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The role of a Chief Financial Officer (CFO) has evolved significantly over the years, and in 2024, it is more complex and critical than ever. Beyond managing finances and ensuring compliance, a CFO needs to be a strategic thinker, tech-savvy, and an effective leader.
As the British workforce grapples with the post-pandemic era, businesses nationwide are witnessing unprecedented turnover. Reducing employee turnover has emerged as a significant challenge for HR leaders, whilst company culture and employee engagement have become vital indicators of retention rates and overall job satisfaction.
In today's shifting business environment, the role of a finance business partner (FBP) is increasingly vital. Beyond just number crunching, FBPs now play a central role in organisational strategy, aligning financial information with pivotal business decisions. By integrating finance into decision-making, companies, from London's financial hubs to Manchester's emerging sectors, can better navigate business intricacies.
It is fairly common practice for an employer to pay the study fees to enable a PQ candidate to complete their training on the job - earning while gaining valuable experience in an accounting or finance role.
The drastic changes in the workplace since the global pandemic have shifted the focus on how we view work, flexibility and work/life balance. Despite being initially forced to work from home, the majority of employees have proven that productivity and communication can be maintained working remotely.
Let’s address the elephant in the room: internal recruiters and internal talent teams aren’t fans of agencies, and agencies often don’t understand how valuable (and crucial) it is to build and maintain relationships with talent.
The market for finance talent is still incredibly buoyant, and high-calibre finance professionals are still in demand. However, time to hire is still essential for employers to consider - no matter the market climate. Even in the depths of the pandemic, urgency is paramount.
Imagine investing in cutting-edge tech – updating hardware, installing new software, moving from a legacy system via company-wide training – only for it to fail in six months, forcing you to start again.
The knock-on effect can be significant when employees quit, whatever their level. There are associated costs in hiring and training a replacement, but morale and productivity can dip or even plummet if several team members leave at once.
With many companies choosing to hire remotely in this current climate, we thought it would be a good time to look at how businesses can onboard new employees remotely. Undoubtedly, fully remote working adds additional challenges to the onboarding process, so we’ve put together five recommendations on how you can make the process as smooth and effective as possible.
Loyalty can be the glue that holds a business together. It’s what makes employees come to work in the morning and it’s what keeps clients or customers with one company instead of the competition.
Industry experience became a useful buzzword term in the days before a candidate-driven market, when employers had so many applicants they had to narrow down their long list somehow. When opportunities are thin on the ground, good candidates are plentiful and so a lack of industry experience is an easy eliminator for a hiring manager.
