If 2024 has taught us anything, it’s to brace ourselves for the unexpected. It’s been a challenging year, especially in recruitment, with unpredictable macro influences and economic pressures testing the market’s resilience.

Looking ahead, there are some key trends to consider if you plan to evolve your recruitment strategy and stay relevant in the face of another dynamic year.

Economic Uncertainty

The November budget has set the stage for a turbulent 2025. With an increase in the National Living Wage and rising National Insurance contributions from April, businesses are faced with rising costs. Although it’s too early to predict exactly how this will affect the job market, many companies could find themselves adjusting budgets and streamlining or slowing down the hiring process.

It’s a trend to watch closely, as adaptability will be key to navigating this period of change and ensuring you retain and attract the best people.

Wellness & Flexibility

In 2025, welfare and employee benefits are poised to become more important than ever. The workforce is increasingly prioritising its financial wellness, retirement planning, and support for mental health in their job searches.

In addition, the ongoing hybrid work debate continues to influence recruitment. While some companies are encouraging a return to the office, others remain committed to flexible working. For recruiters, understanding and aligning with people’s personal preferences for financial and work-life balance benefits will be a valuable differentiator.

Investing in Growth

With skills shortages posing a challenge, internal learning and development programs should be high on your agenda.

Companies prioritising personal development initiatives by offering upskilling opportunities, formal certifications, and career progression, will be better positioned to retain talent and bridge skill gaps.

In today’s quickly changing landscape, employees value the chance to grow, personally and professionally. If you’re willing to invest in this area, you can expect to see stronger employee engagement and loyalty.

Artificial Intelligence

AI is no longer a thing of the future in recruitment. Recruiters are already adopting AI-enabled tools to transform back-office roles throughout the industry. In 2025, expect to see the trend continue, streamlining processes from candidate sourcing and screening to analytics-driven decision-making.

For recruiters, the benefits are clear: faster, more efficient data-informed choices. For job seekers, it is not a given that everyone will be happy with the change as it comes with risk. If not managed well, AI can perpetuate existing biases rather than reduce them, inadvertently creating digital exclusion or even discriminatory job advertising.

Rethink Recruitment

As employers look to stand out in a competitive job market, they are adopting a more innovative approach to their recruitment strategies.

Imagine treating candidates like customers. It makes sense, and delivering an excellent recruitment experience is now essential to attract the best people. From well-designed onboarding processes to clear, transparent communication throughout the hiring journey, the emphasis on “customer service” in recruitment is set to grow.

This new ‘candidate-centric’ approach not only attracts top talent but builds a strong employer brand that will benefit long-term growth.

Looking Ahead

Despite another year of challenge and change, there’s plenty to be optimistic about if we embrace our spirit of adaptability.

Start by prioritising your employees (and candidates) welfare. Lean into innovation to thrive. Whether it’s through AI, a renewed focus on learning and development, or by creating a hiring experience that puts the candidate first, the recruitment industry is moving toward a more resilient and responsive future.

Of course, it’s impossible to predict every twist and turn, but what I am absolutely sure of is that in 2025, recruitment will be defined by those brave enough to adapt, flex, and lead.

In a competitive job market, attracting top-tier talent is no longer simply about the salary. Potential employees are increasingly looking at the full range of benefits when deciding where to move.

It’s something I often get asked about by clients and, the truth is, to remain competitive you need to stay ahead of the game. In a rapidly changing landscape, to attract the best, you need to offer the best. So, what benefits are shaping recruitment, and what do we expect to see in 2025?

Current Trends

Most companies already offer a host of enticing benefits in a bid to attract and retain great people. Often seen as ‘perks’, these ‘extras’ make a significant difference when someone is deciding their future.

• Four-day Working Week: Many companies have increased working hours but reduced working days to help employees achieve a better work-life balance.
  
• Hybrid Working: With a bias toward working from home, hybrid working arrangements have become a standard offering, giving people the flexibility to manage their time.
  
• Flexible Hours: Employees are increasingly able to tailor their work schedules to fit their individual needs, allowing for a more dynamic environment.
  
• Maternity, Paternity, IVF, Adoption, and Foster Leave: Supporting employees with enhanced benefits during major life changes has become a priority for many companies.
  
• Private Healthcare: Going beyond standard healthcare offerings, some employers are opting for more comprehensive packages.
  
