Market Insight 2013

Commerce & Industry

Accountancy, Finance & Advisory

METHODOLOGY In Q4 of 2012 Marks Sattin conducted a survey with clients and candidates, focused on the demographics, length of tenure, working week, job security, career motivations, department changes, reward and bonus trends of nance professionals. Over 2,000 accountancy, nance and advisory professionals from 20 industry sectors across the UK were surveyed. The report is based on ndings received from respondents completing the survey as well as sector specic market insight and salary ranges (annual and day rates) from our experienced consultants based at Marks Sattins UK offices. Market insight and salary range data tables are provided across the following sectors and regions: Banking and Capital Markets, Change Management, Front Office, Insurance, Investment Management, Senior Finance, Commerce and Industry, Executive, Part Qualied and Transactional, Qualied, Advisory, Audit, Management Consultancy, Taxation, North West, Thames Valley and Yorkshire. It is important to note that this report is a useful guide, but if you need any tailored or specic advice please do contact us directly.

Marks Sattin is a leading multi-divisional specialist accountancy, nance and advisory recruitment consultancy. Since our formation in 1988, Marks Sattin has established an excellent reputation for providing the full range of permanent, temporary, contract and interim professionals within the public and not-for-prot sector, commerce and industry, banking and nance and public practice. Marks Sattin is a well-established specialist recruitment rm with over 100 recruitment consultants based in the UK and Ireland, and a further 60 consultants across our global offices. To give an outline on the scope and size of our operations: In 2012 we helped our clients ll more than 650 temporary placements and 850 permanent positions We currently work with 75 of the FTSE 100 companies At any one time we represent over 65,000 nance, accounting and advisory professionals throughout the UK and Ireland We currently average over 24,000 visits to the Marks Sattin website every month Marks Sattin are proud to work with a number of The Sunday Times Fast Track 100 and Best Companies to Work For.

CONTACT US
LONDON 322 High Holborn, London, WC1V 7PB +44 20 7321 5000 [email protected] NORTH WEST 3rd Floor, Centurion House, 129 Deansgate, Manchester, M2 3WR +44 161 638 8630 [email protected]

THAMES VALLEY Davidson House, Forbury Square, Reading, Berkshire RG1 3EU +44 118 900 1800 [email protected]

YORKSHIRE Park Row House, 19-20 Park Row, Leeds, LS1 5JF +44 113 242 8177 [email protected]

markssattin.co.uk

Marks Sattin

@MarksSattin

INTRODUCTION Dave Way

In Marks Sattins 25th year of trading, were delighted to have received a record number of responses to our Market Insight 2013 survey. Over 2,000 accountancy and advisory professionals provided their feedback on key areas such as salaries, bonuses and overall business condence as both they and their employers see it coming into 2013.
2012 proved to be a year of continued upheaval for the business community, with the eurozone crisis dragging on and the double dip recession increasing uncertainty across the markets. Despite this, the accounting and advisory community didnt suffer in the way wed seen in the previous downturns, with job cuts and redundancies far less frequent. However, cost management was still the order of the day, with capital expenditure, new investment and increased headcount being something of a rarity. Some businesses, industries and geographies will always buck the trend, and there was a resurgence seen throughout the qualied commerce and industry sector in later 2012. Areas such as natural resources, digital media, advertising, online retail and property were all more bullish thanks to improved trading. Conversely, high street retailers and areas such as manufacturing suffered signicantly. Recruitment within consultancy and public practice quietened after a busy 2011, as our clients took a cautious approach to recessionary markets. Financial services and in particular, the banking community, once more came under re. But despite this, recruitment conditions for accountants in nancial services improved as the year went on, with departments increasingly nding themselves under-resourced amid heavy regulation and change. We hope you nd the results of our survey as interesting as we have. Please feel free to contact me or any of the Marks Sattin team directly to nd out further details. From all the team we wish you a successful year!

DAVE WAY
Managing Director
Dave Way, Managing Director of Marks Sattin, believes in leading by example and is committed to making Marks Sattin the best nancial recruitment company in the market. Having joined Marks Sattin as a graduate in 1999, Dave has worked at every level and division within the business, which gives him a deep understanding of the workings of nancial recruitment. As such, he has considerable expertise in providing a bespoke service for clients and candidates alike.

[email protected] +44 20 7747 9670

INTRODUCTION

KEY TRENDS
SALARIES & BENEFITS
Employers began to be slightly more forthcoming with pay rises for accountancy and advisory staff last year, with 68% of employees receiving a positive review and only 1% asked to take a pay cut. Only 30% of permanent staff and 20% of contract staff were unhappy with their current salaries, once again showing that remuneration isnt a key driver for leaving. This is further highlighted by the fact that a 5 to 10% uplift in basic salary would be acceptable should a move come about. 56% of respondents were happy with their benets packages, with the most important benets being 25 days holiday, pensions and private healthcare all of which were deemed more important than annual bonuses. The sensitive subject of bonuses was covered in depth in our survey. 47% of respondents received a bonus, 38% were not entitled to one and 15% not awarded one. These gures arent necessarily surprising, as bonuses are becoming increasingly tied to company performance and a high proportion of companies have failed to deliver on targets over the course of the year.

Only 30% of permanent staff and 20% of contract staff were unhappy with their current salaries

Of those receiving bonuses, only 44% were satised with what they received. 1 to 9% of salary was the most consistent amount paid out across the board (received by 41%) while 32% received 10 to 19% and a lucky 27% received over 20% of their basic salaries. The fact that 1 to 9% of basic salary was the most common bonus payout is perhaps a sign of the increasing scrutiny of bonuses by the wider business community, although the biggest bonuses were still paid within the nancial services sector. Our survey showed that across the board, accountants were far better looked after than other professionals. The average salary for accountancy and advisory professionals rose in 2013, a strong indicator of the value of nance professionals during uncertain and changing times.

68%

spondents ceived a

st year

ncrease

pay increase
of respondents received a last year

of respondents received a last year

68%

68%

pay increase
of respondents were happy with their

56%

benets

of respondents were happy with their

56%

of respondents were happy with their

56%

benets

benets

of respondents were satised with their

44%

bonus

of respondents were satised with their

44%

of respondents were satised with their

44%

bonus

Our survey showed that across the board, accountants were far better looked after than other professionals

bonus

INTRODUCTION Dave Way

JOB SECURITY
Similarly to our other surveys over the past ve years, the crystal ball for 2013 does not show a picture of renewed optimism, with only 20% of respondents feeling more condent about the economic prospects facing their companies compared to the last 12 months. 36% of our respondents anticipated changing roles over the next year, compared to 52% the previous year. Despite this, only 44% stated that they are currently happy within their role, perhaps showing a greater tolerance due to the current climate. Aligned with this is the clear fact that accountants nd themselves far more secure in their positions than in previous years, with an overwhelming 78% feeling secure compared to 70% last year. This is clearly an encouraging statistic compared to previous surveys, where respondents expected headcount cuts as a result of the economic downturn and uncertainty. Business process/policy changes (41%) salary freezes (36%) and budget cuts (35%) are predicted for this year, showing that belt tightening and cost control are still the order of the day. Businesses are striving to ensure they maximise prots, but not to the extent of losing nance staff.
2013 2013

33% of respondents

actually saw an increase in the size of their teams over the past 12 months

of respondents feel secure in their current role % of respondents feel secure in their current role

78%

78

Few businesses are perceived to be taking a long term view on headcount, which is hardly surprising considering the yo-yo economy and false dawns seen over the past few years. Only 18% of respondents believed their management were planning one to two years ahead, whilst the majority (31%) thought that hiring was short term and only looking six months ahead. This lack of succession planning, which ties in with the reactive hiring weve experienced throughout 2012, will surely be to the detriment of some departments if not rectied in 2013. 33% of respondents actually saw an increase in the size of their teams over the past 12 months. Many businesses have clearly been as lean as possible in terms of headcount over the past few years, and whether this will come back to bite them is yet to be seen. 34% of our participants said their working hours increased over the past 12 months, with over half putting this down to an increase in responsibilities. This might suggest that a greater degree of variety and progression is coming into working life, as bosses are reluctant to add new heads or contractors to cover gaps in their departments.

