Kingsley Aikins is founder of The Networking Institute. His new book, Networking Matters: The Power of Human Connection, is launching on 4 December at Chartered Accountants House, Dublin. Members are invited to attend the book launch, at which Kingsley will give a mini masterclass on the essentials of networking, a flavour of which he provides below. In a world that is constantly changing and facing unpredictable challenges – such as financial crises, pandemics, and geopolitical conflicts – resilience is essential for both individuals and organisations. One of the most important assets in navigating these turbulent times is a strong and diverse personal network. Networking is a critical human skill that can help us survive disruptions, adapt to new circumstances, and thrive in an ever-evolving environment. Dealing with disruption Modern times are marked by unexpected events, often referred to as ‘black swan’ events, which are rare, unpredictable, and have far-reaching consequences. Examples include the COVID-19 pandemic, the invasion of Ukraine, and conflict in the Middle East. In the face of such shocks, personal networks are more important than ever. As companies adjust their workforces and individuals reconsider their careers, networks become essential for finding new opportunities. Today, job positions are often temporary, but networks provide enduring value. Whether times are good or bad, strong networks are critical for personal and professional success. The myth of individualism Success is often portrayed as the result of individual qualities such as talent, education, perseverance, courage, luck, and effort. However, relationships and connections with others are equally important. The myth of the self-made individual overlooks the fact that opportunities are attached to people, and creativity flourishes when talented individuals collaborate. While individuals can make a difference, they rarely achieve lasting success alone; strong networks are vital for both survival and achievement. As careers progress, it becomes clear that opportunities arise through people, and collaboration fosters innovation. Everyone we meet connects us to new possibilities and perspectives. Your next job: the changing nature of careers The traditional model of lifelong employment has changed dramatically. Job security is now rare, and the old social contract of loyalty in exchange for security no longer exists. Companies today have shorter lifespans, and people often outlive the organisations they work for. The step-by-step career ladder has been replaced by a more dynamic and flexible ‘jungle gym’ approach, where frequent moves and varied experiences are valued. Most new jobs are found through personal contacts rather than advertisements, and the most desirable positions are often never advertised. Research has shown that ‘weak connections’ or casual acquaintances at the edges of our networks, are especially powerful in uncovering new opportunities. The many benefits of networking Networking offers numerous advantages, including business development, customer acquisition, investment opportunities, supplier relationships, staff retention, and loyalty building. Beyond professional benefits, strong and diverse networks also contribute to longer life, better mental and physical health, greater earnings, and overall happiness. Networking helps combat loneliness and social isolation, which are known to harm health. The Harvard Longitudinal Study has found that our relationships are more important to health and well-being than our genes or lifestyle choices. A sense of belonging and purpose is fundamental to human needs, as recognised by psychologist Abraham Maslow. Strong networks enhance resilience and help individuals recover from adversity, highlighting the importance of authentic social connections in both work and society. Hire and wire: networking in the workplace Companies seek employees with strong and diverse networks, recognising that human capital includes not just knowledge but also connections. When hiring, they consider not only qualifications and experience but also the breadth and quality of candidates' networks. Success increasingly depends on who knows you, rather than just what you know. Many firms, such as McKinsey, have developed robust alumni networks, fostering ongoing engagement and business referrals. These networks also encourage the return of ‘boomerang employees’. who bring valuable experience and connections when they rejoin an organisation. Diversity vs. homophily People tend to form connections with others who share similar backgrounds, values, and interests – a phenomenon known as ‘homophily’. While this is natural, it can limit the diversity of our networks and our exposure to new ideas. Organisations that reflect societal diversity tend to perform better, and individuals benefit from seeking out different perspectives and experiences. Embracing diversity in our networks helps prevent predictable, homogenous thinking and opens us up to new opportunities and insights. Leveraging the intelligence of your network Each person's network is a unique and valuable resource that can transform both individual careers and organisations. Networks provide access to informal information – such as advice, insights, and tips – that is not readily available through formal channels. By engaging with our networks, we can gather critical intelligence, make better decisions, and gain a competitive edge. Many leading, global companies recognise the value of network strength, encouraging employees to build connections and leverage network intelligence. Trust is essential for employees to use their networks for the benefit of the organisation, and a strong network culture fosters both individual and collective growth. Referrals and testimonials One of the most significant advantages of networking is the potential for referrals and recommendations from satisfied contacts. Keeping in touch with past clients and colleagues can lead to new business and opportunities. Although some people hesitate to ask for referrals, it is an essential part of effective networking. Referrals are cost-effective, quick, and often lead to strong, mutually beneficial relationships. Portability of your network Your network is a personal asset that remains with you throughout your career. When you leave a company, your network goes with you, providing ongoing value and support for your career development. Investing in your network is an investment in your own future. Overcoming ‘stranger danger’ Many people feel apprehensive about approaching strangers, a feeling often instilled from childhood. However, most of our important relationships began with someone who was once a stranger. Networking helps us overcome this fear and recognise the potential for transformative opportunities that can arise from a single introduction or conversation. As our careers progress, it becomes increasingly important to expand our circles and stay aware of the achievements and movements of others. The ‘Network Gap’ LinkedIn has identified a ‘network gap’, where some individuals have a significant advantage in accessing opportunities based on their connections. Factors such as upbringing, education, and work history can provide up to a 12-fold advantage in opportunity access. Research shows that 70% of professionals are hired by companies where they already have a connection. Addressing the network gap is essential to ensure equal access to opportunities for people with similar talent and skills, regardless of their background. Digital opportunities Digital technology has revolutionised networking, making it easier and more affordable to connect with anyone, anywhere. Geographic location is now less important than what you do, and digital platforms enable rapid, direct communication. These changes, including the integration of artificial intelligence, have fundamentally transformed how we build and maintain networks. The ripple effect Networking creates a ripple effect, where your reputation and influence extend far beyond your immediate contacts. Your actions and interactions can impact people you have never met, and acts of kindness and generosity can inspire positive cycles within your network and beyond. Practising random acts of kindness can strengthen connections and foster a culture of generosity. Conclusion As you advance in your career, the importance of networks and relationships increases. The skills that helped you secure your initial position become less central, while the relationships you build become the key to ongoing success and growth.

