV and cover letter (including a paragraph on your view of the UK as a place for fast growing businesses) to adam@finerva.com .
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Employment Tax, Manager/Assistant Manager
London
50000 - 70000
Preferred backgrounds would be in Employment Tax or Reward (tax or legal), although strong Global Mobility candidates wishing to widen their skill set would also be considered. Established team members are expected to have a ‘primary’ focus (i.e. taken from Global Mobility, Reward or Employment Tax), a secondary focus and be conversant on the third area of the team’s specialism. The role The positions have a consultancy focus (covering IR35, CIS, CJRS, NMW etc in Employment Tax, implementing and advising on approved and unapproved arrangements, EOTs etc in Reward and social security, international homeworkers, cross border reward issues etc in Global Mobility). However, over the summer months there is also compliance work to deliver (covering STBVs, PSAs, P11Ds and ERS returns). The candidates would be involved with the delivery of both consultancy and compliance projects. The team have a diverse client base, undertake interesting projects and exceptional client service is central to everything they do. Key responsibilities Client work Undertake consultancy work Manage portfolio of complex advisory and compliance cases Give exceptional client service and be responsible for maintaining regular contact with client team Technically strong People Management and development Liaison with Partners, demonstrating strong management skills Appraisals/monitor staff performance On the job training for junior staff on a one-to-one basis Dealing with staff questions Compliance Ensuring the firm’s procedures are followed taking account of institute and HMRC guidance, where relevant Ensuring department KPIs are met around utilisation, billing and recovery targets Personal Development (Technical & Other) Reading; internal meetings; internal and external seminars and courses Awareness and interest in what other parts of the firm can do, to encourage cross-referrals Practice Development Actively involved in business development activities/raising firm’s and individual profile as appropriate Skills and attributes for success Client focus – ability to deliver consistently excellent client service. Commercial awareness – delivers value to client and team profitability. Teamwork – organises and supports others. Good communicator – both written and oral. Problem solving – positive attitude to solving problems and delivering outcomes. Enthusiastic and keen business developer Technical knowledge – be adept and up to date with a breadth of Employment Tax knowledge Qualified accountant (ACA/ACCA/CA) and/or tax advisor (CTA) – Assistant Manager / Manager position Part qualified – Tax Trainee / Tax Senior position To qualify for the role you must have Employment tax / reward / global mobility experience gained within the profession and or industry Technically capable tax adviser who is able to assist in complex client work Demonstrable experience of managing people and clients Existing business development skills and appetite to grow business
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3 x Non-Executive Members
Wales
A daily rate of £300, pro rata
Welsh Revenue Authority (WRA) 3 x Non-Executive Members Remuneration - £300 per day, pro rata plus reasonable expenses – 2 to 3 days per month We particularly welcome applications from underrepresented groups with lived experience, including disabled people, women, people under 30 years of age, lesbian, gay, bisexual, trans or intersex (LGBTI+) and black, Asian and minority ethnic candidates. Established as a non-ministerial department of Welsh Government, the WRA has been operational since 1 April 2018. Our primary purpose is to administer and collect Wales’ first devolved taxes; Land Transaction Tax (LTT) and Landfill Disposals Tax (LDT). We're a small, digital organisation consisting of around 80 colleagues - dedicated to learning, innovation and continuous change to improve services for our taxpayers. We’re looking for three new Board Members who will share our values and bring a fresh outlook to support and guide our organisation, working with our experienced Board Members. We’re looking for applicants with diverse experience which will have been gained from either the public or private sector, and from either paid or voluntary experience. Applicants need not have had experience of being a Non-Executive Board Member previously. The WRA are committed to equality and diversity of its Board Membership and welcomes applications from under-represented groups. It’s an exciting place to be and a great opportunity to give back to the people of Wales. The closing date for applications 1 August 2021at 16:00. Awdurdod Cyllid Cymru (ACC) 3 x Aelod Anweithredol Tâl cydnabyddiaeth - £300 y dydd, pro rata a threuliau rhesymol - 2 i 3 diwrnod y mis Rydym yn croesawu’n benodol geisiadau gan bobl sydd â phrofiad bywyd ac sy’n dod o grwpiau sy’n cael eu tangynrychioli ar hyn o bryd, gan gynnwys pobl anabl, menywod, pobl dan 30 oed, lesbiaid a hoywon a phobl ddeurywiol, traws neu ryngrywiol (LGBTI+), a phobl o gefndir du, Asiaidd ac ethnig leiafrifol. Mae'r ACC, a sefydlwyd fel adran anweinidogol o Lywodraeth Cymru, wedi bod yn weithredol ers 1 Ebrill 2018. Ein diben pennaf yw gweinyddu a chasglu trethi datganoledig cyntaf Cymru; sef y Dreth Trafodiadau Tir a'r Dreth Gwarediadau Tirlenwi. Sefydliad bach, rydym yn, digidol ydym ni, sy'n cyflogi tua 80 o gydweithwyr. Rydym yn ymroddedig i ddysgu, arloesi a newid parhaus er mwyn gwella gwasanaethau i'n trethdalwyr. Rydym yn chwilio am dri Aelod Bwrdd newydd a fydd yn rhannu ein gwerthoedd ac yn cynnig safbwynt ffres i gefnogi a llywio ein sefydliad, gan weithio gyda'n Haelodau Bwrdd profiadol. Rydym yn chwilio am ymgeiswyr â phrofiad amrywiol a enillwyd yn y sector cyhoeddus neu'r sector preifat, a thrwy brofiad gwirfoddol neu â thâl. Nid oes angen i ymgeiswyr fod wedi cael profiad blaenorol o fod yn Aelod Bwrdd Anweithredol. Mae'r ACC yn ymrwymedig i gydraddoldeb ac amrywiaeth ei Aelodau Bwrdd ac yn croesawu ceisiadau gan grwpiau heb gynrychiolaeth ddigonol. Mae'n lle cyffrous i weithio ynddo ac yn gyfle gwych i wasanaethu pobl Cymru. Y dyddiad cau ar gyfer ceisiadau yw 1 Awst 2021 i 16:00