• Pensions: Offering more than the standard auto-enrolment pension schemes is becoming almost a non-negotiable.
  
• Charity: Offering volunteering days and charity events are excellent ways to boost morale and show employees that their company cares about giving back.

While these benefits create a strong offer, to meet the evolving expectations of the modern workforce, companies must continue to progress.

Benefits to Explore

There are some exciting trends set to take centre stage in 2025, with the potential to define employee benefits in the coming years.

• Personalisation: A one-size-fits-all approach is becoming a thing of the past as people search for benefits tailored to their unique needs and lifestyles. According to a MetLife survey, 74% of employees want more personalised benefits options, with 68% stating that it would make them feel more valued.
  
• Financial Wellness and Retirement Planning: There is a trend emerging for companies to place a much greater emphasis on financial wellness. Employees are seeking resources to help them manage debt, plan for the future, and improve their financial literacy. Providing these tools not only reduces stress but also enhances overall well-being.
  
• Mental Health: Since COVID-19, the focus on mental health has never been greater; and the trend is set to continue. Holistic well-being packages focused on physical, emotional, and financial health are essential for a productive and happy workforce.
  
• Inclusive Work Arrangements: Employees expect flexibility in terms of working from home or adjusting their schedules but, moreover, inclusivity is at the forefront and striking the right balance is essential for employee satisfaction.
  
• Sustainability: People want to know their employer cares about the environment. A Deloitte report shows that 69% of employees want their company to invest in sustainability initiatives. From reducing carbon footprints to supporting social causes, tree-planting initiatives, and using sustainable products in the office, being a responsible company is a big draw.

While competitive remuneration will always be critical to talent attraction and retention, staying ahead with the accompanying benefits package shows that you are in tune with what employees truly want.

It is a quickly moving landscape, but if you have the flexibility to personalise benefits and stay adaptable with your offer, you have a golden opportunity to position your business as a top employer in 2025.

The past four years have seen an unprecedented acceleration in remote working. Initially driven by necessity, businesses have transitioned to new operating models, relying more on technology than in-person interactions.

Post-pandemic, with the job market facing an acute talent shortage, companies continued to embrace flexibility to attract and retain top talent, turning it into a key selling point. Fast forward to 2024, and we are witnessing a new shift in the power dynamic: 64% of professional services firms no longer advertise fully remote roles.

Why Move Back to the Office?
In-person working offers undeniable advantages that are difficult to replicate in a fully remote setting. For example, company culture thrives when people physically interact. Office environments also improve communication, foster spontaneous creativity, and, from an employer’s perspective, make performance monitoring easier for managers.

A recent study found that a quarter of professional services firms have increased the number of mandatory office days, with 20% considering a return to the pre-pandemic norms of four or five days on-site per week.

With high-profile brands like Meta, Disney, Starbucks, and Amazon leading the change, it is easy to assume this trend will be widely adopted. But is it the right move for every business?

Mixed Reactions from Employees
Returning to full-time office work is not without its critics. The majority of people I speak with have embraced the flexibility that remote work gives them and, for some, it has transformed how they manage both their personal and professional lives.

Forcing a return to the office risks alienating a significant portion of the workforce, leading to potential dissatisfaction, increased stress, and even staff turnover.

Flexibility is proven to boost morale and productivity, largely by eliminating time-consuming commutes and allowing individuals to create schedules that work best for them. It also opens the door to a wider talent pool, where companies can hire skilled professionals without being limited by geographical location.

The Dilemma: Flexibility vs. Control
For employers, the challenge lies in finding the right balance. While the case for full-time personal interaction is strong, especially for new hires integrating into a company’s culture, an all-or-nothing approach has the potential to backfire with people who have restructured their lives around remote working.

A one-size-fits-all approach rarely works, particularly when it comes to an inclusive and diverse workforce. Rather than a blanket approach, firms should be looking to strike a balance. To explore a hybrid model that meets both business and employee needs.

Flexible working doesn’t have to compromise accountability or productivity. It’s about making sure that employees have the autonomy to work in a way that suits them, while also ensuring that the collaborative, creative, and spontaneous benefits of office work remain accessible.

At the end of the day, people are your biggest asset and happy employees are motivated employees. Making sure they are fulfilled is the key to long-term business success.

The Path Forward
Adaptability is key to thriving in this new landscape. Businesses that take a rigid approach risk alienating employees, while those who embrace flexibility and balance are likely to succeed.