2012 2012

of respondents felt secure in their current role % of respondents felt secure in their current role

70%

70

KEY TRENDS
MOVEMENT
Overall, we saw a consistent movement of accounting professionals throughout 2012, with many now feeling its an opportune time to re-enter the job market after staying put during the worst of the global nancial crisis. This is shown by the fact that 41% of our respondents were only in their rst year of employment in early 2013. In line with this, the majority of hires in 2012 were replacement hires. As a result, the volume of counter-offers increased signicantly across the board, as employers reacted to valued team members being offered higher salaries and rates elsewhere in the market. In 2013, this reactive element has subsided somewhat. Salaries are increasing organically, acknowledging the opportunity cost of losing the best staff to competition. The motivations for moving on to greener pastures continue to be an interesting topic for our business. Throughout the downturn, weve seen that accountants seldom move for cash, although money does remain part of the decision to move (and very rarely do candidates ever move for less!) The greatest drivers for moving continue to be career development, which top scored with 33%, with new challenge/ interesting work in second. Higher salary was cited by just 26%, showing that our respondents on the whole put their careers before cold cash. Recruiters continued to be the top source of nding roles (46%) with 13% coming from personal contacts. This shows the ever increasing importance of expanding your business network and keeping in good favour with previous employers. Where networking is concerned, 66% of respondents are now on LinkedIn and 59% on Facebook. Whilst neither will cover all of the bases in any given job search, this shows how much social media plays a prominent part in our respondents lives. 88% of respondents state that working with a recruitment agency is still a vital part of any new job search. Also of note is that 38% of candidates took only three months to nd their last role, primarily as a result of the volume of roles available and being able to dedicate enough time to the job search.

of respondents were only in their rst year of employment

41%

of respondents would relocate to the USA

42%

RELOCATION
Never more so has relocation been a hot topic within the nance community. As a result, our non-London businesses have continued to offer great opportunities to their local markets, beneting from a sizable relocation of resources and highly talented candidates from the South East to the West, North East, North West and Ireland. International opportunities are also becoming more appealing, with candidates top motivation being a better quality of life and the second being a desire to experience a new culture. Interestingly, and despite the lucrative options being advertised overseas, only 48% said that money would be the main reason for moving, which was the fourth most important reason. The USA was the most popular destination for a new working life (chosen by 42%) maybe as a result of its resurgent markets coming into 2013. The golden beaches of Australia appealed to 33% of our respondents, followed by the well-documented and high prole allure of Asia, with Singapore at 33% and Hong Kong at 32%. But with talk of bonuses being capped, corporate and personal taxes being too high and our climate being as unpredictable as our economy, is now the time to spread our wings? Not according to the 29% of our respondents who wouldnt relocate, primarily because of having settled where they are.

88% of respondents state

that working with a recruitment agency is still a vital part of any new job search.

KEY FINDINGS Demographics

RESPONDENT PROFILE
Gender

2,016
Age

Social networks actively used by respondents

67%

respondents took part in this years survey 67%

33%

of respondents were male and 33% female

LinkedIn 66% Facebook 59% Twitter 17%

Less than 25 years 7% 26 to 30 years 23% 31 to 35 years 21% 36 to 40 years 15% 41 to 50 years 22%
<25 26-30 31-35 36-40 41-49 >50 years

Other 7% None 15%

Respondents could choose more than one answer

More than 50 years 12%

Work location

Greater London 64%

59% 12% 3%

11% South East 7% 4% North West

Midlands 3% Yorkshire & Humberside 5%

11% 12% 9% Other

KEY
Permanent Contract

2-5

years

UK
years
Which of the following best describes your qualication status?

CURRENT EMPLOYMENT
How are you currently employed?

10+
2-5
years

years

6-10

years

10+

years

10+

10+ years PQE 36%

2-5
years

6-10

5 to 10 years PQE 18% 2 to 5 years PQE 21%

2-5
years

years

10+

years

10+ 2-5

years

6-10

years

10+

years

10+

Newly qualied 9%
6-10

2-5

years

years

6-10

10+

years

Permanent or xed term contract 78% Interim or contractor 20%

Unemployed 2%

years

Part qualied 11%

10+

10+

years

Qualied by experience or not qualied 5%

10+ 2-5
years

6-10

years

Satisfaction with current role

10+
years

10+

73%

Only 2%
of respondents are unemployed

Pe r

Pe r

73% of respondents would recommend their employer

ent an m

Satised 44% Neither satised nor dissatised 26% Dissatised 30%

ent an m
Pe r

ent an m

44% of respondents

are satised in their current role

Capital Markets Change Management Insurance Investment Banking Investment Management Retail Banking Other

KEY FINDINGS Demographics

SECTOR REPRESENTATION

Which of the following best describes the area/sector you currently work in?

Banking & Financial Services

Advertising, PR, Media and Publishing Business Services Energy and Natural Resources Engineering and Manufacturing FMCG and Pharmaceuticals Property and Construction Retail and Clothing Telecoms and Technology Other

28%
Commerce & Industry

43%

UK

Audit and Assurance

Corporate Finance

Taxation Other

Management Consultancy

Public Practice

Other

Unemployed

11%

10%

6%

2%

KEY FINDINGS Market Perspective

ECONOMIC PROSPECTS
Compared with the last 12 months, how condent do you feel about the economic prospects facing your company? Top 5 expectations for your business in the next 12 months

Business process/policy change 41% Salary freeze 36% Budget cuts 35% Recruitment freeze 34%

More condent 20% As condent 52%

Protability of business 33%

Respondents could choose more than one answer from a choice of 14

Less condent 28%

JOB SECURITY

of respondents feel more condent about the economic prospects facing their company compared with the last 12 months

Only 20%

How would you rate your current job security?

Expectations for personal salary and job security in the next 12 months

64%
64%

Secure 78% Insecure 22%

64%

64%

Salary freeze 20% Salary reduction 3% Shorter working week 2% Redundancy 1%

64%

64%

Other 14%
Respondents could choose more than one answer

UK

HEADCOUNT
What is the size of your department? How has the number of staff in your team changed in the past 12 months?

