Work life

When looking for a job after qualification, you can do more than just send a CV listing your previous experience. Here are some steps you can take to make the path to your dream job a little easier. For many of us, the start of a new year is the time that we take a peek at the job market, especially if you are nearing the end of your education. However, you will not be alone.  While you maybe tick all the boxes in terms of qualifications, it is worth considering what can you do over the coming weeks and months that will make you stand out from your peers to land the job of your dreams. How can you impress an employer before you even get your foot in the door? Its worth putting together a list of top 10 companies you would like to join, and then start working on ways to blow them away before you ever even meet them. Here are some steps you can take that may help set you apart from your peers.  Your CV  A well laid out CV is such an important document and will highlight to any potential employer that you take yourself, your own brand and the interview process seriously.  Your CV should advertise and sell your skills to employers. Employers will notice a well-crafted CV and note that if you put time and effort into this document, you take yourself seriously as an accounting professional.  Be sure to target your CV to the job in which you are applying. This will grab the attention of the hiring manager and  help you overcome any artificial intelligence software the organisation might be using to help with its hiring process. Social media Your online profile is another form of marketing for yourself and brand. Make sure that it is done correctly and that your portray yourself on social media in the best possible light. Privatise your social accounts if needs be. If you have public content, be sure it portrays you well. Before you even start applying for roles within your target company, start following them on social media, and like and share their posts. Use your social media presence to interact with these companies in advance of any potential interviews with them. Make sure that your LinkedIn profile is up-to-date and is completed correctly. Your online profile should portray the right image of you as a serious candidate so make sure your experience is current and your picture is professional. It is not unusual for hiring managers to go straight to a candidate’s LinkedIn profile prior to the interview, so make sure it lists all your accomplishments.  Tap into your network Up until now, your focus has been on passing your exams. Now that your time as a student is nearly finished, it is the time to expand and utilise your network. Is there a former colleague, friend or family member that works in a company that you are interested in? If so, reach out to them for an introduction to someone involved in recruitment within the organisation.  If they can’t introduce you to someone in the organisation, they still might be able to help you with CV preparation or provide some company intelligence that will give you insight into how tailor yours answers to interview questions. Many companies have a fee that they pay to current employees for good referrals, so keep this in mind when asking current employees of companies for an introduction. Your network can prove invaluable and people love to help.  You can also find the hiring managers and heads of recruitment from within the company on Linkedin. Take a chance by connecting with them, liking their posts and catching their eye with some of your own content. Concepta Cadogan is the Head of Accounting and Finance at Lincoln Search and Selection.  

The most powerful tool in a networker’s arsenal is the ability to give back to your network. By following the 10 key points outlined by Jean Evans, you’re guaranteed to cultivate a strong and supportive business network. One of the first things you learn about networking is the importance of giving back to your network, and most people starting out can become overwhelmed by this notion. You might think you don’t know anyone, or you’re worried that you don’t have anything of value to give to another person in your network. However, it’s a lot easier to give back than you think. Here are 10 things you can do to give to your network. Show up consistently If you’ve taken the time to join a network, I’m going to make a bold assumption and say that you’ve done your due diligence and you know the schedule and the frequency. Put this in your diary and schedule any other meetings around your networking meetings. This time spent networking should be sacrosanct. The know, like and trust factor Schedule one-to-one time with people in your networking groups as part of your networking process. Do a minimum of one of these individual meetings each week per networking group you are a part of to consistently and constantly build up your network. It’ll be noticed and appreciated. Add value As you get to know people and their businesses in your network groups, you’ll start to understand what matters to them. For example, you might come across an article that could be of interest. Why not email it on, share it on LinkedIn, or tag the person on a social media post? Then, they’ll see the article or post and know you were thinking of them. Referrals People generally network to get referrals. Of course, it’s great to be able to refer business to your fellow networkers. A word of caution, however: don’t be hasty. Always do your one-to-ones in advance to learn about a person’s offering before giving a referral. Testimonials If you’ve used a service or product of someone in your network, think about how a testimonial might add value to them personally or to their business. For example, a personal recommendation or testimonial might be put on LinkedIn. If it’s a business testimonial, ask where is best to place a recommendation (e.g. Google Reviews, LinkedIn, or just sending a testimonial by email that can be published on their website). If you include your full name and your company, it’s a little bit of micro-networking for your business too. Get social Find out what social media channels people are on, both personally and professionally. Then, follow them and start engaging – commenting, sharing, tagging others – with relevant content. Get involved and show you care. Be a connector Everyone in business has problems and pain points they are trying to solve. You might not be in a position to help, but you might know someone who could. Make the introduction and connect the two parties. They’ll both remember you for this gesture and the fact that you took time out to help. Share your knowledge One of the amazing benefits of networking is how much you learn from other people in your groups. Most networks have an ‘ed slot’ where five minutes are assigned to a member sharing business insights with the rest of the group. Be willing to share your knowledge. Be yourself Be your authentic self. Know your values, beliefs, and what you stand for, and be sure you can articulate this. This is important as, bit by bit, you’ll want to build a network of people aligned with your values. Don’t try to be something you’re not. Follow up If you offer to do something, be it giving a testimonial, an introduction, or organising a one-to-one, make sure to follow up. This is mission-critical. Everything succeeds or fails based on our ability to follow up. This speaks to your reputation and your reliability. All these actions go towards building up your social capital. If you invest in yourself and build relationships consistently over time, you’ll become known as a stellar networker. It does take discipline, effort, energy and time, but the rewards could be great. Jean Evans is a Networking Architect and Founder at NetworkMe.