Instead of fixing set office days across the board, companies should remain open. The future lies in fluid strategies that respond to the unique needs of their team and business.

Finding the equilibrium will not only improve productivity but strengthen employee retention and attract top-tier talent in what remains a competitive marketplace.

An Northern Insights interview with Bryony

In a world dominated by technology and automation, the human touch makes all the difference. That’s why Bryony Gibson makes it personal to find the right person for the right job and, as important, vice versa.

Building relationships, listening, and understanding are the tools of Bryony’s trade. For her, recruitment isn’t a numbers game. It’s about getting it right the first time. Avoiding the all too common scattergun approach, she specialises in recruitment for the North East’s public practice accountancy profession.

If you are looking for an accountant or auditor, a finance manager or tax specialist, then Bryony can help. With more than 20 years of experience recruiting in the North East for public practice, she’s got a contacts list which other recruiters would envy.

It’s also how she is able to work so closely with independent accountancy firms, all the way up to the Big 4. But what about the person whose name is above the door? We thought we’d learn a little about Bryony and her company, Bryony Gibson Consulting.

So, Bryony, tell us a little bit about yourself…
Originally from Bath in the south, I spent my childhood year enjoying the beautiful city before heading off to university to study law. After a summer overseas, I met my husband and swiftly moved north. Fast forward 25 years, and I am now a busy Mum with two (almost) teenage children and Buddy, my Labrador.

Life is busy with running your own business and playing taxi to two children who swim (a lot). Plenty of 4am starts and 10pm finishes leave little other time, but dog walks, shopping, running and pilates are squeezed in. My favourite pastime is holidays and travelling; a (warm) beach is for sure my happy place.

So, what led you into the world of recruitment?
After graduating, I joined M&S’s management programme. A fantastic education, it didn’t take long to realise weekends were far too precious to spend my life in retail. That’s when I moved to the North East, and, kind of, fell into recruitment. Thankfully, I loved it, and, after more than 20 years of specialising in tax and accountancy I decided to set up my own consultancy, and it was the best career decision I ever made.

What skills do you need to do your job?
In recruitment, it helps if you have tenacity. Someone once said to me it is not how many times you fall that matters, it’s how many times you get back up again. Recruitment is a little like that. You have to be resilient, and I believe to be successful, you have to genuinely care about what you do. It’s more than a job, it’s a passion for me to know I have helped someone find their perfect job. The ability to communicate and listen and understanding people’s needs is what it’s really about. I don’t just fill jobs, I try to find people the right fit. Recruitment can be akin to spinning lots of plates at the same time.

Over the years, how has recruitment changed?
When I began in 1999 I worked on a black and green screen (who remembers those?) and CV’s had to be hand fed page by page into a fax and then a call to check they had been received by your client. The trick was to always number each page. There was no LinkedIn and we relied heavily on our own built database and “hot lists”. Hardly an efficient way to work but it taught me to get to know my candidates.

One of the dangers with the advances in technology is that people can become reliant upon computer algorithms and AI to find the answers, rather than getting to know the people behind the CV’s. Ultimately, it is still the same job, the people element will always be needed, I believe.

Why did you choose to set up a business that specialises in one area of recruitment?
I’d been at the same company for a long time so needed a new challenge and more flexibility. Being part of a PLC gave me a fantastic understanding of global recruitment, but I saw a gap in the market for a sector expert offering a flexible and personal service. One where developing long-term relationships was
crucial to the success of the partnership, and so I thought why not just go for it.

What’s been your biggest highlight so far?
I am not sure I have one single highlight but I do feel very grateful each day for how far I have come on my own. Working independently can be lonely at times and you have to stay positive and motivated, I have to drive myself each day which luckily I don’t find difficult. I enjoy the relationship side of what
I do and feel lucky to still be working with people I have helped over the years. Receiving the smallest of thank-you’s or a personal recommendation are probably up there too as highlights as it means I am achieving what I set out to do.

Advice time. Anyone reading this who fancies a career change, what would you recommend?
I am a firm believer that life’s too short to do something you don’t enjoy so no matter the job, make sure you are passionate about it. Recognise that if you want something enough, you can achieve it, but that comes at a cost. Of course it is hard, but if it was easy, everyone would be doing it.