The earning potential for Chartered Accountants working in Leinster has increased significantly, according to the Chartered Accountants Ireland Leinster Society Salary Survey 2025. The survey results show the average salary package of Chartered Accountants in the region now stands at €131,654. This figure is a 6.6% increase on the 2024 average (€123,466) and marks a salary increase of 20% since 2020 (€109,989).   The annual survey of nearly 1,000 Chartered Accountants, launched today by Chartered Accountants Ireland Leinster Society in partnership with Barden, Ireland’s leading accounting and tax talent advisory and recruitment firm, provides the most up-to-date guide to Chartered Accountant salaries and employment prospects in the Leinster region.    The research, conducted by Coyne, shows earning potential across the profession remains strong, with:   Average salary package of €131,654 for Chartered Accountants working across all sectors. This figure includes base salary, car or car allowance, and bonus.  Average salary package for a chartered accountant with 5 years post qualified experience now stands at €97,527, an increase of over 8% on 2024. Newly qualified respondents across all sectors saw their pay increase to €72,450 from €68,121 last year, an increase of 6%. The average salary package of newly qualified respondents working in industry now stands at €82,279 (up almost 16% on 2024 data).   Satisfaction with remuneration   Respondent satisfaction is high, with 65% satisfied or very satisfied with the salary they receive. The data highlights several positive trends, with 88% of respondents saying their total remuneration has increased in the past three years and 27% reporting more than a 25% increase. 77% expect their total remuneration to increase within the next 12 months.   Uptake of artificial intelligence (AI)  28% of Chartered Accountants use AI in some form to assist their day-to-day work, doubling from 14% in 2024. In this way, the potential of AI to streamline workflows and increase efficiency is already being felt across the profession.   Over half (57%) of respondents say AI represents a significant opportunity for the profession, and that it will allow the profession to move further up the value chain in terms of the work it does.  Two-thirds of respondents feel that artificial intelligence will impact positively on their career, with only 9% believing it will have a negative impact. Looking beyond AI to the wider impact of technological development, 69% feel that automation solutions will impact positively on their career, with 66% of respondents saying the same about online collaboration tools.   Sarah Murphy, Chairperson of Chartered Accountants Ireland Leinster Society, said:   “Salary increases across the sector are evidence of the value that employers place on the work of chartered accountants in businesses, practices and more. Looking to the future, the potential for progression is also strong, with 44% of respondents having received a promotion in the last three years.    “As the role of accountants continues to evolve, to see a year-on-year doubling of the numbers using AI in their day-to-day work points to a profession that is highly adaptable and open to the opportunities that technology presents. Chartered Accountants hold positions of significant trust in organisations, and their ethical standards, critical thinking and analytical capabilities will be in even greater demand as business leaders as AI becomes more established. These results are a strong endorsement of Chartered Accountancy as a sustainable and fulfilling career, full of opportunity.”  Attractiveness of the profession  Becoming a Chartered Accountant remains attractive for those seeking career progression pathways while maintaining work-life balance. In the last three years, 44% of respondents received a promotion and almost 80% cited the ability to work remotely as a key way in which their employer provides flexibility.   Findings show that employers facilitate healthy work-life balance for members through a range of non-monetary rewards. As well as the option for hybrid working, parental and carers’ leave (available to 48% of respondents) and an employee assistance programme (available to 48% of respondents) were offered across sectors. 64% of respondents were satisfied with the non-monetary aspects of their job (63% in 2024); 72% were satisfied with their work environment (76% in 2024); and 67% were happy with work-life balance (66% in 2024).   Elaine Brady, Managing Partner, Barden, said:  “Despite the continued backdrop of macro-economic uncertainty over the past 12 months, the inauguration of Donald Trump and the subsequent US trade policy changes, the demand for accounting talent from 2024 continued. This has resulted in very competitive offerings from employers across the board. There has never been a better time to enter the profession, with a widespread focus from employers on work-life balance and non-monetary rewards for employees.   “The findings of this years’ survey can act as a reference point for employers focused on talent acquisition and retention. With high standards across the sector in terms of salary packages and pension contributions, employers continue to look for new ways to recognise the value of their employees. This includes hybrid working, which 80% of respondents cited as a highly valued attribute of their role.”    Common elements across salary packages   The majority (89%) of members have a pension, with 95% of these members receiving pension contributions from their employer. After basic salary, this pension contribution is the most valued aspect of the Chartered Accountant salary package for 54% of respondents. The other most common elements in respondents’ salary packages are payment of professional subscriptions (79%); Cycle to Work scheme (57%); health insurance (53%); and sponsored professional development (46%).    