61%

34%

of respondents selected business growth or expansion as the main reason for an increase in staff

Remained the 34% same

the same 33% Increased Remained 34%

1 to 5 employees 23% 6 to 10 employees 21% 11 to 15 employees 12% 16 to 20 employees 8% More than 20 employees 36%

the same Decreased 28%

Remained

Not sure 5%

of respondents selected headcount reductions as the main reason for a decrease in staff

20 employees in their department

Short term (0-6 months ahead) 31% Medium term (6-12 months ahead) 18% Long term (1-2 years) 18% Non-existent 10% Not sure 23%

36% of respondents have more than 33%

What is your employers recruitment strategy?

of respondents have seen an increase in the size of their team in the last 12 months

KEY FINDINGS Career Insight

EXPERIENCE
Length of time in the accountancy, nance or advisory profession 0 to 3 years 9% 4 to 6 years 19% 7 to 10 years 21%
More than 20 years

Length in current role Less than 1 year 41% 1 to 2 years 24% 2 to 3 years 15% 3 to 5 years 12% 5 to 10 years 6%
<1 1-2 2-3 3-5 5-10 >10 years

11 to 15 years 18% 16 to 20 years 9% More than 20 years 21% Not applicable 3%

7-10 years

More than 10 years 2%

41% of respondents have been in their

current role for less than a year

respondents chose taking on more responsibility as the main reason for an increase in working hours

55%of

HOURS WORKED
Average hours worked per week How has the number of hours changed in the last 12 months? Increased 34% Remained the same 53% Decreased 13%

UK
RELOCATION
Places respondents would consider relocating to in the next 2 years

% 2 4
USA 42% USA 42% Australia 33% Australia 33% Mainland Europe 28% Mainland Europe 28% Within the UK 28% Within the UK 28% Canada 24% Canada 24% Singapore 23% Singapore 23% Hong Kong 22% Hong Kong 22% UAE 19% UAE 19% New Zealand 18% New Zealand 18% Ireland 12% Ireland 12% South Africa 10% South Africa 10% Malaysia 9% Malaysia 9% China 8% China 8% India 7% India 7% Other 3% Other 3%

Respondents could choose more than one country from choice 14 Respondents could choose more than one country from aa choice ofof 14

29% of respondents
would not relocate
Top 5 reasons for respondents wanting to relocate Improved quality of life 61% Different culture 54% New career opportunity 52% Better employment opportunities 49% Improved salary 48%
Respondents could choose more than one reason from a choice of nine

Improved quality of life

is the main reason for respondents wanting to relocate

MOVING ON
How do you rate the importance of the following sources when seeking a new role?

57

50

39

38 34
%

33 33
%

29

20

19

15

anticipate changing roles in the next 12 months

36% of respondents

11

7%

3%

Top 5 reasons for leaving last role

Career development 33% New challenge/more interesting work 29% Higher salary 26% End of contract 18% Redundancy 16%
Respondents could choose up to three reasons

38% of respondents
took up to 3 months to nd their current role

KEY
Importance

Vital

50

Very important

43
38
%

Quite important

%
% 36

39
% 30

Not important
57
%

33

50

43
39
%

38 34
%

33 33
%

36

39
30
%

57

Source
11
%

29

20

19

18
% 10

22
%

50 % 15

19

18
10
%

22

57

% 39

7%
%

43

9%
3% 30
%

3%

38

34

33 33
%

36 2%
%

39

29

50
20
%

National press
19
%

43

39

15

18

22

34

11

29

33 33
%

% %

38

10

36
2%

39
3
%

9%

9%
57
29
%

20
11
3
%
%

19
15
%

7%

50

Online job boards/ advertising

18
% 22
%

% 30

10

9%

43
39
%

2%
39

3
%

38 34
%

33 33
%

36

2%

Social networking
30
%

3%
29
%

57

20

19
% 15

18
10
%

22
%

11
3% 39
%

7%

50

3 24 % %

3%

38 34
%

33 33
%

36

39
30
%

57

20

19
15 % 50
%

18
10
%

22

Recruitment consultancies/ headhunters

9%

9%

11
3 % 39
%

7%

4 2%3%

38 34
%

% % 33 33

36

39
30
%

29

Trade press
22
%

20

19
15
%

18
10
%

11
3%

7%

9%

2%

3%

Word of mouth/ personal referrals/ internal contact

How did you nd your current position? Recruitment consultancy or headhunter 47% Online advertising 13% Professional network or personal contact 13% Direct approach 9% Internal promotion 5% Print advertising 2% Other 2% Not currently employed 9%

KEY FINDINGS Salaries & Benets

REMUNERATION
When was your last pay review?

Less than 6 months ago 33% 6 to 12 months ago 35% More than 12 months ago 12% Not applicable 20%

have had a pay review in the last 12 months

68% of respondents
33%

What was the outcome of your last pay review? Pay increase 68% Pay remained the same 31% Asked to take a pay cut 1% of respondents perceive a 5 to 10% salary increase as acceptable if they were to move roles

Satisfaction with current remuneration

respondents are satised with their current remuneration compared with

53% of contract 44% of permanent

respondents

Pe r

Co
t rac nt

ent an m
Pe r

Pe r

ent an m

ent an m
Pe r

Pe r

ent an m

Satised 44% Neither satised nor dissatised 26% Dissatised 30%

ent an m
Pe r

Pe r

ent an m

ent an m

Satised 53% Neither satised nor dissatised 27% Dissatised 20%

UK
BENEFITS

25 days holiday or more

is the most desired benet
Top 5 benets currently received
1-9% of salary

56%
56% of respondents were satised with their benets 25 days holiday or more 78% Company pension scheme 64% Private healthcare 54% Annual bonus scheme 48% Insurance (PMI/death in service/life insurance) 48%
Respondents could select all benets that applied

Benets considered most and least important when considering a new role 25 days holiday or more Annual bonus scheme Good company pension Private healthcare Insurance* Sabbatical Mortgage relief Season ticket loan Daily subsidised meals Childcare vouchers
*PMI/death in service/life insurance

Respondents rated a selection of 20 benets in order of importance

BONUS
Did you receive a bonus in 2012?

44%
44% of respondents were satised with their bonus As a percentage of your basic salary, what was your bonus in 2012?

34%
10 to 19% of salary 32% 20 to 29% of salary 15% 30 to 49% of salary 5% 40 to 90% of salary 4% More than 90% of salary 3%

of respondents received the same bonus in 2012 as 2011

1 to 9% of salary 41%

Yes 47% No, not entitled to receive one 38% No, not awarded one 15%

1-9% of salary

KEY FINDINGS Salaries & Benets

BONUS
A comparison of bonuses received across sectors*
100

80

60

40

20

0 Banking and Financial Services Commerce and Industry Management Consultancy Public Practice

KEY
1 to 9% of salary 10 to 19% of salary 20 to 29% of salary 30 to 39% of salary 40 to 49% of salary
*Bonuses received as a percentage of salary

50 to 79% of salary More than 80% of salary

LONDON

COMMERCE & INDUSTRY

Executive

+44 20 7747 9652 [email protected]

Alex Hagger Director

LONDON

EXECUTIVE Market Perspective

The big trends of 2012 Outlook for 2013
Cost control will continue to be a key focus for 2013. Businesses will continue to put on hold sizable internal investments. With challenging trading conditions set to continue, improving prot will be high on the agenda for chief nancial officers. Businesses will be looking at how to continue to cut costs, improve sales and drive efficiencies all of which lends itself to hiring commercial business partners to get under the skin of their business, and be a genuine link between nance and commercial operations.

COMMERCE & INDUSTRY

A shortage of quality candidates was one of the most signicant challenges for recruiters in 2012. An uncertain economy, combined with low salary ination, prompted many nance professionals to put their career search on hold. As a result of this candidate shortage, the war for talent resumed with multiple offers per candidate and counter-offers becoming more common.

A shortage of quality candidates was one of the most signicant challenges for recruiters in 2012

ECONOMIC PROSPECTS
Compared with the last 12 months, how condent do you feel about the economic prospects facing your company? Top 5 expectations for your business in the next 12 months

Business process/policy change 61% Protability of business 45%

Budget cuts 37% Job cuts 35%

More condent 29% As condent 42% Less condent 29%

Salary freeze 33%

Respondents could choose more than one answer from a choice of 14

LONDON

LONDON
JOB SECURITY
How would you rate your current job security? Expectations for personal salary and job security in the next 12 months

COMMERCE & INDUSTRY

Reactions to uncertain market conditions

We have seen a number of businesses trying to retain key staff by increasing bonuses, addressing issues such as work-life balance and looking to promote from within rather than externally.
Secure 71% Insecure 29%

55%
55% 55%

Salary freeze 34%

55%

Redundancy 3%
55%

Salary reduction 3% Shorter working week 2%

55%

71% of respondents feel secure

HEADCOUNT
How has the number of staff in your team changed in the past 12 months?