Returning from a sun-soaked break to a sinking dread to face the daily grind can be a sign it’s time for change. If you’re not sure whether you’re pining for more sun or it’s the thought of work that’s giving you post-holiday blues, then here is some advice on how to gain clarity and what to do next.

Identify the Signs of Discontent

Ending a relaxing vacation often sharpens feelings of unease at work. As a recruiter, I regularly speak to people in this predicament, especially in the accountancy sector, where the job market is driven by the limited availability of highly skilled professionals.

Even though people know they are unhappy about heading back into the office, fear of taking a risk holds them back. It’s no surprise really, as staying where you’re comfortable is far easier than acting on the signs and taking a leap of faith into the relative unknown.

Embrace the Thrill of Change

Currently, I am working with several accountancy firms that are seeking talented people. With a shortage of great candidates, the transition from job search to offer can be astonishingly swift. The rapid pace at which firms move can be unsettling if the thought of leaving your comfort zone is intimidating.

At work, when you feel secure and in control, your self-confidence grows. Delivering results consistently can enable you to shape your environment and enhance your work-life balance. This is an enviable position, but if you’re driven by personal growth and learning, standing still can quickly lead to restless dissatisfaction.

Evaluate New Opportunities

So, how do you determine if a new job is the right one for you? The truth is, you can never be 100% certain. Every change in your life, whether moving house, switching jobs, or trying a new restaurant, carries some risk. Yet, you can mitigate it with a careful and considered approach.

Understand your Motivations: Do you know what’s making you unhappy in your current role? What do you want to change in your working life? Have you attempted to address any issues with your employer?

Believe in Yourself: Are you confident you can showcase your skills to your potential new employer as effectively as you have to your current one?

Be Strategic: There is no room for panic when weighing up a career move. Stay calm and level-headed and make a list of the pros and cons of your options. Think short and long term. Include your current role and drill down on the details. Make sure to address the core reason you want to change. Don’t be afraid to take advice from trusted friends and confidants.

Live a Life Without Regret

Having spent a lot of time with people who stay in unfulfilling jobs out of fear of the unknown, my advice is to put your emotions aside and evaluate the situation objectively.

Ask yourself if the new opportunity excites you more than your current role. Moving on is a big and brave decision, particularly if you’ve been with the same company for a long time. However, if your passion has faded and you’ve done your due diligence, what do you have to lose?

Returning from your summer holiday is the perfect time to reassess your career. So, if the thought of going back fills you with anxiety, use the moment to gauge if a change is for the best.

Most of all, remember that you only live once. Seize the moment, embrace the thrill of change, and embark on a journey towards a job that truly excites you.

Writing ahead of the General Election, there’s a consensus in recruitment that whoever our government is, they must improve their strategy to support the labour market.

From bridging the skills gap to changing employment law and immigration policy to positively shape the talent pool, creating a correctly skilled workforce is essential to kick-start economic growth and productivity.

That is why I’ve been looking into the two main party’s policies, to see what the future holds…

Labour

Promising ‘no surprises’, largely because every announcement was shared before the launch of their manifesto, Labour plans to introduce a new ‘Industrial Strategy’ that works in partnership with commerce.

Focusing on growth, there is an emphasis on flexible training, a plan to modernise employment law, bring more clarity to workers’ rights, and support compliance with flexible employment practices.

Establishing a new body called ‘Skills England’, they aim to bring businesses together with training providers, unions, the migration advisory committee, and the government in the hope of ensuring training in England meets the overall needs of the labour market.

With a pledge not to increase National Insurance, the basic, higher, or additional rates of Income Tax, VAT, and cap Corporation Tax at 25%, they promise a ‘balanced approach’ to immigration that will address skills shortages in healthcare and public services.

Conservative

Declaring to ‘guarantee a more secure future for you, your family, and our country’, the Conservative party promises to steer us towards prosperity and social unity through a ‘modernised tax system for business’.

Including a 2p cut to National Insurance, the abolition of the main rate for the self-employed, and maintaining the National Living Wage at two-thirds of median earnings, they hope to help businesses and support workers.

With a focus on small companies, which make up 99% of the UK private sector, they plan to retain tax incentives that encourage growth, including EIS, SEIS, Venture Capital Trusts, Business Asset Disposal Relief, Agricultural Property Relief, and Business Relief.