This is the first MRA between CPA Australia and Chartered Accountants Ireland, who are both full members of the International Federation of Accountants (IFAC) and collectively represent more than 215,000 members in more than 100 countries worldwide. Speaking at the signing ceremony in Melbourne, CPA Australia CEO Chris Freeland said that this agreement is a significant milestone in the relationship between the two bodies. “Signing this agreement enables our respective organisations to work together to provide high quality education programs and build the technical capabilities of accounting, business and finance professionals,” Mr. Freeland said.  “This agreement stands as a mark of our mutual commitment to share information and ideas. It broadens the global vision of our respective members and promotes the ongoing advancement of the profession in both Ireland and Australia.  “Importantly, it provides members from both professional bodies a pathway to take up each other’s designation and enhance their career opportunities.” Chartered Accountants Ireland President, Barry Doyle, FCA, CPA said “As a small island, Ireland has always been outward facing, and our members use their qualification globally. This Agreement will benefit the many Irish professionals building their careers in Australia and will allow both bodies to collaborate even more closely in supporting all our members. “The historic amalgamation of Chartered Accountants Ireland and CPA Ireland in 2024 created the largest professional body on the island, with this expanded Institute now the only Ireland-based accountancy body. CPA Ireland enjoyed an enduring relationship with CPA Australia over several decades, and there is now an exciting opportunity to build upon this for the benefit of our members and our respective economies.” The MRA was signed by Chris Freeland AM, CEO, CPA Australia and Barry Doyle, President, Chartered Accountants Ireland.  

If you are finishing your training contract in the months ahead and starting to consider your career path and what direction you want to take your professional qualification there are a number of actions you will need to take. Below is a list you can tick off as complete over the weeks ahead : Action list and Key considerations as a newly qualified ACA Build a top class CV   Start a Career Plan file Watch some career webinars Start market mapping and select my top ten preferred employers – If you need advice on MM contact your Careers Team in the Institute. Get my LinkedIn profile up to speed – Document guide available from dave.riordan@charteredaccountants.ie Treat this as the appendix to your CV – Professional Photo and good bulleted detail. Set up my alerts on jobs boards for a variety of different roles and titles and filter into a folder for review Connect with a few recruiters I trust to understand the career curve of an ACA – Career Pathway Hub here Explore the full spectrum of career paths that I can take post qualification Consider whether a contract might be a good option at this particular crossroads Connect with a few mentors and get their advice formally consider a stint abroad to add real-world experience to my CV Initiate a networking mentality and start speaking to my peer group about what they are doing with their careers in the years ahead examine the LinkedIn profiles of peers several years ahead of me what paths they have taken as they moved out of their training contract. Establish my elevator pitch about where I want my career to go Based on my recent annual reviews in work write an honest SWOT analysis of my personal brand and current profile. Follow companies on LinkedIn that I am very interested Connect with CFO's and divisional heads on linkedIn in organizations that appealed to me using a polite connection message. Start building my Interview narrative – What are my key selling points / key stories and value-add examples? Have I asked the Institute Careers Team or a recruiter for a prep session? Ask for the "Interview Do’s and Don’ts document".  Do some work for Charity. Who are my referees going to be and will they sing my praises. Give them advance notice. If  April 2025 is when you will be leaving your training contract then start the key actions now per the above list and don’t put off contacting your Careers Team until too late.  Get ahead of the curve. The market is very good at the moment but change is the only real constant in the world of business today so take advantage and initiative while you can. Dave Riordan (FCA) Recruitment Specialist & Career Coach | Careers Team Chartered Accountants Ireland. Dave.riordan@charteredaccountants.ie