Other 8%
Respondents could choose more than one answer

in their current role

63%

37%

of respondents selected business growth or expansion as the main reason for an increase in staff

of respondents have between 1 and 5 employees in their team

27%

Remained the37% same

the same 36% Increased Remained 37%

What is your employers recruitment strategy?

Short term (0-6 months ahead) 46% Medium term (6-12 months ahead) 18% Long term (1-2 years) 5%

Decreased 22% the same Not sure 5% of respondents selected headcount reductions as the main reason for a decrease in staff

Remained

Non-existent 24% Not sure 7%

LONDON

EXECUTIVE Career Insight

EXPERIENCE

Skills in demand
Senior nance executives will be expected to maximize efficiencies, reduce internal costs and streamline processes. Finance leaders must promote themselves as more than just accountants: MDs, VPs and CEOs increasingly require all-round strong commercial individuals with excellent people management skills. Those candidates investing time in developing these areas and improving their skills will stand out from the crowd and are more likely to secure top nance positions at leading companies. Industry sector experience remains key for executive job seekers and recruiters alike. Finance professionals recognise that their specic sector knowledge can be as valuable to a potential employer as their commercial acumen and technical skills. Private equity and M&A markets have improved in early 2013 and are expected to ramp up consistently over the next few years. Experience within these areas will be a pre requisite should candidates wish to pursue a career in these elds. Senior executives with track records of fund/ capital raising and strong contacts across the City will nd themselves in high demand. There is a greater tendency for senior executives to bring resources in-house, with less outsourcing to professional providers in advisory/consultancy, legal and taxation services. Executives with experience across other disciplines will nd themselves highly sought after.
COMMERCE & INDUSTRY

Length of time in the accountancy, nance or advisory profession

% 14
More than 25 years

Length in current role

86%

0 to 10 years 0% 11 to 15 years 26% 16 to 20 years 23% 21 to 25 years 24% More than 25 years 27%

<1

1-2

2-3 3-5 5-10 >10 years

Less than 1 year 32% 1 to 2 years 23% 2 to 3 years 19% 3 to 5 years 16% 5 to 10 years 7% More than 10 years 3%

HOURS WORKED
Average hours worked per week How has the number of hours changed in the last 12 months?

Supply and demand

58% of respondents chose

taking on more responsibility as the main reason for the increase in working hours

Increased 30% Remained the same 61% Decreased 9%

2012 saw high demand within the digital media, advertising, infrastructure and property sectors as markets improved compared to previous years. There was a notable uplift in the number of nancial controller vacancies from the second half of 2012 through to the beginning of 2013 and we are increasingly optimistic that the more senior end of the market, at FD and CFO level, will soon follow suit.

LONDON

LONDON
RELOCATION

Taking the next step in your career

THINK ABOUT WHAT YOUVE ACHIEVED IN YOUR CAREER TO DATE Employers arent just looking to know what you did in terms of standard responsibilities but more specically what you achieved. It may be helpful to consider the return your last employer got from the salary they paid you. THINK AHEAD Where do you want to be in ve years time? You may have to move out of your comfort zone to move forward in your career. Smaller businesses tend to offer broader roles and enhanced responsibility which can be more attractive than having a big brand on a CV. ANALYSE THE COMPANY ACCOUNTS AND BUSINESS PLANS Stand out from the crowd by doing thorough research into the business plans, company accounts and proles of relevant directors within the organisation.

Top 5 places respondents would consider relocating to in the next two years

Top 5 reasons for respondents wanting to relocate

COMMERCE & INDUSTRY

45%
Australia 34% Within the UK 28%
45%

Improved quality of life 68% Better employment opportunities 53% Different culture 53% New career opportunities 53% Improved salary 53%
Respondents could choose more than one reason from a choice of nine

Mainland Europe 24%

45%

Singapore 24%
Respondents could choose more than one country from a choice of 14
45%

45%

39% of respondents would not relocate

Why candidates are making a move
Every year a higher salary becomes a lower motivational factor for candidates wanting to move roles. Career progression, engagement with the business and work-life balance are consistently the most important reasons for changing roles, and if businesses want to attract the best talent in the market, they need to adjust their pitch to prospective employees and work on their employer branding to sell their organisation.

MOVING ON
Top 5 reasons for leaving last role New challenge/more interesting work 34% Career development 28% Redundancy 20% End of contract 20% Higher salary 17%
Respondents could choose up to three reasons

36% of respondents anticipate changing roles in the next 12 months

LONDON

EXECUTIVE Salaries & Benets

Spotlight on salaries

COMMERCE & INDUSTRY

Salaries and bonuses will remain tight across much of senior nance, with many individuals nding that their easiest route to a pay rise is to make a move externally. Salary increases in senior nance have been moderate, between 2 and 5%. Commercial FD and senior nance business partnering roles have seen the highest increase in salary, along with top performing CFOs continuing to be rewarded with inationbusting pay rises. Many FTSE nance directors have managed

to secure salary increases in the face of unpredictable and challenging economic conditions, along with those who have produced results in tough economic times through growing the bottom line or implementing turnarounds.

REMUNERATION
When was your last pay review? Satisfaction with current remuneration

Pe r
Pe r

Co
t rac nt
Pe r

ent an m

ent an m

ent an m
Pe r

Pe r

ent an m

ent an m

Pe r

Pe r

ent an m

ent an m

Less than 6 months ago 30% 6 to 12 months ago 39% More than 12 months ago 13% Not applicable 18%

73%

of respondents received a salary increase in their last pay review

Satised 53% Neither satised nor dissatised 28% Dissatised 19%

Satised 70% Neither satised nor dissatised 15% Dissatised 15%

28%

of respondents perceive a 5 to 10% salary increase as acceptable if they were to move roles

LONDON

LONDON
Executive Job title
Head of FP&A Group Financial Controller | SME Divisional Director Head of Group Reporting | PLC Finance Director | Private Equity Portfolio backed businesses Chief Financial Officer/Finance Director | SME Group Financial Controller | PLC Finance Director | PLC Chief Financial Officer | PLC

Salary range 2012

80,000-120,000 80,000-140,000 85,000-150,000 90,000-120,000 100,000-160,000 100,000-180,000 110,000-180,000 160,000-250,000 250,000-400,000

2013
80,000-120,000
COMMERCE & INDUSTRY

80,000-120,000 85,000-150,000 85,000-120,000 100,000-160,000 100,000-180,000 110,000-180,000 160,000-250,000 250,000-400,000

Salary increases in senior nance have been moderate, between 2 and 5%. Commercial FD and senior nance business partnering roles have seen the highest increase in salary along with top performing CFOs continuing to be rewarded with inationbusting pay rises

LONDON

EXECUTIVE Salaries & Benets

Attracting top talent
BENEFITS
Top 5 benets currently received Benets considered most and least important when considering a new role

COMMERCE & INDUSTRY

RECOGNISE THE IMPORTANCE OF BENEFITS There is more to securing top talent than offering an attractive salary. You need to appreciate the value of career development, challenges within a role and work-life balance as well as a fun and engaging culture in which to work. REMEMBER INTERVIEWING IS A TWO-WAY PROCESS During the interview, it is vital organisations present themselves in a favourable light to candidates. One way to help this is to have a swift and efficient hiring process.