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How to resign
It goes without saying that if you have felt compelled to look for another job, there are good reasons for you having done so. Maybe your current firm couldn’t offer you the progression to match your ambitions, or maybe you just couldn’t get along with your boss or co-workers. Whatever the reason, it is important to leave the firm well. It is a small world after all, and you just never know when you might cross paths again in the future. The resignation meeting You’ve been psyching yourself up for hours, days even, and now finally the time has arrived to tell your boss that you are leaving. Don’t panic. This is often the worst bit, and it will soon be over. Make sure you have a formal resignation letter prepared in advance of your meeting to hand to your boss. Don’t forget to put the date on it, as this will officially trigger the countdown of your notice period. Email a soft copy of the letter to them afterwards for your own records. Smile, be pleasant, explain your reasons for leaving and offer thanks for the opportunity you were given. What to include in your resignation letter A resignation letter is not an opportunity to flex your novel writing muscles. It should be relatively short, professional, and to the point. That said, there are some practical things you should include, as well as some niceties you might like to add to keep the process as amiable as possible. State clearly that you are tendering your resignation. Reiterate your notice period and state your contractual date of departure. If you are hoping to secure an earlier leave date, mention here that you would like a discussion about this. You may or may not want to explain your reasons for leaving. You are not obligated to do so. However, this is not the place to air any grievances. You can keep it simple, for example, mention you have secured another role that more closely aligns to your future career plans, is closer to home, offers more flexible working etc.. Above all, keep it brief and professional. If you have a good relationship with your boss, you might want to provide a lengthier explanation in person. Write something positive. This could be expressing enjoyment of your time with the firm and working with your boss, expressing gratitude for things you have learnt, support you have received or the great experience you have gained. It would be a nice touch to wish your boss and your team every future success. What if my current employer offers incentives for me to stay? There are a number of ways your current employer can attempt to convince you to stay. More money. Promotion. Promises to rectify whatever it is that went wrong in the first place. At this juncture, it is important to remember why you wanted to leave in the first place. Those reasons in all likelihood are still valid and whilst it’s easy to bask in the glow of feeling loved and wanted again, in the cold light of day, things may feel different. It may also feel like too much of a hollow victory if the only reason your employer is now prepared to promote you or pay you more money is because you are leaving. Be a good leaver No matter how aggrieved you may feel towards your employer or co-workers, don’t lose your sense of professional pride. Ever. Suck up any negativity and do the best job you can for the duration of your notice period. It won’t last forever. Be cordial to everyone. Where possible, finish work that you are able to conclude in the timeframe. Where this isn’t possible, write comprehensive handover notes to the person taking over your work. Ensure they know the current state of play and where everything is stored so they can find things easily once you have left. Negotiating an early departure If you would like to leave before the end of your official notice period, it is prudent to mention this in your resignation letter and at your meeting. Ask what work needs to be completed and what steps you need to take in order to secure an early release. Be as helpful, accommodating and genial as possible. Your employer is of course under no obligation to let you go early, so they will need reassurance that your early departure will not be detrimental to your clients / the team / the firm, if they are to consider it. If they do agree to a conditional early release, revisit your action steps with your boss every few days to get agreement that you are on track for your desired departure date. Be professional Keep it positive. If you can’t be positive, at least don’t be negative. Never bad mouth your employer or co-workers in a professional environment. You could end up working together again someday or somehow. Your career will last many years. Don’t ever burn your professional bridges; it’s just not worth the risk. On your last day, leave the office with handshakes all round and your head held high. This will soon feel like a distant memory and pastures new await… Sharon Furbank is a Tax Recruitment Director at Buckley Consulting Ltd – Connecting the right people. She was a tax professional herself for many years before specialising in tax recruitment. sharon@buckley-consulting.co.uk
How to resign