Promising reform to better target disability benefits, the introduction of a legal cap on migration to protect public services whilst bringing in the skills business and the NHS need, they also plan to fund 100,000 new apprenticeships for young people and give working parents 30 hours of free childcare a week.

While there is plenty to ponder, the need for an overarching strategy that seeks to understand and consider the skill needs of our workforce does not appear. I believe we need a skills policy that is suited to the needs of our economy, but it must go beyond skills. Investment and infrastructure matter if we want to build an economy that can grow at speed.

Currently, the number of overall job vacancies in the UK remains ahead of pre-pandemic levels and people are confident about being able to recruit. One of the biggest challenges I see each day is that pay growth continues to rise due to talent being in short supply.

The Office for National Statistics estimates that labour and skills shortages cost the economy £39bn annually. The next government needs to act quickly to ensure more people have access to the right training and skills for the market.

The first step is to understand what people want. If the government is to be successful, it must embrace this idea and recognise that there are many types of work, and all are equally valuable.

Improving transport links, enhancing childcare support, better education, addressing immigration issues in key sectors, and reviewing tax and regulation issues are also going to be crucial to building a vibrant and successful economy.

On the 1st of April, the National Minimum Wage (NMW) increased, and there are strong rumours that the North East will become the next regional enforcement target for HMRC.

Extended to domestic live-in workers and with employees aged 21 now being entitled to the National Living Wage (previously 23), it means the minimum pay workers must receive depends, predominantly, upon their age:

As a sign of intent, the government recently named and shamed over 500 businesses for failing to pay the NMS. Highlighting major high-street brands, it was a message that nobody is exempt. It doesn’t matter about your size or whether a role is part-time, casual, agency, or trainee. By law, everyone must be paid the NMS for their time.

With beefed-up penalties as part of the crackdown, miscalculating employers face the prospect of a £20,000 fine, a financial penalty worth 200% of any underpayment, and being made to repay arrears dating back six years.

While their policy suggests the emphasis is cooperation and compliance, under the National Minimum Wage Act, criminal sanctions can be reserved for the small minority that are persistently non-compliant and refuse to cooperate.

Regional Wage Enforcement

In place from 2022, if HMRC intends to target the North East it is due to central data that suggests workers are likely to be paid below NMW or intelligence gathered, which can include complaints made by workers.

When pursuing a new area, typically HMRC floods the region to gather intelligence and identify businesses that require a ‘nudge’.

The first sign of being under review is to receive a letter asking you to check your compliance. With no actions or dates, it can easily be missed. If so, it will be followed by an offer to perform a free ‘health check’ of your NMW compliance. Failure to take up the offer will lead to a formal enquiry.

What do you need to do?

Broadly speaking, as an employer, you should try to undertake the following:

• Create a risk register of what is in place and identify the areas where further investigation is required.
  
• Conduct a review to assess the state of your NMW compliance.
  
• Sample-check payment records to see if there are any periods where you could be at risk of underpayments.
  
• Based on the data, build an action plan and a more robust and controlled environment (policies and working records) moving forward.
  
• If you have discovered an error and underpaid a worker in the past six years, recalculate their pay and pay the shortfall. The most important thing is to ensure steps are taken to rectify any issues immediately.

Coinciding with the NMW increase, on April 7th, there was also a rise in the range of statutory payments.

It would pay to re-look at your family-friendly statutory payments, including Maternity & Paternity Pay, Adoption Pay, Shared Parental Pay, Parental Bereavement Pay, and Sick Pay.

Changes to the NMW and statutory payments usually come into force each April, so keeping a legal checklist that you review annually will ensure you stay on top of obligations and don’t get caught out.

If targeted, remember that the HMRC’s initial calculations may apply incorrect assumptions without access to all your information. I suggest seeking professional advice throughout the process to ensure you are not unfairly reprimanded and your reputation as an employer is not unnecessarily put at risk.

By taking these simple proactive steps, you can avoid the risk of legal penalties, protect your reputation, and ensure fair treatment of your employees.

Perhaps not the most dynamic topic at first glance but pre-employment checks are a critical part of your talent attraction strategy.

As the final layer of protection for a candidate’s suitability, navigating the regulations can feel like running blindfolded through a maze, which is why I am going to try and demystify them and transform the final stage of your recruitment process into a seamless and well-planned affair.