25 days holiday or more 82% Mobile phone/ Blackberry/PDA 73% Private healthcare 72% Company pension scheme 70% Insurance (PMI/ death in service/life insurance) 61%
Respondents could select all benets that applied

25 days holiday or more Annual bonus scheme Good company pension scheme Private healthcare Insurance*

You need to appreciate the value of career development, challenges within a role and work-life balance as well as a fun and engaging culture in which to work

Leisure facilities Season ticket loan Sabbatical Mortgage relief Daily subsidised meals
*PMI/death in service/life insurance

60%
60% of respondents were satised with their benets

Respondents rated a selection of 20 benets in order of importance

BONUS
Did you receive a bonus in 2012? As a percentage of your basic salary, what was your bonus in 2012?

51%
51% of respondents were satised with their bonus

1 to 9% of salary 20% 10 to 19% of salary 27% 20 to 29% of salary 37% 30 to 39% of salary 8%
20 - 29% of salary

Yes 59% No, not awarded one 18% No, not entitled to receive one 23%

of respondents received a higher bonus in 2012 than in 2011

37%

40 to 59% of salary 6% 60 to 100% of salary 0% More than 100% of salary 2%

LONDON

COMMERCE & INDUSTRY

Part Qualied & Transactional Accounting

Warren Hilton Senior Manager
+44 20 7321 5004 [email protected]

Carmine Scalzo Manager

LONDON

PART QUALIFIED & TRANSACTIONAL Market Perspective

The big trends of 2012

COMMERCE & INDUSTRY

There has been an increased demand for part qualied accountants for roles between 30,000 and 35,000, with 35% of jobs lled in 2012 being within this range compared to 21% in 2011. The majority of these roles were management accountant and nance analyst positions. As retention of part qualied accountants continued to improve through better training and development programmes, those who entered the job market in 2012 were typically presented with a number of attractive opportunities and in turn, some found themselves choosing between multiple job offers. Competition for high calibre candidates remained high throughout 2012 and demand increased as the year progressed, with 59% of vacancies requiring accountants registered in the second half of the year. As the market became more competitive, employers who were focused on attracting the best talent became more exible and open to considering different candidate proles. Instead of choosing someone based solely on the basis of their sector, software or company background, they focused on candidates technical skills and experience and in the absence of that, their aptitude and ability to pick up responsibilities quickly.

Potential for career development remains the single biggest reason why a part qualied accountant will move jobs

Outlook for 2013

Savvy businesses have realised that to attract and retain the best talent they need to offer more than just a salary, and as such there will be a continued focus on employers offering attractive packages that allow room for development and opportunity, leaving salaries to remain largely at. Potential for career development remains the single biggest reason why a part qualied accountant will move jobs, but support through their studies, as well as time off for revision and exams, is also important. The opportunity for a candidate to develop their skills and take study leave represents a comparatively low cost for employers, and will benet them greatly as the employee continues to add value to the business.

ECONOMIC PROSPECTS
Compared with the last 12 months, how condent do you feel about the economic prospects facing your company? Top 5 expectations for your business in the next 12 months
Business process/policy change 56% Protability of business 38%

Budget cuts 32%

Salary freeze 32%

Job cuts 28%

More condent 18%
Respondents could choose more than one answer from a choice of 14

As condent 57% Less condent 25%

LONDON

LONDON Reactions to uncertain market conditions

Condence in the market has continued to ebb and ow, which has invariably led some businesses to delay their recruitment plans, whether they are replacing staff or adding heads. That said, more employers have decided the necessity to recruit outweighs the need for caution and so have moved forward with their hiring plans.
69% 69%

JOB SECURITY
How would you rate your current job security? Expectations for personal salary and job security in the next 12 months

COMMERCE & INDUSTRY

69%
Secure 72% Insecure 28%
69%

Hires seem to be less speculative, and are instead more specic in terms of the roles and candidates needed to ll them. This is especially true in the temporary market where recruitment of part qualied and transactional accountants has typically occurred when covering specic needs, such as maternity leave, sickness cover, project work etc. One of the positive effects of recent market conditions for part qualied accountants has been the opportunity to take on more responsibility. Redundancies coupled with lower staffing budgets have allowed part qualied accountants to get involved in more complex nance tasks, particularly around month end, budgeting and forecasting as well as year-end and statutory work.

Salary freeze 19% Redundancy 10%

69%

Salary reduction 3% Shorter working week 2%

69%

Other 9%
Respondents could choose more than one answer

HEADCOUNT
How has the number of staff in your team changed in the past 12 months?

77%

38%

of respondents selected business growth or expansion as the main reason for an increase in staff

of respondents have between 1 and 5 employees in their team

28%

Remained the same 38%

the same 30% Increased Remained 38%

What is your employers recruitment strategy?

Short term (0-6 months ahead) 25% Medium term (6-12 months ahead) 15% Long term (1-2 years) 23%

Decreased 25% the same Not sure 7% of respondents selected headcount reductions as the main reason for a decrease in staff

Remained

Non-existent 6% Not sure 31%

LONDON

PART QUALIFIED & TRANSACTIONAL Career Insight

EXPERIENCE

Skills in demand
COMMERCE & INDUSTRY

Good part qualied accountants with relevant experience remain in demand and will continue to be throughout 2013. For these candidates a good balance between stage of study and experience is still crucial, and means they will always have opportunities available to them. Demand for temporary professionals has remained constant, particularly for highly skilled management accountants and analysts with a proven track record of delivering results. These contractors are rarely out of work for more than two weeks.

Length of time in the accountancy, nance or advisory profession

Length in current role

61%

4-6 years

39 %

0 to 3 years 16%

<1

1-2

2-3 3-5 5-10 >10 years

A good balance between stage of study and experience is still crucial

4 to 6 years 26% 7 to 10 years 16% 11 to 15 years 8% 16 to 20 years 3% 21 to 25 years 3% More than 25 years 1%

Less than 1 year 37% 1 to 2 years 28% 2 to 3 years 17% 3 to 5 years 10% 5 to 10 years 3% More than 10 years 5%

HOURS WORKED
Average hours worked per week How has the number of hours changed in the last 12 months?

Supply and demand

of respondents chose taking on more responsibility as the main reason for the increase in working hours

67%

Increased 41% Remained the same 51% Decreased 8%

Credit control has experienced a short supply of candidates, mainly due to lower staff turnover and peoples hesitancy to leave their current roles. As a consequence companies needing to recruit in this area will nd fewer suitable candidates available, and will be forced to offer higher rates or salaries as a result.

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LONDON
RELOCATION

Taking the next step in your career

GAIN EXPERIENCE RELEVANT TO YOUR STUDY LEVEL Try not to race too far ahead in terms of experience or studies as this can be off-putting to potential employers. LEARN THE JOB YOU ARE PAID FOR, THEN GAIN MORE EXPERIENCE Doing your job is your main priority, but there is no harm in stretching your capabilities to make you a more attractive employee, especially at the part qualied and transactional level. Prospective employers like candidates that have gained additional skills and experience by taking on more work. BE REALISTIC AND PLAN YOUR MOVES There is always an element of luck when taking new opportunities, but good judgement and foresight are vital when shaping your career path. As a part qualied or junior accountant you should never move simply for money. Instead move for the right role and opportunity. Short term pain could lead to greater long term nancial gain and a more rewarding career. UNDERSTAND YOUR MOTIVATIONS BEFORE TAKING YOUR NEXT STEP Before making a career move it is important to consider your reasons for moving and your expectations for your next role. It is essential that your next job should full your aspirations.