It goes without saying that if you have felt compelled to look for another job, there are good reasons for you having done so. Maybe your current firm couldn’t offer you the progression to match your ambitions, or maybe you just couldn’t get along with your boss or co-workers. Whatever the reason, it is important to leave the firm well. It is a small world after all, and you just never know when you might cross paths again in the future. The resignation meeting You’ve been psyching yourself up for hours, days even, and now finally the time has arrived to tell your boss that you are leaving. Don’t panic. This is often the worst bit, and it will soon be over. Make sure you have a formal resignation letter prepared in advance of your meeting to hand to your boss. Don’t forget to put the date on it, as this will officially trigger the countdown of your notice period. Email a soft copy of the letter to them afterwards for your own records. Smile, be pleasant, explain your reasons for leaving and offer thanks for the opportunity you were given. What to include in your resignation letter A resignation letter is not an opportunity to flex your novel writing muscles. It should be relatively short, professional, and to the point. That said, there are some practical things you should include, as well as some niceties you might like to add to keep the process as amiable as possible. State clearly that you are tendering your resignation. Reiterate your notice period and state your contractual date of departure. If you are hoping to secure an earlier leave date, mention here that you would like a discussion about this. You may or may not want to explain your reasons for leaving. You are not obligated to do so. However, this is not the place to air any grievances. You can keep it simple, for example, mention you have secured another role that more closely aligns to your future career plans, is closer to home, offers more flexible working etc.. Above all, keep it brief and professional. If you have a good relationship with your boss, you might want to provide a lengthier explanation in person. Write something positive. This could be expressing enjoyment of your time with the firm and working with your boss, expressing gratitude for things you have learnt, support you have received or the great experience you have gained. It would be a nice touch to wish your boss and your team every future success. What if my current employer offers incentives for me to stay? There are a number of ways your current employer can attempt to convince you to stay. More money. Promotion. Promises to rectify whatever it is that went wrong in the first place. At this juncture, it is important to remember why you wanted to leave in the first place. Those reasons in all likelihood are still valid and whilst it’s easy to bask in the glow of feeling loved and wanted again, in the cold light of day, things may feel different. It may also feel like too much of a hollow victory if the only reason your employer is now prepared to promote you or pay you more money is because you are leaving. Be a good leaver No matter how aggrieved you may feel towards your employer or co-workers, don’t lose your sense of professional pride. Ever. Suck up any negativity and do the best job you can for the duration of your notice period. It won’t last forever. Be cordial to everyone. Where possible, finish work that you are able to conclude in the timeframe. Where this isn’t possible, write comprehensive handover notes to the person taking over your work. Ensure they know the current state of play and where everything is stored so they can find things easily once you have left. Negotiating an early departure If you would like to leave before the end of your official notice period, it is prudent to mention this in your resignation letter and at your meeting. Ask what work needs to be completed and what steps you need to take in order to secure an early release. Be as helpful, accommodating and genial as possible. Your employer is of course under no obligation to let you go early, so they will need reassurance that your early departure will not be detrimental to your clients / the team / the firm, if they are to consider it. If they do agree to a conditional early release, revisit your action steps with your boss every few days to get agreement that you are on track for your desired departure date. Be professional Keep it positive. If you can’t be positive, at least don’t be negative. Never bad mouth your employer or co-workers in a professional environment. You could end up working together again someday or somehow. Your career will last many years. Don’t ever burn your professional bridges; it’s just not worth the risk. On your last day, leave the office with handshakes all round and your head held high. This will soon feel like a distant memory and pastures new await… Sharon Furbank is a Tax Recruitment Director at Buckley Consulting Ltd – Connecting the right people. She was a tax professional herself for many years before specialising in tax recruitment. sharon@buckley-consulting.co.uk
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The View from up Here…The Future of Work
The View from up Here… The Future of Work Covid 19 has been a game changer for the tax profession, it has speeded up the adoption of agile working by accountancy firms, revolutionised the use of online systems for meetings as well as client work and led professional bodies including the Association of Tax Technicians and the Chartered Institute of Taxation to hold all their examinations on line. It has opened up the employment market allowing tax specialists to work remotely and as such live further away from their office. At the same time it has highlighted inequalities amongst the sexes over who provides child care when nurseries and schools are shut. With the UK government trying to return things to a new normal and announcing August 19th 2021 as the new ‘Freedom Day’ and July 19th as an end to many mandatory Covid restrictions, I have been pondering which of the changes that Covid 19 has prompted are here to stay. Home Working Vs the Office I personally think that at least some measure of home working is here to stay. We’ve had the ‘Pandora’s Box’ moment and there is no shutting the monsters and the hope back in. Some firms have already decided to cut the size of their office space (one Top 20 firm is cutting theirs by half) and offer staff a hugely flexible working pattern. Others are asking staff to in future be in the office from anything from 1 day a week to 60% of the working week. A break from commuting has made many employees realise that they don’t want to go back to daily traffic jams, crowded tubes and train journeys and employers not offering at least part remote working are already seeing staff leaving to join competitors. As a self-confessed extrovert who has always loved meeting clients and candidates in person and who would happily go to ‘the opening of an envelope’ if it included a canape and glass of wine, I’ve been surprised how much I’ve enjoyed working from home. As long as I can still see people on Zoom and