The Role of Pre-Employment Checks

Imagine someone applying to join your team with the ideal experience and a glowing CV. They appear perfect for the role yet, under the surface, they hide a history that brings risk to your company’s future integrity.

This is where pre-employment checks shine. Giving you a comprehensive overview of a candidate’s background, credentials, and character, they help you verify their employment history all the way through to criminal record checks.

By using the right checks, you can mitigate risks, uphold legal compliance, and foster a safe, productive work environment for your current team because you know your recruits will contribute positively to your working culture.

Your Legal Obligations

Complying with legal requirements is essential in any area of business, including recruitment and employment. Failing to undertake the appropriate checks can not only tarnish your long-term reputation but could also result in severe legal consequences.

Whether it is right-to-work assessments, medical reviews, employment references, online social media or criminal record checks, each piece of due diligence is designed to protect both employers and employees and ensure fairness, transparency, and compliance at every step.

Types of Pre-Employment Checks

Pre-employment screening is not a one-size-fits-all affair. It will differ between organisations and the nature of the role so you should tailor the checks undertaken to fit your needs. From examining identification documents to delving into online profiles, each plays a distinct role in the vetting process, helping you to build a more informed picture of the person you are looking to recruit.

Whether it’s verifying right-to-work status to prevent illegal working, or conducting CRB checks to safeguard vulnerable people, each stage helps you to reduce the potential risk of recruiting unsuitable people to your firm.

Conducting Pre-employment Checks

Most commonly carried out after a job offer has been made, there are several steps to ensure you are compliant, beginning with a request for the applicant’s consent. If they refuse, you are not legally allowed to conduct any searches or checks and must decide on the best route forward without the benefit of this information.

Assuming the candidate does approve, you need to gather and verify the relevant documentation to start the screening process. Typically, this includes photo identification, passport, work permit, educational or existing DBS certificates, and criminal record disclosures.

While a manual process can be relatively time-consuming, some tools and technologies can help. Checks can even be carried out on government websites, where you can view someone’s right to work or see a copy of their driving license.

Maintaining detailed records of completed checks is essential for compliance with laws governing data protection, equal opportunities, employment, and privacy. Not only does this safeguard you and your business in the case of disputes, but it also helps to standardise your approach and ensure fairness throughout the process.

Final Thought

Pre-employment checks are not just about ticking boxes; they are about embracing a mindset of excellence and long-term recruitment success.

Once the processes are in place, candidate screening will quickly become second nature, but please remember the golden rule of clarifying that any job offer is conditional on the results of your pre-employment checks.

Legally, your employees’ contract begins when they accept your job offer so if you decide to withdraw it at a later stage, without reasonable grounds, it could be seen as a breach. By reserving the right to withdraw your offer, if your checks reveal any issues or concerns, you will protect yourself and the business.

In the ever-evolving world of recruitment, the landscape for job interviews has shifted dramatically. Gone are the days of recruitment being solely through in-person meetings. Now, most interview processes begin behind a computer screen, adding a new layer of complexity.

Whether you’re an experienced practitioner or re-entering the job market after a long hiatus, navigating the change requires a focused approach where you get out what you put in.

NO DETAIL IS TOO SMALL

Preparation has always been key, but even more so in the digital age. Take the time to plan every aspect of your interview. From testing software and knowing when and where you need to be to investigating potential road closures and parking options. Establish who you’ll be meeting and what’s expected of you ahead of time, leaving no room for last-minute uncertainty to hamper your first impression and performance.

APPEARANCE MATTERS

Your appearance speaks volumes so make sure you dress in an outfit that both exudes confidence and is also appropriate to the setting. Whether it is formal attire or more relaxed, choose wisely to make a strong first impression.

KNOW WHAT YOU WANT

Beyond landing the job, it is important to define what you hope to achieve from your interview. I am not talking about salary and benefits here; moreover, it’s about filling in the gaps in your knowledge of the business. Prepare insightful questions. It not only demonstrates a genuine interest in the company and role but it will help you to decide if this is the right place for you.

FAIL TO PREPARE, PREPARE TO FAIL

Take advantage of the online resources at your disposal, such as the company website careers page and social media channels. There is no longer an excuse for not understanding an organisation’s culture, values, and goals before you attend an interview. And once you do, it will be a lot easier to demonstrate how you are the ideal candidate for their team.