Top 6 places respondents would consider relocating to in the next two years

Top 5 reasons for respondents wanting to relocate

COMMERCE & INDUSTRY

37%
Australia 30% UAE 22%
37% 37%

Improved quality of life 64% Different culture 54% Improved salary 48% New career opportunities 44% Better employment opportunities 37%
Respondents could choose more than one reason from a choice of nine

Within the UK 21% Hong Kong 21%

37%
37%

Singapore 21%
Respondents could choose more than one country from a choice of 14
37%

27% of respondents would not relocate

MOVING ON
Top 5 reasons for leaving last role Career development 35% Higher salary 25% New challenge/more interesting work 22% Redundancy 14% Better location 12%
Respondents could choose up to three reasons

37% of respondents

anticipate changing roles in the next 12 months

LONDON
COMMERCE & INDUSTRY

PART QUALIFIED & TRANSACTIONAL Salaries & Benets

Spotlight on salaries
Year on year salaries have largely remained at, but wider salary brackets have not been uncommon in order to attract a greater pool of candidates. Although demand for part qualied accountants remains strong, companies are inclined to keep control of salaries within their teams. Credit controllers with proven track records and strong experience are still in high demand, which has led to increases of 4% to 8% in salaries, as well as improved bonuses.

REMUNERATION
When was your last pay review? Satisfaction with current remuneration

Pe r
Pe r

Co
t rac nt
Pe r

ent an m

ent an m

ent an m
Pe r

Pe r

ent an m

ent an m

Pe r

Pe r

ent an m

ent an m

Less than 6 months ago 36% 6 to12 months ago 30% More than 12 months ago 18% Not applicable 16%

69%

of respondents received a salary increase in their last pay review

Satised 30% Neither satised nor dissatised 32% Dissatised 38%

Satised 72% Neither satised nor dissatised 21% Dissatised 7%

29%

of respondents perceive an 11 to 15% salary increase as acceptable if they were to move roles

LONDON

LONDON
Part Qualified | By position Job title
Assistant Accountant Financial Accountant Management Accountant Financial Analyst Finance Manager

Salary range 2012

22,000-28,000 28,000-36,000 30,000-40,000 32,000-42,000 32,000-45,000

Hourly rate 2013 2012

13-17 14-18 15-24 16-24 16-28

2013
13-17
COMMERCE & INDUSTRY

22,000-30,000 30,000-38,000 30,000-41,000 32,000-42,000 32,000-45,000

14-20 15-22 16-22 16-28

Part Qualified | By stage Job title

ACCA/CIMA Fundamental/ Operational ACCA/CIMA Managerial/ Professional ACCA/CIMA Finalist/Strategic

Salary range 2012

22,000-28,000 30,000-37,000 32,000-40,000

Hourly rate 2013 2012

13-16 15-22 17-24

2013
13-17 15-22 17-22

22,000-30,000 30,000-37,000 32,000-42,000

Transactional Accounting Job title

Payroll Assistant Graduate/Trainee Accountant Accounts Payable/Receivable Assistant Accounts Assistant Payroll Manager Revenue/Billings Manager Accounts Payable/Receivable Manager

Salary range 2012

18,000-25,000 21,000-25,000 21,000-26,000 21,000-28,000 25,000-40,000 28,000-50,000 30,000-45,000

Hourly rate 2013 2012

10-14 11-14 10-15 11-15 15-25 15-28 14-25

2013
10-14 11-14 10-14 11-15 15-25 15-28 14-25

18,000-25,000 21,000-25,000 21,000-25,000 21,000-28,000 25,000-40,000 28,000-50,000 30,000-45,000

Credit Control Job iitle

Credit Controller Credit Control Senior/Supervisor Credit Control Manager

Salary range 2012

22,000-30,000 26,000-35,000 30,000-50,000

Hourly rate 2013 2012

12-20 13-20 16-30

2013
12-20 13-20 16-30

22,000-32,000 26,000-40,000 35,000-60,000

LONDON

PART QUALIFIED & TRANSACTIONAL Salaries & Benets

Attracting top talent
BENEFITS
Top 5 benets currently received Benets considered most and least important when considering a new role

COMMERCE & INDUSTRY

OFFER AN ATTRACTIVE PACKAGE, NOT JUST A COMPETITIVE SALARY Most part qualied accountants or those towards the beginning of their accountancy careers are attracted by the opportunity to develop their skills and receive study support. Put yourself in the prospective candidates shoes and consider what would attract you to this role. ENSURE YOUR SEARCH IS INCLUSIVE Direct recruitment methods such as job boards, LinkedIn and referral schemes can be a good way to source candidates, but as fewer candidates move, fewer will be actively looking by these means. So tapping into the passive candidate market is important and ensures your selection process includes as many good quality candidates as possible. DO NOT ASSUME ANYTHING You should not presume the market is slow or that there are fewer opportunities available. Companies always want to attract and hire the best talent available, therefore competition remains high. So try to ensure a quick but thorough recruitment process to avoid missing out on your rst choice candidate.

25 days holiday or more 71% Company pension scheme 54% Annual bonus scheme 40% Private healthcare 38% Insurance (PMI/ death in service/life insurance) 32%
Respondents could select all benets that applied

25 days holiday or more Good company pension scheme Flexible working Annual bonus scheme Insurance* Car or car allowance Mortgage relief Sabbatical Daily subsidised meals Mobile phone/ Blackberry/PDA
*PMI/death in service/life insurance

46%
46% of respondents were satised with their benets

Respondents rated a selection of 20 benets in order of importance

BONUS
Did you receive a bonus in 2012? As a percentage of your basic salary, what was your bonus in 2012?

33%
33% of respondents were satised with their bonus
1 - 9% of salary

1 to 9% of salary 55% 10 to 19% of salary 33% 20 to 29% of salary 9% 30 to 39% of salary 3% More than 40% of salary 0%

Yes 40% No, not awarded one 26% No, not entitled to receive one 34%

of respondents received the same bonus in 2012 as in 2011

52%

LONDON

COMMERCE & INDUSTRY

Qualied

Simon Smith Associate Director

+44 20 7321 5008 [email protected]

Russell Williams Senior Manager

Pres Pillai Manager

LONDON

QUALIFIED Market Perspective

Newly Qualied ACA
2012 saw increasing demand for newly qualied ACA accountants across a number of sectors, mainly within commerce and industry, professional services and management consultancy. Employers are targeting candidates with strong academics e.g rst time passes and experience of working with clients in their sector. Those who have proven to be most successful tend to have strong interpersonal and commercial skills. Most newly qualied accountants are interested in making a move from practice into industry, corporate nance or management consultancy. Whilst moves into commercial nance positions are possible, the most readily available roles in 80% of cases are nancial accountant, group accountant and internal audit.

COMMERCE & INDUSTRY

When looking to make a move, do your research into the organisation and prospects for career progression, as well as the calibre of individuals and management within the business. After 18 months of learning the ropes in nancial reporting, candidates are increasingly being promoted to more commercial roles within the organisation. In 2013, there will be an increase in the number of companies looking at candidates from mid-tier and Big 4 rms, due to their varied experience and hands-on attributes.

Whilst moves into commercial nance positions are possible, the most readily available roles in 80% of cases are nancial accountant, group accountant and internal audit

ECONOMIC PROSPECTS
Compared with the last 12 months, how condent do you feel about the economic prospects facing your company? Top 5 expectations for your business in the next 12 months

Business process/policy change 51%

Budget cuts 40%

Protability of business 35%

Recruitment freeze 35%

Salary freeze 35%
More condent 20% As condent 49% Less condent 31%
Respondents could choose more than one answer from a choice of 14

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LONDON
JOB SECURITY
57% 57%

How would you rate your current job security?