The Institute of Chartered Accountants Ireland operates a Recruitment Service for clients and members providing specialist and expert advice at all stages of the recruitment process.  CLIENTS - We provide a full-service end to end recruitment partnership to our clients. We manage the entire process from advertising, screening candidates and interview scheduling all the way through to offer management and reference checking. We take the time to understand your specific needs whether you are the client or the candidate. Our aim is to enable and support positive recruitment decisions. CANDIDATES - Similarly on the candidate journey we represent our ACA and FCA members (exclusively) and provide personalised support throughout the interview journey, including the provision of interview preparation sessions and offer negotiation advice. The members of the Careers Team have combined experience in recruitment of over 40 years for you to leverage. CAREER ADVISORY – The Careers Team is essentially your career partner at every stage of your career from qualification to retirement. We are here to provide guidance, support and advice and to act as your independent and confidential sounding board. Our team of experts can help you to successfully navigate your career enabling you to reach your full potential. For more information about the Recruitment and Careers Service in Chartered Accountants Ireland contact Careers@Charteredaccountants.ie    

Chartered Accountants Ireland has identified a common thread of discussion at our recent events and among our members more broadly, that of “burnout in the profession”.  Reflecting on the 2025 International Women’s Day theme #AccelerateAction and motivated by the desire to better understand and address this issue, the Institute team consulted with well-being leaders and members at Chartered Accountants Ireland, who are deeply invested in the topic - Dee France, Thrive Wellbeing Manager, Dr. Caroline McGroary FCA, Lecturer in Accounting at Dublin City University and Institute Past President and former Chair and Partner with Grant Thornton Ireland, Sinead Donovan FCA.  What is burnout? What we learned is that there are common misunderstandings about the true meaning of burnout. While many consider burnout to be a state of physical exhaustion, it is in fact a multidimensional concept with three main components: exhaustion, cynicism and low professional efficacy, a definition now accepted by the World Health Organisation. It is also part of a complex psychological process, which is impacted by a range of factors, leading to a host of negative outcomes, including serious mental health and physical health issues, decreased job satisfaction and increased turnover intentions, among many more.   Challenging assumptions and seeking solutions We also learned that while much research labels burnout as a “female experience”, these findings must be challenged. The reality is that burnout can be experienced by any gender, at any stage of career, in any profession. Generalisations such as this claiming that we, as women, are more prone to burnout than other genders, may imply that we are less resilient and more prone to stress, resulting in a range of negative career outcomes.  Burnout has also emerged as something of great concern to Gen Z (those born in the mid-90s) and Millennials (those born in the early-1980s). In the Deloitte 2024 Gen Z and Millennial Survey, respondents outlined that work-life balance remained a top priority. That said, many feel they don’t achieve this balance due to long working hours, which is resulting in significant stress. In addition, the 2024 ICBE (Irish Centre for Business Excellence) Business Excellence Skillnet and UL Study found that future business leaders were reluctant to “step up” to leadership roles due to concerns over work-life balance.  In response to these studies, Immediate Past President of Chartered Accountants Ireland, Sinead Donovan, highlighted that burnout should not be an accepted culture in any profession. She further reiterated that as leaders in the accountancy profession, we have a duty to our current members, and the next generation, to show what a purposeful career looks like and how we can exist, and indeed thrive, in these roles without experiencing burnout. It should not be accepted as a side-effect of a successful career. To this end, there was collective agreement that while there is a lot of valuable work being done by wellbeing teams across professions to support members, given the prevalence of, and increased attention on, burnout in recent times, we need to learn more about it and the extent to which it affects members in our profession. We also need to learn how to prevent it from occurring in the first place so that it becomes more of a rarity, not just another stepping stone to be endured.  #AccelerateAction – Stronger together Therefore, as we celebrate International Women’s Day 2025, we encourage our many stakeholders in the accountancy profession, as well as colleagues in other professions, to #AccelerateAction against burnout and to support each other while doing so.   