Teams and talk to people by phone, I’ve found I’m happy to swop the commute. It has allowed me to sleep in later, spend quality time with my dog (and the family!) and get more of a work life balance. Conversely, I can see however that online working can create its own problems; firms are trying to work out how to maintain an appropriate culture, if people aren’t in an office all together. This is particularly important when training new staff – a huge part of accountancy firm and law firm training comes in a part by ‘osmosis’ from sitting near more senior colleagues and being able to ask them questions. Firms have got around this out of necessity by putting in systems such as ‘buddies’ and individual mentors or organising daily and weekly on-line update calls with trainees. It does mean that 2020’s crop of school leavers and graduates are having a very different experience of a training contract. I do feel they are missing out on the social side of joining a firm and developing life long friendships with other trainees which are made in late night sessions meeting deadlines, studying together or travelling to training courses together. This is where in person team building events will become important such as social events for trainees. I’ve been impressed by the range of quizzes and socials accountancy firms have managed online but I do think there is a place for in person events. I also very aware that I’m in the comfortable position of living in a house with its own office and a large garden and plenty of space, whereas many trainees are in inner city flats, house shares or living with parents and going to the office can be something of an escape. So how people feel about home working is also irrevocably tied in with their own home life. Many firms worry about how to monitor their workforce – though most of my professional services clients have been pleasantly surprised by how diligent their teams have been. Proving the old adage that if you treat people as grown ups they tend to react accordingly. Improvements in Dealing with Mental Health at Work I read a horrifying statistic last week, that it has been have found that 34% of people who have had Covid19 have within 6 months has a mental health or neurological issue. In fact the medical profession is now considering Covid to be a brain disease rather than a respiratory one*. With this in mind I think it is lucky that the UK tax profession has come on in leaps and bounds in terms of how it deals with mental health. The Big 4 and Top 20 firms have led the way by creating a culture of openness and encouraging early intervention to remove the stigma attached to mental ill health. They have done this in part by allowing senior staff including partners to blog about their own experiences and struggles. This has flown in the face of the traditional ‘work hard, play hard and show no weakness’ culture. Changes in Office/Work Culture When writing this it seems impossible for some things to return to how they were pre-March 2019. In particular the old rituals of holding client meetings; from the bowls of sweets in reception to the greeting of clients with a handshake, sharing a crowded lift as you bought them up to your office floor, taking their coat and bag and hanging them up for them, leading them through an office and sitting across from them or next to them and passing them cups of tea or coffee. Suddenly each of these steps feels like it needs its own risk assessment and a hand sanitising regime. I think it will be a very long time before I’m happy to share a lift with someone without wearing a face mask. Whilst some clients are already asking for face to face meetings, most seem to appreciate the time saving involved in moving an event to Teams or Zoom. It often takes dramatic events to change work practices, I’ve been reading Monica Dickens’ autobiographical work ‘One Pair of Feet’ which highlights how woman’s role in the work place was changed by World War II. In many ways a global pandemic like Covid acts as a catalyst for change as professions adapt to enable them to continue. *https://www.medicalnewstoday.com/articles/covid-19-1-in-3-diagnosed-with-brain-or-mental-health-condition https://www.bbc.com/future/article/20200622-the-long-term-effects-of-covid-19-infection https://www.sciencedaily.com/releases/2021/01/210119114456.htm Georgiana Head is a Director at Georgiana Head Recruitment specialising in recruiting tax professionals. She trained in tax and is an ATT Council Member. In her spare time she is a school governor. georgiana@ghrtax.com
The View from up Here…The Future of Work
The View from up Here… The Future of Work Covid 19 has been a game changer for the tax profession, it has speeded up the adoption of agile working by accountancy firms, revolutionised the use of online systems for meetings as well as client work and led professional bodies including the Association of Tax Technicians and the Chartered Institute of Taxation to hold all their examinations on line. It has opened up the employment market allowing tax specialists to work remotely and as such live further away from their office. At the same time it has highlighted inequalities amongst the sexes over who provides child care when nurseries and schools are shut. With the UK government trying to return things to a new normal and announcing August 19th 2021 as the new ‘Freedom Day’ and July 19th as an end to many mandatory Covid restrictions, I have been pondering which of the changes that Covid 19 has prompted are here to stay. Home Working Vs the Office I personally think that at least some measure of home working is here to stay. We’ve had the ‘Pandora’s Box’ moment and there is no shutting the monsters and the hope back in. Some firms have already decided to cut the size of their office space (one Top 20 firm is cutting theirs by half) and offer staff a hugely flexible working pattern. Others are asking staff to in future be in the office from anything from 1 day a week to 60% of the working week. A break from commuting has made many employees realise that they don’t want to go back to daily traffic jams, crowded tubes and train journeys and employers not offering at least part remote working are already seeing staff