LEARN FROM OTHERS

If you have the support of a recruitment consultant, use their expertise to your advantage. Ask for a pre-interview discussion. Lean on their experience so you can gain valuable insights and tips to enhance your preparation and improve your performance on the day.

MAKE FRIENDS AND INFLUENCE

Remember that likability and trust play a significant role in the outcome of an interview. Focus on building rapport with your interviewers on a personal level to make a positive impression. Take the time to research the people you’ll be meeting. Familiarise yourself with their backgrounds and roles so you can establish an early connection. Setting a positive tone from the start helps the conversation flow and showcases your interpersonal skills.

MASTER THE ART OF TELLING YOUR STORY

There is nothing worse than interviewing someone who is not fluent in the professional journey within their CV. Learn it inside and out. Craft compelling stories to highlight your achievements and experiences. Use the chance to talk about your journey as a platform to introduce your character and emphasise your biggest strengths and capabilities.

FACE INTO CHALLENGE

Take the time to anticipate and prepare for people who challenge your career and choices. By responding honestly and confidently to difficult and direct questions, you demonstrate self-awareness, inner belief, and a positive and mature approach – all traits people want to see in their employees.

PLAN YOUR STAR COMPETENCIES

Practice answering competency-based questions using the STAR method: situation, task, action, result. Pre-plan four or five examples that illustrate the key skills they are looking for and will prove you can thrive in the role.

In conclusion, succeeding in a job interview requires more than just technical expertise. It demands preparation, planning, effective communication, and a proactive approach. By applying these tips, you will help to position yourself as a prime candidate and almost certainly increase your chances of being offered that new job opportunity you are dreaming about.

Am I paying my staff enough? What is the appropriate inflationary rise? How do we compare with our competitors? These are just some of the questions I am regularly asked as the accounting profession moves from the hectic tax season to the world of annual reviews.

It would be easier if I could give an exact answer, but there are many variables to consider. So, while we prepare our Annual Salary Review, we wanted to share an insight into trends from the past 12 months that will help you remain competitive in the market and supportive of your team.

KEY TRENDS

Despite a slowdown in inflation, the cost of living is still driving people to search for new roles that increase their income. Of course, many more factors influence job seekers, but salary is an important part of the jigsaw and as a good employer, you must get the balance right.

With a high demand for good people, there remains an easy temptation to switch for more. It wouldn’t be the primary motivation for my career choices, but pound signs have definitely been driving a desire for change.

Interestingly, the gender pay gap is still prevalent in accountancy. According to the ONS, the median hourly full-time pay gap increased to 7.7% in 2023, so there is still a lot of work to be done. To ensure you support your female staff, I encourage you to remember this at review time.

Employers continue to find staff training a challenge when people work from home. You simply don’t learn as much remotely, and we have found that some employers’ expectations for delivery have fallen short of what they are paying.

Candidates have also found challenges when switching jobs linked to home working. When required to be in the office full-time during their probation and to work in a hybrid way thereafter, it doesn’t always fit with the lifestyle they have established. Adjusting their routine for 3-6 months can be a barrier to accepting a new role.

The Big 4 and national firms have a clear advantage as they can offer more flexibility. Not as reliant upon staff being in the office, they offer a range of working patterns, something much harder to achieve for smaller firms.

Having said that, there has been an upturn in the level of interest in smaller firms due to the attraction of working a more 9 to 5 role and less pressure than the demands of the Big 4.

FOOD FOR THOUGHT

In 2024, the accountancy sector will continue to face candidate shortages. Coupled with a scarcity of new skills that are changing the way the sector operates – data analysis, technology integration, and AI – we expect salaries to continue an upward trajectory.

With bonuses introduced more widely to combat this, the biggest attraction for our candidates is the balance between salary and flexible work patterns, with firms offering consolidated hours or a 4-day working week having the upper hand.

We expect to see this level out in 2025 as what people want is to be able to live in the same way as they have been doing. With 60% of monthly salaries spent on essential purchases and 1 in 5 unable to save each month, most monetary requests are linked to being able to live comfortably rather than greed.

Undoubtedly, the best investment any business can make is in its people, but it needs to be the right people. Whatever you choose to do with your annual reviews, I urge you to also place a renewed focus on your recruitment process.

If you can get this right, you will see improved productivity, a better culture, and increasing levels of client and customer service, which all go to directly improve the bottom line and keep your team happy.