To pass your CAP 2s and FAE exams in 2024/25 you need to be implementing a rigorous study plan during the year and as you approach qualification an ACA finalist will need to implement the same approach and format to your job search and career planning. If you don't structure your job steps through a considered strategic plan you risk your career pathway making random jumps and just falling into opportunities. Here are a few suggestions to help you build the beginning of your effective long-term career plan : In 10 years as an FCA what role do you think you will want to be settled into ? What does this picture look like ? – Map it out for yourself in detail.. At 5 years PQE (Post Qual Experience) what role do you anticipate holding? It should be a good springboard to your 10 year target. It should be in line with the Career Pathway map - https://www.charteredaccountants.ie/Career-Pathway Do an honest skillset audit – Document the skills you are proven to be strong on and identify what you are lacking and will need to shore up / develop if they are important to your 5/10 year plan Speak to people – constantly! - make your career-map part of your business conversations and put your ambition to go out there in a particular direction with people. Document your plan – write it down – keep a detailed spreadsheet- track and analyse it like a full ongoing long-term project that you give monthly priority to. (I have seen very average performers reach lofty career heights by giving sufficient time and attention to their career projects and ambitions – don’t put it low on your to-do list). If you aim to move after qualifying then take a look at the key actions and considerations here : https://www.charteredaccountants.ie/docs/default-source/careers-recruitment-dept/ca-jobs-checklist.pdf?sfvrsn=2 Start meetings with a few mentors and document the tips they give you in your Career File. Build your personal brand both in work and online / LinkedIn Start to build your personal network in line with key career influencers Put a slot in your diary each month to spend a few hours on your Career project. There is of course a lot more to building a formal career plan but these are a few initial considerations and initial building blocks to put in place. Once you qualify make sure you connect with your ICAI Careers Team to map out the rest of the plan and review the wide variety of ACA paths and market opportunities. Dave Riordan (ACA) Recruitment Specialist & Career Coach https://www.charteredaccountants.ie/Career-Pathway

As a newly qualified Chartered Accountant, Paul Barron ACA was offered a position in Costa Rica. He packed his bags for Central America and now reflects on his experience - with some insights and advice for others in the same position. I trained as a Chartered Accountant with KPMG, qualifying in 2014. Shortly after finishing my training position, I took up a position with Fyffes (the banana people!) as an internal audit manager. This position involved travelling to the various Fyffes locations worldwide, performing controls testing as well as inquiring and then reporting back to the Board of Directors with my findings. After nine months in this role, I was offered a longer-term position as Financial Controller in Costa Rica. It seemed like a great opportunity to have a new experience and progress my career, so I went for it. I was nervous of course, but I spent three years in this role before returning to Head office in Dublin in March 2020.  Overall it was a great experience and I am very glad I did it, and here are my thoughts on the benefits and challenges of working abroad as a Chartered Accountant. Benefits and opportunities Excellent work opportunity – I managed a team of 12 people and was a central part of our operations in Central America. My willingness to relocate afforded me the chance to have a very stimulating and dynamic job which I don’t think I would have been considered for, at that stage of my career (1-year PQE), in companies of a similar size had I remained in Ireland. I got valuable management experience and really had to hit the ground running, which has stood to me since. Experience and exposure to interesting, varied work. I think I might have been exposed to some of these in a standard setting but going abroad to Costa Rica meant I was doing standard work in a non-standard (for me) environment like a large-scale farming operation or getting to see the tangible links between the finance team and the operation itself. During my three years in Costa Rica, I: got hands-on FC experience reviewing a large farming operation had the opportunity to manage a cross-cultural team was exposed to and given the opportunity to manage large capital projects interacted with most of the departments within the business and learned more about how they work Experience of a new culture and a new language Spanish was the language in the office and the operation, so I took classes and worked extremely hard on getting to a conversational level in my first six months working in Costa Rica. I like languages and have French in my primary and master’s degrees, so this was very enjoyable but also tiring and a big challenge I lived and worked in an area of the world about which I knew very little before relocating – it was enjoyable getting to know about a new culture, food, people and traditions and I’ll always have a nice connection with Costa Rica and  friends made along the way. Challenges The first nine months were exhausting with getting to grips with a new job that entailed a lot of responsibility; learning a new language; settling into a new home and trying to make new friends. I’d recommend a long holiday after about six months if you are considering relocating.  It takes some time to adjust to working within a cross-cultural team. I enjoyed the different outlook as time went on, but at times different approaches to tackling problems surprised and sometimes frustrated me. It was definitely a learning curve I was lucky that I had some Irish colleagues in the Costa Rican office. This certainly helped but integrating into a very different culture was tough and isolating at times and should be considered before relocating.  In summary Overall, I am really glad to have done it. I feel privileged to have been offered the opportunity to experience working in Costa Rica. Going to a different language, culture and climate all give rise to moments of culture shock and homesickness, but also moments of real enjoyment. You do need to be realistic about the pros and cons but also resilient and somewhat brave.  Having the comfort of my ACA qualification and Institute membership, my Irish colleagues in Costa Rica and my company support both there and at home all made the move much more accessible. I could have come up with as many reasons to not go as to go, so I have no regrets but am happy to be home! The experience in Costa Rica did definitely help me to establish and progress within my career and I know will continue to stand to me. I may still keep my eyes and ears open for other international opportunities. Institute supports I found the Career service very helpful throughout. I spoke with Karin Lanigan on average three or four times a year and still do on my career development. It has been extremely useful to help me plan my career and also have a sounding board when decisions have to be made. It is a great and unbiased service which has been a real help to me. In particular, it helped me plan my move home - which can be as challenging a transition as the initial move.