leaving to join competitors. As a self-confessed extrovert who has always loved meeting clients and candidates in person and who would happily go to ‘the opening of an envelope’ if it included a canape and glass of wine, I’ve been surprised how much I’ve enjoyed working from home. As long as I can still see people on Zoom and Teams and talk to people by phone, I’ve found I’m happy to swop the commute. It has allowed me to sleep in later, spend quality time with my dog (and the family!) and get more of a work life balance. Conversely, I can see however that online working can create its own problems; firms are trying to work out how to maintain an appropriate culture, if people aren’t in an office all together. This is particularly important when training new staff – a huge part of accountancy firm and law firm training comes in a part by ‘osmosis’ from sitting near more senior colleagues and being able to ask them questions. Firms have got around this out of necessity by putting in systems such as ‘buddies’ and individual mentors or organising daily and weekly on-line update calls with trainees. It does mean that 2020’s crop of school leavers and graduates are having a very different experience of a training contract. I do feel they are missing out on the social side of joining a firm and developing life long friendships with other trainees which are made in late night sessions meeting deadlines, studying together or travelling to training courses together. This is where in person team building events will become important such as social events for trainees. I’ve been impressed by the range of quizzes and socials accountancy firms have managed online but I do think there is a place for in person events. I also very aware that I’m in the comfortable position of living in a house with its own office and a large garden and plenty of space, whereas many trainees are in inner city flats, house shares or living with parents and going to the office can be something of an escape. So how people feel about home working is also irrevocably tied in with their own home life. Many firms worry about how to monitor their workforce – though most of my professional services clients have been pleasantly surprised by how diligent their teams have been. Proving the old adage that if you treat people as grown ups they tend to react accordingly. Improvements in Dealing with Mental Health at Work I read a horrifying statistic last week, that it has been have found that 34% of people who have had Covid19 have within 6 months has a mental health or neurological issue. In fact the medical profession is now considering Covid to be a brain disease rather than a respiratory one*. With this in mind I think it is lucky that the UK tax profession has come on in leaps and bounds in terms of how it deals with mental health. The Big 4 and Top 20 firms have led the way by creating a culture of openness and encouraging early intervention to remove the stigma attached to mental ill health. They have done this in part by allowing senior staff including partners to blog about their own experiences and struggles. This has flown in the face of the traditional ‘work hard, play hard and show no weakness’ culture. Changes in Office/Work Culture When writing this it seems impossible for some things to return to how they were pre-March 2019. In particular the old rituals of holding client meetings; from the bowls of sweets in reception to the greeting of clients with a handshake, sharing a crowded lift as you bought them up to your office floor, taking their coat and bag and hanging them up for them, leading them through an office and sitting across from them or next to them and passing them cups of tea or coffee. Suddenly each of these steps feels like it needs its own risk assessment and a hand sanitising regime. I think it will be a very long time before I’m happy to share a lift with someone without wearing a face mask. Whilst some clients are already asking for face to face meetings, most seem to appreciate the time saving involved in moving an event to Teams or Zoom. It often takes dramatic events to change work practices, I’ve been reading Monica Dickens’ autobiographical work ‘One Pair of Feet’ which highlights how woman’s role in the work place was changed by World War II. In many ways a global pandemic like Covid acts as a catalyst for change as professions adapt to enable them to continue. *https://www.medicalnewstoday.com/articles/covid-19-1-in-3-diagnosed-with-brain-or-mental-health-condition https://www.bbc.com/future/article/20200622-the-long-term-effects-of-covid-19-infection https://www.sciencedaily.com/releases/2021/01/210119114456.htm Georgiana Head is a Director at Georgiana Head Recruitment specialising in recruiting tax professionals. She trained in tax and is an ATT Council Member. In her spare time she is a school governor. georgiana@ghrtax.com
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How to choose the right job offer
Receiving a job offer should be a cause for celebration, but it can also be stressful as candidates tie themselves in knots trying to decide whether to accept, or which offer to go for. We are used to guiding people through the decision-making process. Follow our suggestions to make the choice clearer: What do you want? It is really easy to get carried away by the interview process and forget what it was you were looking for in the first place. A sensible starting point in considering any offer is to write a list of all the things you hoped you might achieve. Include everything e.g. more interesting work, better promotion prospects, shorter commute, more money, flexible working. Then rank them in order of importance. Know your offers You can’t make a sensible decision unless you know what is on offer. If you have received formal offers in writing, you are likely to have a complete run down of the remuneration package including benefits. But increasingly, companies will only issue formal paperwork if they have received an indication of acceptance so your recruiter will need to ask for the list of benefits. You must be able to compare one pension scheme with another, whether one firm has a bonus scheme, and another doesn’t. This can make a huge