Expectations for personal salary and job security in the next 12 months

Salary freeze 29%

COMMERCE & INDUSTRY
57%

Redundancy 4%
57%

Salary reduction 1% Shorter working week 1%

57%
Secure 72% Insecure 28%

57%

Other 8%
Respondents could choose more than one answer

The big trends of 2012

PERMANENT There was a signicant increase in the number of qualied candidates citing lack of career progression and hitting the glass ceiling as reasons for wanting to leave their current role. With increasing numbers of organisational restructures, nance teams rightsizing, and modest growth in the majority of sectors during 2012, there were fewer opportunities for people to gain promotion and further their careers internally. As such we saw an increase in the volume and quality of qualied professionals looking to further their careers externally as they looked to climb the career ladder. TEMPORARY With the state of the economy still uncertain, successful businesses learnt to become more agile and adaptable in facing business challenges, whether these challenges were related to structural changes, improving performance or assessing risks. From a resourcing perspective we saw companies take an ever more prudent approach to hiring contractors, and adapting a more service delivery focus to complement strategic objectives of nance departments. The number of overseas contracting professionals arriving in the UK (typically from Australia, New Zealand and South Africa) has continued to decline, meaning demand for UK contract staff has increased as many are choosing more lucrative temporary assignments over permanent positions.

During 2012, there were fewer opportunities for people to gain promotion and further their careers internally

LONDON
COMMERCE & INDUSTRY

QUALIFIED Market Perspective

Outlook for 2013

PERMANENT Over the next 12 months the battle for commercially minded, qualied candidates with at least one years industry experience is likely to continue heating up, as employers have one eye on growth and snapping up the best talent in the market for an assault on 2014. This is across commerce and industry as a whole and salaries for this type of position are likely to creep northwards towards the 50,000 to 55,000 mark. TEMPORARY With the market likely to be volatile for some time to come, business leaders are still taking a cautious approach. Most chief nancial officers expect a gradual pick-up in the economy towards the end of 2013, but will be reluctant to increase headcount. This could be good news for the contract market as businesses seek to improve prots by taking on change management programmes such as system improvement and cost reduction, as well as launching new products. Many chief nancial officers are concerned by the increasing regulatory burden which will no doubt create demand for accountancy professionals with strong technical skills, particularly from the Big 4. In the next 12 months we expect to see businesses continuing to rein in their costs whilst improving efficiency. There will also be an additional focus on seizing new opportunities. The past four years of economic uncertainty hava left many nance departments lean, with limited capacity to cope with unexpected workloads, projects with tight deadlines and sudden market changes. As a result well see business turn to the interim market to quickly satisfy these crucial business challenges.

Most chief nancial officers expect a gradual pick up in the economy towards the end of 2013, but will be reluctant to increase headcount

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LONDON

Reactions to uncertain market conditions

PERMANENT Employers have largely taken a cautious approach to recruitment and are likely to continue to do so in 2013 as they pursue the perfect t. Talent attraction and retention has moved to the top of the recruitment agenda to ensure that businesses keep the best people, particularly where internal opportunities are fewer. Towards the end of 2012 the market was showing signs of polarisation. On one hand, businesses were looking to bring in commercially-minded nance professionals for various business partnering opportunities. At the same time, focus remained on the production of accurate nancial reports, resulting in high demand for group accountants and nancial accountants, especially with ACA qualications, IFRS, US GAAP and consolidation experience. TEMPORARY There has been a notable positive change to the way businesses are reacting to the market compared to previous years. For some time there has been a shortage of good talent available and nance leaders have had to move faster to secure the best people. Employers have had to sell the job opportunity to candidates, instead of cherry picking the best professionals due to the competition.

COMMERCE & INDUSTRY

HEADCOUNT
How has the number of staff in your team changed in the past 12 months?

52%

36%

of respondents selected business growth or expansion as the main reason for an increase in staff

What is your employers recruitment strategy?

Remained the36% same

the same 32% Increased Remained 36%

Decreased 27% the same Not sure 5% of respondents selected headcount reductions as the main reason for a decrease in staff

Remained

of respondents have more than 20 employees in their team

30%

Short term (0-6 months ahead) 42% Medium term (6-12 months ahead) 14% Long term (1-2 years) 13% Non-existent 12% Not sure 19%

LONDON

QUALIFIED Career Insight

Market growth

COMMERCE & INDUSTRY

PERMANENT There has been growth in pockets of commerce and industry, with the most notable sectors being energy, natural resources and property. The professionals most in demand are Big 4 trained ACA qualied accountants with up to ve years part qualied experience and CIMA qualied accountants with up to ve years part qualied experience. We expect current levels of demand for these roles to continue.

TEMPORARY Despite seeing a gentle increase in growth across the majority of the commercial sectors over the past 12 months, businesses are still being cautious in their outlook. Both the eurozone and the emerging markets remain a concern for a number of business leaders and they are not expecting signicant changes in 2013.

EXPERIENCE
The professionals most in demand are Big 4 trained ACA qualied accountants with up to ve years part qualied experience and CIMA qualied accountants with up to ve years part qualied experience
Length of time in the accountancy, nance or advisory profession Length in current role

68%
32 %

0 to 3 years 2% 4 to 6 years 13%

<1

1-2

2-3 3-5 5-10 >10 years

Less than 1 year 44% 7 to 10 years 24% 1 to 2 years 24% 11 to 15 years 24% 2 to 3 years 14% 16 to 20 years 12% 3 to 5 years 12% 21 to 25 years 12% More than 25 years 12% Not applicable 1% 5 to 10 years 5% More than 10 years 1%

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LONDON

Supply and demand

PERMANENT There is a lack of high calibre candidates available in internal audit, and individuals with one to three years commercial industry experience, so demand in these areas is strong. TEMPORARY Demand remains high for accountants with strong technical skills in terms of IFRS, Excel and ERP systems. Typically businesses are looking to hire one to two year post qualied candidates. The supply of these candidates has been somewhat limited by the ever increasing desire for candidates to move into commercial and analytical roles. This is likely to be the most competitive area in 2013.

COMMERCE & INDUSTRY

Demand remains high for accountants with strong technical skills in terms of IFRS, Excel and ERP systems

HOURS WORKED
Average hours worked per week How has the number of hours changed in the last 12 months?

55% of respondents chose

taking on more responsibility as the main reason for the increase in working hours

Increased 32% Remained the same 51% Decreased 17%

LONDON
COMMERCE & INDUSTRY

QUALIFIED Career Insight

Taking the next step in your career
BE FLEXIBLE Candidates regularly dismiss a number of opportunities before widening their search, as they are set on specic sectors or particular job titles for their next role. A good recruiter will be aware of this and will be able to explain the opportunities to you for every role, even if it doesnt exactly meet your criteria. STAY IN TOUCH We speak to hundreds of people in any one month, so keeping in touch either by email or calling once or twice a week will keep you at the forefront of our minds for any opportunities we have on. KEEP YOUR CV UP TO DATE Regularly update your CV and add any new achievements throughout your career as this can save valuable time when your assignment ends and you are ready to start your next job. BE REALISTIC ABOUT MONEY When seeking salary increases in a new role, be realistic about what you can get. A 5% to 10% increase is market rate, so focus your attention to other search motivators as well, such as holiday allowance and pension schemes for example.