Get in touch with your Chartered Accountants Ireland Careers Team today to help sculpt your new CV now that you are qualified. Its never too early to start this essential document. We will send you a template to get you started and you can schedule an online call to review and talk through it once complete.   For the moment, here are some initial CV tips, pitfalls, versions and suggestions : Minimise (no) colour No photo – that’s more a continental thing. Your latest job detail should take up about half of the 1st page – good detailed points. Use ‘ownership’ terminology such as “I drove, I led, I resolved … “ 1 or 2 lines about your current employer = context Use the width of the page- no large whitespace gaps | Typically 2 full pages give or take. Ariel or Calibri 11 or 12 Include your Annual Review Rating if you got a good one. Naming Clients – where suitable … to give context. Clients : - what size / what sector ? Have a few versions of your cv for different applications Include Academic results 2.1 / 2.2 / 510 points 3.8 grade avg etc Punchy – Not long winded story style points. Profile Summary for HR/Website applications – per below Strong References available on request(include of you have) Include Charity work, societies, events, articles written etc. Spelling – check it and triple check it Focus on the getting across your competencies and your value add Identify your USP / What differentiates you System Skills ? ( Tip )  Create a Summary profile or synopsis to go alongside your CV or to be mailed with your cv attached to either recruiters or employers : For example :  My Profile Summary : ACA 2022 Big 4 Trained – Audit Currently in XYZ plc as a Financial Accountant Previously Audit Senior working with Banking Insurance and Funds clients Very strong leadership qualities and relationship building track record Strong audit fundamentals Very keen on a move into IA with the right organisation and ABC ltd very much appeals. Excellent communication skills and very positive client interaction feedback 100% comfortable with travel required On 55k base + solid bens currently Target base 60/65k base circa Linkedin Profile : https://www.linkedin.com/in/daveriordanaca/ Get in touch with your Careers Team in the Institute as your first step once you qualify for cv, interview and market guidance as well as job placement and an unbiased, objective view of the market and your career path.  Dave Riordan (ACA) Recruitment Specialist & Career Coach | Careers Team Chartered Accountants Ireland. Dave.riordan@charteredaccountants.ie   

If you completed a Masters Degree and as a result only need to do a 3 year training contract (as opposed to the 3.5 years) you may be looking to interview in the market before the end of this year! As such, you will need do start considering your career path and the direction you want to take. There are a number of actions that will help you when making important decisions.  Below is a list you can tick off as complete over the weeks ahead :  Action list and Key considerations as a newly qualified ACA : Build a top class CV – Template and guide here   Start a Career Plan file – Webinar here   Watch some career webinars here and articles here    Start market mapping and select your top ten preferred/potential employers – If you need advice on market mapping your Careers Team in the Institute. Follow these companies on LinkedIn and you could even reach out to other Chartered Accountants working there via LinkedIn.  Get your LinkedIn profile up to speed – Document guide available from dave.riordan@charteredaccountants.ie  Treat this as the appendix to your CV – Professional Photo and good bulleted detail.   Set up alerts on jobs boards for a variety of different roles and titles and filter into a folder for review.  Connect with a few trusted recruiters to understand the career curve of an ACA – The Career Pathway Hub here will also be a useful resource.  Explore the full spectrum of career paths that you can take post qualification  Consider whether a contract might be a good option at this particular crossroads  Connect with a few mentors and get their advice formally.  Explore the option of a stint abroad to add real-world experience to my CV  Initiate a networking mentality and start speaking to your peer group about what they are doing with their careers in the years ahead.  Examine the LinkedIn profiles of peers several years ahead of you to see what paths they have taken as they moved out of their training contract.   Establish an elevator pitch about where you want your career to go.  Based on your recent annual reviews in work write an honest SWOT analysis of your personal brand and current profile.   Start building an Interview narrative – What are your key selling points / key stories and value-add examples? Have you asked the Institute Careers Team or a recruiter for a prep session? Interview Do’s and Don’t’s document here :   Consider who your referees going to be and will they sing my praises. Give them advance notice.   If October or November 2024 is when you will be leaving your training contract then start the key actions now per the above list and don’t put off contacting your Careers Team.  Get ahead of the curve.   Dave Riordan (FCA)   Recruitment Specialist & Career Coach | Careers Team Chartered Accountants Ireland.   Dave.riordan@charteredaccountants.ie    