difference to the overall package. You may also need/want to know what the company’s view of flexible/agile working is. Compare and contrast A simple spreadsheet works very well. List all of your requirements in order of importance and then just fill in with ticks or brief comments. You’ll be able to see at a glance if there is a front-runner. Emotional connection What if the front runner isn’t the company you felt that immediate connection with? Don’t ignore this! We spend many hours working and it’s an average 4 years before each person changes jobs, so it’s sensible to try and get this right. Think back to each interview. Were you made to feel comfortable? Did you think you’d work well with the future teammates that you met during the process? If you didn’t meet them, ask to. Most employers will be very happy to arrange an informal meeting with potential colleagues after you’ve received an offer; if they refuse without good reason, perhaps it isn’t the place for you. If the company you feel provides the best ‘fit’ doesn’t come out top on salary, do they have a better bonus scheme or pension or pay overtime for example? Can you save money on a shorter commute, or by working from home? Does it look like the scope for a promotion is better in the short to mid- term here than elsewhere? If you have taken all these things into consideration and the offer still falls short, ask your recruiter to negotiate on your behalf. Counter offers Your existing employer will often complicate things by making a counteroffer for you to stay. This could involve a pay rise, the promise of a promotion, or exposure to different work. This can throw a spanner in the works and candidates find it very hard to disengage from the emotional pull. It is flattering to be asked to stay, and often the easier option if our subconscious is thinking “better the devil you know”. Do bear in mind that you wouldn’t be getting a counteroffer if you weren’t good at your job, and the reasons you were considering moving are unlikely to go away. You should certainly never stay because of increased salary; will you have to resign each time you fall below market rate in the future? Getting you to stay means that your employer won’t have a staffing gap while they try and find and then train a good replacement and won’t have the additional costs of agency fees and/or advertising costs. Make sure that any counteroffer genuinely addresses your needs fully and is achievable. It’s frustrating to turn down a great offer elsewhere, find that your current firm doesn’t deliver on its promises and have to start the process from scratch. Take advice Take soundings from people you trust, ideally who have some knowledge of your market. A good recruiter will be focusing on providing you with sound career advice, even if that means advising you to stay with your current employer. Leap of faith If none of the offers deliver what you are looking for, keep looking. Again, a good recruiter will advise on what it is possible to achieve and to help with planning your longer term career strategy. At some point, you will have to take a leap of faith and trust your judgement but weighing up the options carefully and doing your due diligence will make the decision easier. Cathy Buckley is one of the directors of Buckley Consulting Limited. She has a background in tax, having worked for HMRC, industry and a leading firm of accountants. She has specialised in tax recruitment for over 25 years and regularly writes articles to help both employer and employee with recruitment and career development issues. For confidential career advice get in touch with Cathy on 020 3303 0020 or email cathy@buckley-consulting.co.uk
How to choose the right job offer
Receiving a job offer should be a cause for celebration, but it can also be stressful as candidates tie themselves in knots trying to decide whether to accept, or which offer to go for. We are used to guiding people through the decision-making process. Follow our suggestions to make the choice clearer: What do you want? It is really easy to get carried away by the interview process and forget what it was you were looking for in the first place. A sensible starting point in considering any offer is to write a list of all the things you hoped you might achieve. Include everything e.g. more interesting work, better promotion prospects, shorter commute, more money, flexible working. Then rank them in order of importance. Know your offers You can’t make a sensible decision unless you know what is on offer. If you have received formal offers in writing, you are likely to have a complete run down of the remuneration package including benefits. But increasingly, companies will only issue formal paperwork if they have received an indication of acceptance so your recruiter will need to ask for the list of benefits. You must be able to compare one pension scheme with another, whether one firm has a bonus scheme, and another doesn’t. This can make a huge difference to the overall package. You may also need/want to know what the company’s view of flexible/agile working is. Compare and contrast A simple spreadsheet works very well. List all of your requirements in order of importance and then just fill in with ticks or brief comments. You’ll be able to see at a glance if there is a front-runner. Emotional connection What if the front runner isn’t the company you felt that immediate connection with? Don’t ignore this! We spend many hours working and it’s an average 4 years before each person changes jobs, so it’s sensible to try and get this right. Think back to each interview. Were you made to feel comfortable? Did you think you’d work well with the future teammates that you met during the process? If you didn’t meet them, ask to. Most employers will be very happy to arrange an informal meeting with potential colleagues after you’ve received an offer; if they refuse without good reason, perhaps it isn’t the place for you. If the company you feel provides the best ‘fit’ doesn’t come out top on salary, do they have a better bonus scheme or pension or pay overtime for example? Can you save money on a shorter commute, or by working from home? Does it look like the scope for a promotion is