RELOCATION
Top 5 places respondents would consider relocating to in the next two years Australia 35% Within the UK 27%
42%

Top 5 reasons for respondents wanting to relocate

42%
42%

Canada 27%
42%

Mainland Europe 25%

2 Respondents 4 could choose more than one country from a choice of 14 %

Improved quality of life 64% Different culture 58% Improved salary 50% New career opportunities 50% Better employment opportunities 43%
Respondents could choose more than one reason from a choice of nine

32% of respondents would not relocate

LONDON

LONDON Why candidates are making a move

COMMERCE & INDUSTRY

PERMANENT Work-life balance and a lack of career opportunities are the most common reasons for candidates looking for other roles, as well as the threat of redundancy. If employers want to retain staff they should look to improve their benets package, offering more exible working hours, as well as clearly promoting the opportunities to develop at the company using examples of individuals career paths within the team.

TEMPORARY Talented professionals in the temporary and contract market want to keep moving their careers forward so seek senior roles that offer a number of development opportunities. If their current role has fullled this purpose, candidates will look elsewhere. Although contractors remuneration correlates with the amount of days/hours they work, work-life balance is still a very important factor for most when deciding between roles. Candidates are also increasingly seeking opportunities that facilitate exposure to commercial work and decision making processes. Being involved directly with the business is often cited as an attractive attribute in a role.

Employers should establish a clear succession plan before embarking on a search, so they have a clear plan of where roles have the potential to go within the company

If employers want to improve in these areas they should establish a clear succession plan before embarking on a search, so they have a clear plan of where roles have the potential to go within the company. On the temporary and contract side, hiring managers should try to identify skills or business exposure a candidate can add to their CV for their next role. The recruitment consultant you are dealing with will be best placed to advise and pre-empt what is important to each individual before you interview them.

MOVING ON
Top 5 reasons for leaving last role Career development 36% New challenge/more interesting work 36% Higher salary 27% End of contract 17% Redundancy 16%
Respondents could choose up to three reasons

38% of respondents

anticipate changing roles in the next 12 months

LONDON

QUALIFIED Salaries & Benets

Spotlight on salaries

COMMERCE & INDUSTRY

PERMANENT Salaries and bonuses have remained largely static year on year and are likely to continue to do so for 2013. A 5% to 10% uplift in basic salaries has become the norm for individuals making an external move.

TEMPORARY Over the last ve years, and especially in the past 12 months, there have not been any signicant changes to salaries and bonuses in the temporary qualied market. However, certain skill sets in terms of systems, change management and regulatory exposure remain in demand and those with a track record of adding signicant value in their previous roles are seeing as much as a 20% increase in their rates.

REMUNERATION
When was your last pay review? Satisfaction with current remuneration

Pe r
Pe r

Co
t rac nt
Pe r

ent an m

ent an m
Pe r

ent an m
Pe r

ent an m

ent an m

Pe r

Pe r

ent an m

ent an m

Less than 6 months ago 28% 6 to 12 months ago 40% More than 12 months ago 11% Not applicable 21%

76%

of respondents received a salary increase in their last pay review

Satised 55% Neither satised nor dissatised 24% Dissatised 21%

Satised 54% Neither satised nor dissatised 26% Dissatised 20%

40%

of respondents perceive a 5 to 10% salary increase as acceptable if they were to move roles

LONDON

LONDON
Qualified | Permanent Job title
Newly Qualied CA/ACMA/ACCA Qualied | 1 year Internal Auditor Finance Manager Qualied | 2 years Group Accountant Qualied | 3 years Audit Manager FP&A Manager Commercial Finance Manager Financial Controller Finance Director Chief Financial Officer

Salary range 2012

41,000-50,000 45,000-55,000 45,000-60,000 45,000-60,000 50,000-57,000 50,000-65,000 55,000-65,000 55,000-70,000 55,000-80,000 60,000-80,000 60,000-85,000 85,000+ 150,000+

2013
43,000-50,000
COMMERCE & INDUSTRY

50,000-55,000 45,000-60,000 55,000-70,000 55,000-67,000 55,000-65,000 62,000-68,000 60,000-70,000 60,000-85,000 65,000-90,000 65,000-90,000 90,000+ 150,000+

Qualified | Temporary Job title

Newly Qualied CA/ACMA/ACCA Qualied | 1 year Internal Auditor Finance Manager Qualied | 2 years FP&A Manager Audit Manager Group Accountant Qualied | 3 years Commercial Finance Manager Financial Controller Finance Director Chief Financial Officer

Daily/hourly rate 2012

25-35 per hour 30-35 per hour 30-40 per hour 30-40 per hour 32-38 per hour 35-45 per hour 35-45 per hour 35-45 per hour 32-38 per hour 350+ per day 350+ per day 450+ per day 700+ per day

2013
25-30 per hour 30-35 per hour 30-40 per hour 35-40 per hour 32-38 per hour 35-45 per hour 35-45 per hour 35-45 per hour 35-45 per hour 350+ per day 350+ per day 500+ per day 800+ per day

LONDON

QUALIFIED Salaries & Benets

Attracting top talent
BENEFITS
Top 5 benets currently received Benets considered most and least important when considering a new role

COMMERCE & INDUSTRY

THE INTERVIEWER IS ALSO THE INTERVIEWEE Interviews are a two-way process where the candidate also forms an opinion of your business and considers the opportunities put in front of them. Ensure you make the right impression! BE FLEXIBLE It is important to understand the factors that contribute to a candidates decision to join a business, and identify what they are for each candidate at the offer stage, whether it is development, work-life balance, benets or remuneration. HAVE A SENSE OF URGENCY Move quickly if you like someone and run a exible and streamlined recruitment process. EMPLOYER BRANDING You need to be able to sell the business as well as the role, so make sure your brand is worth talking about. In the interview process promote the working culture and use employee success stories. Externally, use social channels to provide candidates with positive and up-to-date exposure to your companys personality and vision.

25 days holiday or more 85% Company pension scheme 76% Private healthcare 66% Annual bonus scheme 57% Insurance (PMI/ death in service/life insurance) 56%
Respondents could select all benets that applied

25 days holiday or more Annual bonus scheme Good company pension scheme Private healthcare Flexible working Leisure facilities Childcare vouchers Daily subsidised meals Season ticket loan Mortgage relief

66%
66% of respondents were satised with their benets
Respondents rated a selection of 20 benets in order of importance

BONUS
Did you receive a bonus in 2012? As a percentage of your basic salary, what was your bonus in 2012?

51%
51% of respondents were satised with their bonus
1 - 9% of salary

1 to 9% of salary 38% 10 to 19% of salary 37% 20 to 29% of salary 18% 30 to 39% of salary 3% 40 to 59% of salary 3% 60 to 100% of salary 0% More than 100% of salary 1%

Yes 52% No, not awarded one 14% No, not entitled to receive one 34%

of respondents received the same bonus in 2012 as they did in 2011

40%

ACKNOWLEDGEMENTS
We would like to extend our appreciation to all those who completed this survey and made this market report possible. If you didnt participate, please do so next year so we can continue to develop the depth and quality of this report and provide you with a fair and balanced picture. This report is only ever intended to give a very general overview on the changing nature and complexity of the employment market for accountancy, nance and advisory professionals and can serve as a useful guide. However, if you require a more tailored and condential discussion on how this will affect your business, nance department or indeed your own career, please do not hesitate to get in touch.

Editor and Marketing: Kirsty Assistant Editor:

Alex Voskou Alicja Skrakowski

gaapweb.com

Kelly

Promotion:

Your future in finance and accountancy

DISCLAIMER
This research was carried out by means of an electronic questionnaire and supplemented with data and market information that Marks Sattin has access to. The results are provided as generic market information only. Marks Sattin does not make any warranties regarding the use, validity, accuracy or reliability of the results and information obtained. Marks Sattin will not be liable for any damages of any kind arising out of or relating to use of this information. Commercial use and distribution of the contents of this document is not allowed without express and prior written consent of the author.

markssattin.co.uk

Marks Sattin

@MarksSattin