Wednesday 6 September 2023 – Earning potential for Chartered Accountants working in Leinster remains strong, with an average salary package this year of €118,578. The results of a new survey published today shows a notable increase in the average salary package of newly qualified Chartered Accountants, rising 6.6% to €62,866 compared to last year. The survey of approximately 1,000 Chartered Accountants, launched today by Chartered Accountants Ireland Leinster Society in partnership with Barden, Ireland’s leading accounting and tax talent advisory and recruitment firm, provides the most up-to-date guide to Chartered Accountant salaries and employment prospects in the Leinster region.   Strong remuneration packages The research, conducted by Coyne, shows earning potential across the profession remains strong, with €118,578 the average salary package for Chartered Accountants working across all sectors. This figure includes base salary, car or car allowance, and bonus. The remuneration package of members who qualified in the past two years increased by 6.6% from €58,967 in 2022 to €62,866 in 2023. Almost 9 in 10 (89%) of respondents overall say their total remuneration has increased in the past three years, compared to 86% in 2022. Two in five (39%) said their salary had increased by more than 25% this year. And four in five claim their total remuneration is expected to increase within the next 12 months. As part of the remuneration package, over 60% expect to receive a bonus in 2023.   The vast majority (87%) of members have a pension, with employers contributing an average 9% of their salary. After basic salary, this pension contribution is the most valued part of their package for 50% of respondents.      High job satisfaction and flexibility  Job satisfaction was high across all the metrics amongst those surveyed, with 76% of members satisfied with their work environment (73% in 2022); 68% happy with the salary they receive (62% in 2022); and 64% happy with work/life balance (unchanged on 2022). Half of respondents have been promoted in the last three years, with promotion highest amongst those working in practice at 77%.  Flexibility has become embedded as a feature of working life, with 75% of respondents employing a hybrid working model, up 2% on 2022. Only 1 in 10 respondents express concern that time spent working remotely will impact on their career progression. 7 in 10 value location flexibility, and over half of all members value flexibility in the shape of their working day (compressed hours, core hours, flexitime).  Automation and productivity The survey also shows the accounting profession is benefiting from technological advances, with 70% believing automation will have a positive impact on their career and almost half believing AI and big data will free up capacity to focus on higher-value parts of the job.  Des Gibney, Chairperson of Chartered Accountants Ireland Leinster Society, said:   “This year’s survey points to continued strong earning prospects for Chartered Accountants in Leinster. I’m particularly pleased to note the increase at the newly qualified level. This increase will play a crucial part in ensuring our profession remains attractive to the next generation – and will help us retain our top young talent in a very competitive market.   “I am also really pleased to see automation being so strongly embraced by respondents. Almost half agree that it will allow us to move further up the value chain in terms of the work that we do. This is already happening, with the work of Chartered Accountants transformed in recent years. It is really important that we communicate the breadth of opportunity in our profession to the next generation.”   Elaine Brady, Managing Partner at Barden, said: “Despite the backdrop of almost constant uncertainty over the past 12 months, the demand for accounting talent seen in 2022 continued almost unabated. Standing out from the crowd and attracting this much sought after talent is a key challenge for companies throughout Ireland. Accurate data on reward can create competitive advantage for those who choose to use it, especially in times such as these. These insights can also help businesses and hiring managers to craft competitive reward structures to aid talent retention and to understand what is required when looking to attract talent externally.  “It is also extremely interesting to see that 10% of members are working fully remotely, while 75% of members have hybrid working arrangements. Companies that mandate five days in the office have been, and will continue to be, at a significant competitive disadvantage when trying to attract accounting talent. To mandate five days in the office is to effectively reduce the talent pool available to you by 85%.” ENDS    Note to editors  The survey was conducted by Coyne Research on behalf of Chartered Accountants Ireland Leinster Society, in partnership with Barden, between 19 July and 14 August 2023.   About Chartered Accountants Ireland Leinster Society   Chartered Accountants Ireland Leinster Society is a district society of Chartered Accountants Ireland, representing over 16,000 Chartered Accountants throughout Leinster.     Chartered Accountants Ireland is Ireland’s leading professional accountancy body, representing over 32,000 members around the world and educating 7,000 students. The Institute aims to create opportunities for members and students, and ethical, sustainable prosperity for society. An all-island body, Chartered Accountants Ireland was established by Royal Charter in 1888 and now has members in more than 90 countries.     It is a founding member of Chartered Accountants Worldwide, the international network of over one million chartered accountants. It also plays key roles in the Global Accounting Alliance, Accountancy Europe and the International Federation of Accountants.     Chartered Accountants Ireland members provide leadership in business, the public sector and professional practice, bringing experience, expertise and strict standards to their work for, and with, businesses in every sector. Chartered Accountants Ireland engages with governments, policy makers and regulators on key issues affecting the profession and the wider economy.   About Barden Barden is a partner led talent advisory and recruitment firm consumed with supporting companies that really know the value of their people. Barden’s expertise covers Accounting, & Tax, Business Support, Financial Services, Legal, Life Sciences, Supply Chain and Technology talent advisory and recruitment. Chartered Accountants specifically choose to join Barden in order to use their qualification in a different way.   Barden has proudly partnered with the Chartered Accountants Ireland Leinster Society, for the last seven years, to bring you the annual salary survey. Barden also works closely with Chartered Accountants Student Society of Ireland (CASSI) and Young Professionals to make sure their members get access to the right information, at the right time in order to make more informed decisions about their professional future.  