better in the short to mid- term here than elsewhere? If you have taken all these things into consideration and the offer still falls short, ask your recruiter to negotiate on your behalf. Counter offers Your existing employer will often complicate things by making a counteroffer for you to stay. This could involve a pay rise, the promise of a promotion, or exposure to different work. This can throw a spanner in the works and candidates find it very hard to disengage from the emotional pull. It is flattering to be asked to stay, and often the easier option if our subconscious is thinking “better the devil you know”. Do bear in mind that you wouldn’t be getting a counteroffer if you weren’t good at your job, and the reasons you were considering moving are unlikely to go away. You should certainly never stay because of increased salary; will you have to resign each time you fall below market rate in the future? Getting you to stay means that your employer won’t have a staffing gap while they try and find and then train a good replacement and won’t have the additional costs of agency fees and/or advertising costs. Make sure that any counteroffer genuinely addresses your needs fully and is achievable. It’s frustrating to turn down a great offer elsewhere, find that your current firm doesn’t deliver on its promises and have to start the process from scratch. Take advice Take soundings from people you trust, ideally who have some knowledge of your market. A good recruiter will be focusing on providing you with sound career advice, even if that means advising you to stay with your current employer. Leap of faith If none of the offers deliver what you are looking for, keep looking. Again, a good recruiter will advise on what it is possible to achieve and to help with planning your longer term career strategy. At some point, you will have to take a leap of faith and trust your judgement but weighing up the options carefully and doing your due diligence will make the decision easier. Cathy Buckley is one of the directors of Buckley Consulting Limited. She has a background in tax, having worked for HMRC, industry and a leading firm of accountants. She has specialised in tax recruitment for over 25 years and regularly writes articles to help both employer and employee with recruitment and career development issues. For confidential career advice get in touch with Cathy on 020 3303 0020 or email cathy@buckley-consulting.co.uk
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Appraisals and finding the X Factor
As an employer, talent is undeniably one of our greatest assets and if nurtured in the right way, can make contributions to the firm’s ongoing success which far exceed our expectations. So how can we tailor our performance review process to ensure we are identifying and recognising our employees’ full potential, beyond the traditional appraisal? The key is don’t just make it about performance. We are missing a trick if we don’t use that time to delve deeper and explore what makes your employee tick. Do they have as yet undiscovered talents that they could put to good use in your organisation? Can you generate value out of things they feel passionate about? Before the appraisal Not the day or even a week before, but make it an ongoing habit to observe what your employees appear to be enjoying about their work and things that they are able to successfully accomplish with relative speed, accuracy and finesse. Keep a note of these. What interests do they talk about in their life outside of work that demonstrate a potential correlation with the working environment? The appraisal itself An employee’s appraisal should always be a two way conversation. Ideally the appraiser should be one who has already developed a trusted working relationship with the employee and is someone with whom the employee feels comfortable. Make it a safe space where the employee feels they can express themselves openly, airing any concerns, addressing development points, and talking about aspirations. From an employee’s perspective, it is a chance for them to affirm what they did well and receive recognition for that, but also an opportunity for self-reflection. This is the point at which you can really start to explore things together, which may well unearth hitherto unrecognised potential that can be utilised for maximum mutual benefit, leading to success both for your employee’s career, but also in terms of value add to the company. The brain storm Armed with the observations you have been gathering, engage your employee in a broader conversation about their future. You may need to take the lead on this initially while your employee gets comfortable talking about ideas that may at first feel out of their comfort zone or beyond their perceived reach. Thoughts on some touch points for that conversation include: Share your observations of the strengths that your employee has demonstrated to date and invite discussion around that. Ask your employee what strengths they feel they have and consider how these can be put to greater use within the organisation. Hone in on topics that your employee feels particularly passionate about. Can these be utilised to add value? Are there any achievements that your employee is particularly proud of and keen to replicate? Identify what your employee really enjoys about their work, but also the things that they find much less inspiring, or even draining. Discuss what impact they want to have professionally and personally. Start to build a vision of what this could lead to within the firm and what they could potentially achieve. Ask what matters to them in their career - is it money, status, social responsibility, making a difference? What are their career goals for the short and longer term? Is there an attribute your employee feels they have that could make a positive contribution to the firm? Consider the steps they would need to take to start to achieve these goals. It’s a win win At the end of the day, it’s about inspiring your employees, but also giving them the confidence (and of course the tools, whatever they may be) to take action. If your employee is passionate about their role and enjoying what they are doing, they will be more driven and motivated to succeed. Enjoyment is of course very subjective, and it is generally unrealistic to expect to love every aspect of our jobs 100% of the time, but it is an important factor nonetheless. Whilst an employee may be fabulous at doing X, if X makes them miserable, giving them more of it just because they’re good at it, won’t ultimately bring your organisation the wins it is hoping for. It is more likely to lead to an unhappy employee who decides to pursue their career elsewhere. Aiming for a balance where the enjoyment outweighs any frustration feels like a much more achievable plan. Furthermore, the more positive your employee feels about their prospects within the firm and the more these are aligned to shared personal and company goals, the more likely they are to perform at their highest potential. Ultimately employees want to feel partnered with their organisation, to feel that they are valued and that their contribution matters. If you get that buy in, you’re onto a winner! Sharon Furbank is a Tax Recruitment Director at Buckley Consulting Ltd – Connecting the right people. She was a tax professional herself for many years before specialising in tax recruitment. sharon@buckley-consulting.co.uk
Appraisals and finding the X Factor
As an employer, talent is undeniably one of our greatest assets and if nurtured in the right way, can make contributions to the firm’s ongoing success which far exceed our expectations. So how can we tailor our performance review process to ensure we are identifying and recognising our employees’ full potential, beyond the traditional appraisal? The key is don’t just make it about performance. We are missing a trick if we don’t use that time to delve deeper and explore what makes your employee tick. Do they have as yet undiscovered talents that they could put to good use in your organisation? Can you generate value out of things they feel passionate about? Before the appraisal Not the day or even a week before, but make it an ongoing habit to observe what your employees appear to be enjoying about their work and things that they are able to successfully accomplish with relative speed, accuracy and finesse. Keep a note of these. What interests do they talk about in their life outside of work that demonstrate a potential correlation with the working environment? The appraisal itself An employee’s appraisal should always be a two way conversation. Ideally the appraiser should be one who has already developed a trusted working relationship with the employee and is someone with whom the employee feels comfortable. Make it a safe space where the employee feels they can express themselves openly, airing any concerns, addressing development points, and talking about aspirations. From an employee’s perspective, it is a chance for them to affirm what they did well and receive recognition for that, but also an opportunity for self-reflection. This is the point at which you can really start to explore things together, which may well unearth hitherto unrecognised potential that can be utilised for maximum mutual benefit, leading to success both for your employee’s career, but also in terms of value add to the company. The brain storm Armed with the observations you have been gathering, engage your employee in a broader conversation about their future. You may need to take the lead on this initially while your employee gets comfortable talking about ideas that may at first feel out of their comfort zone or beyond their perceived reach. Thoughts on some touch points for that conversation include: Share your observations of the strengths that your employee has demonstrated to date and invite discussion around that. Ask your employee what strengths they feel they have and consider how these can be put to greater use within the organisation. Hone in on topics that your employee feels particularly passionate about. Can these be utilised to add value? Are there any achievements that your employee is particularly proud of and keen to replicate? Identify what your employee really enjoys about their work, but also the things that they find much less inspiring, or even draining. Discuss what impact they want to have professionally and personally. Start to build a vision of what this could lead to within the firm and what they could potentially achieve. Ask what matters to them in their career - is it money, status, social responsibility, making a difference? What are their career goals for the short and longer term? Is there an attribute your employee feels they have that could make a positive contribution to the firm? Consider the steps they would need to take to start to achieve these goals. It’s a win win At the end of the day, it’s about inspiring your employees, but also giving them the confidence (and of course the tools, whatever they may be) to take action. If your employee is passionate about their role and enjoying what they are doing, they will be more driven and motivated to succeed. Enjoyment is of course very subjective, and it is generally unrealistic to expect to love every aspect of our jobs 100% of the time, but it is an important factor nonetheless. Whilst an employee may be fabulous at doing X, if X makes them miserable, giving them more of it just because they’re good at it, won’t ultimately bring your organisation the wins it is hoping for. It is more likely to lead to an unhappy employee who decides to pursue their career elsewhere. Aiming for a balance where the enjoyment outweighs any frustration feels like a much more achievable plan. Furthermore, the more positive your employee feels about their prospects within the firm and the more these are aligned to shared personal and company goals, the more likely they are to perform at their highest potential. Ultimately employees want to feel partnered with their organisation, to feel that they are valued and that their contribution matters. If you get that buy in, you’re onto a winner! Sharon Furbank is a Tax Recruitment Director at Buckley Consulting Ltd – Connecting the right people. She was a tax professional herself for many years before specialising in tax recruitment. sharon@buckley-consulting.co.uk
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