Dave Riordan ACA, Recruitment Specialist & Career Coach, Chartered Accountants Ireland Careers Team, writes: Recruitment into practices, large and small, is a challenge in the current climate. We know this. So what can we do to make our recruitment processes easier and more effective? Here are some tips that I deem essential to attracting and onboarding suitable additions to your team: The senior management team should incorporate into their Practice Strategy some core objectives and KPI’s on the firm’s candidate attraction (and retention) approach. This needs to be a permanent fixture in quarterly management meetings for the firm and constantly updated. Conduct one comprehensive, all encompassing, interview that allows you make a quick decision about the candidate – no second interview needed. This way you have a time advantage and first mover advantage versus competing practices. As well as traditional jobs boards, use social media channels to get the word out LinkedIn, Instagram, Facebook, Twitter etc. Align your message across each and post simultaneously to each platform for full reach to your audience on the same day. Develop your Practice Brand as an employer of choice in the practice-sphere. This will mean differentiating your firm to increase attractiveness. Train your own – take the longer term view and hire trainees to grow them in your culture. Hire Part-time/ flexible workers – the world is shifting towards the ‘gig-economy’ mindset, so why not employ FCAs who are seeking part-time roles? This way, you can benefit from the vast experience they can bring to the role, and they benefit too as they can balance their role with wider family needs. Many members are now very focused on work-life balance and, even if they are nearing retirement, they could be in a position to contribute some of their best years to your firm. Many FCA’s with 30 years+ experience would be delighted to contribute a wealth of experience to a role in practice for a few days a week, and it doesn’t necessarily need to be at a senior level. Flexible core hours or work to facilitate school drops and pickups are another obvious element in this. Consider ‘Returners’ (members who have been off work travelling or developing home life for a few years). They may often be a ‘little’ flexible on salary to get a foot back on the ladder that then enables them to restart their career. Returners not only have a wealth of experience to bring to a role, but they also have maturity and life experience that can be hugely beneficial. If it’s hard to find the Audit and Tax people you are seeking, why not start to build a branded presence on LinkedIn. Raise the profile of your firm so that ACA’s are aware of it and how good your practice is to work for from an early stage in their career. This will ensure you tap into a pool of passive candidates and attract interest over a period of time. Offer different elements in your remuneration package: e.g. gym membership, social Fridays each month, pension, commission structure, phone paid etc. Often a well run internal candidate-referral reward scheme can be a highly effective way of incentivising current employees to bring in ACA’s that they feel would be a fit for your firm. Done well, this can extend your reach into the market for candidates significantly and also help maintain a consistent culture. Use a highly regarded recruitment agency. Partnering with an agency closely can be very advantageous in the market if you do it right! Some tips on this: Meet the consultant you are working with; Have a regular scheduled update call (e.g. weekly); Accept speculative CVs from the agent; Be flexible on the fee rate. If you get an exceptional candidate they can be worth it and remember it’s contingency based, so no fee is applicable if the process is incomplete; Keep updating the agent about the news in your firm; Offer to work exclusively with the recruitment firm, but ask what steps they will go through to find/headhunt the right candidate for you; Make sure you have created an excellent job spec and offer to assist with the advert text; Recruiter fees can appear high on the face of it, but a good recruiter can allow you get on with the day job of billing clients while they streamline the candidate selection process saving you time and money; Make the partnership a positive one where you share background (but always confidential) information with the recruiter, ensuring you are on the same page & wavelength regarding the person and role; If you trust your recruiter to know what you are looking for and he/she recommends a candidate that does not look like an obvious fit on paper, give the recruiter the benefit and trust their judgement and meet them. I would also be generally open minded on applications. For example, if a candidate is not a right fit for your current active role, consider whether they might be suited to your firm in a different role where they will add value, or perhaps consider them as a short-term contract addition to the team if that could alleviate a work backlog for you. Candidates in the practice market in 2021/22 are savvy and have built shortlists of their preferred employers that match their career pathway. You need to be on their shortlists as an employer of choice. As an interviewer, be clear and well-practiced in the selling points and differentiators of your firm and communicate them warmly during the meeting. Refine your interview techniques and get honest feedback on them to ensure the interview experience for the candidate is a positive professional reflection of the organisation. As an additional guide I can highly recommend a Chartered Accountants publication by Mary E Collins – “Recruiting Talented People”if you are looking for additional detail. I always recommend looking for opportunities each quarter/year to stay close to the Institute, and so partnering with the Careers Team in Chartered Accountants Ireland for your recruitment needs is a good idea to ensure you are attuned to the market, and first in line for ACA candidates who prefer to tentatively explore a practice career move with the confidentiality and assurance of their own Institute. If you would like to speak to the Chartered Accountants Ireland Careers Team, please email us at careers@charteredaccountants.ie.