CA Support’s women’s mini conference ‘Step into your power’, takes place on Wednesday 20th October where we will tackle the real issues encountered by women from all walks of life as they navigate their professional and personal lives.  Ahead of the conference, we caught up with leadership consultant and lecturer, and women in business champion, Patricia Byron, who will be joining us as a speaker on the day. Here, Patricia speaks on a major life event women face– Menopause in the workplace. Tackling the taboos - making the impermissible, permissible We all realise that workplace priorities and needs are different now. Since Covid many barriers to ways of working have been broken down and with awareness of needs heightened working practices are becoming more flexible. But I wonder is the workplace becoming braver! Are employers willing to tackle the last taboos – the issues maybe not previously spoken about? For most organisations, words such as menopause, infertility, and miscarriage are difficult subjects to address openly and maybe training is not given to those in the leadership team on how to navigate around these subjects.   What is the real impact of not tackling the taboo? A recent UK study found two thirds of women working through the menopause say they currently have no support at all from their employers. Therefore, it is not surprising why 25% of women say they have considered leaving their job. In fact 1 in 10 actually do end up handing in their notice. Take for example the taboo that is menopause. Thankfully due to recent media coverage during Covid lockdown we are now hearing a lot more about its impact on women and many are now aware of its impact in the workplace. I have been working with women for a number of years who were in perimenopause or menopause who did not realise the symptoms (such as brain fog, forgetfulness, unexplained anxiety and heart palpitations) were impacting their confidence. As a result, they were considering stepping out of a senior role or leaving the workplace completely. In a world where we are becoming more diverse and inclusive and openly discussing race, generational differences, misogyny and gender, we may still lack the courage to tackle the some taboos that have such an impact on many successful women. What can you do as an employer or colleague? In the post -covid hybrid workplace, consider creating an environment that some of your most valuable, talented and successful women will feel comfortable stepping back into. Imagine the cost (both time and money) of replacing your most successful women if they choose not to return. If taboo subjects are to be destigmatised, then we all need to be able to speak openly. As an employer, there are loads of simple practices you can put into place, at no cost to the organisations, other than some time and consideration. It’s about providing an empathetic environment which acknowledges issues without embarrassment, judgement or fear of ridicule. Review your corporate wellbeing programmes to educate the whole workforce Allow and encourage women to say things such as “I am in the middle of menopause, I keep forgetting things” or I am on fertility treatment and going through a challenging time at the moment. Ask your team what changes to the working environment are needed to make it more comfortable for women who are dealing with these issues. There are exciting times ahead in the workplace and those organisations who recognise that workplace conversations need to change, will be the ones who thrive the most. We can never return to the Dolly Parton school of working (for those not old enough, check out the film, 9 to 5), nor should we have too. Please join us on the 20th October at 4.00pm for what promises to be an insightful session and debate on the key issues surrounding female influence and success in the workplace and beyond. Are you ready to join us and step into your power? Book your free place here. About Author Patricia Byron is passionate about supporting those in leadership move up the leadership pipeline. She is recognised for the support she provides to her clients in championing women of all ages in the workplace. She supports employers by facilitating wellbeing and critical conversation workshops. As an accredited senior executive and corporate wellbeing coach, she is experienced in helping individuals and companies transform.

Professional learning and development is key to career progression, but asking for financial support from your company can be difficult. Dearbhla Gallagher outlines how best to approach your employer when it comes to requesting support. Learning and development are critical in the workplace. As dramatic changes in technology have changed the way we work, employees can’t afford to rest on their laurels and ignore their professional development. Ongoing training is key to everyone’s professional progress. However, professional training can be expensive and not always within our budgets. It makes good sense to request financial support from your employer: many firms and companies generously support professional development if they can see the value of upskilling their workforce. Requesting training support demonstrates to your employer that you are committed to developing and growing in your role. But simply asking for financial support is not enough; your employer needs to see the potential for a clear return on investment. So, let’s take a look at a good approach to identifying and requesting support for your learning and development from your organisation. Do your research Start by doing your research. Do a self-assessment. Consider your skills deficiency in relation to not just your current role but the skills you need for the next promotion. Get feedback, ask your colleagues what training they undertook to progress in their own careers. Ask a mentor if they can help identify potential skills gaps that could prevent you from progressing. Be prepared to listen and take on board what your mentor is saying. Research training options and the costs. Can you commit? Do you have the time and energy for 3,000-word assignments after work and after the kids have gone to bed? Demonstrate the benefits The next step is to be able to demonstrate the benefits to your employer. They will want to see a strong case for increased productivity and performance. They will want to know if the training will improve the quality of your performance and output. Link your request for education funding to specific performance objectives. Think about the bigger picture – how will the investment in your training benefit the broader organisation? Is it possible, for example, that you can share what you have learned afterwards with a wider group of your colleagues by way of a presentation, thus avoiding the cost of sending multiple employees on the same course? Make a commitment Finally, investing in employee training is generally seen to increase employee loyalty and commitment to the organisation in the future. By and large, employers are very generous with training budgets, but they will want some level of comfort that you are not going to jump ship at the first offer with your newly acquired knowledge. You are more likely to get a positive response if there is a strong sense that you are committed to a future in the organisation. Dearbhla Gallagher is the HR & Learning and Development Manager at Baker Tilly.

What leadership lessons can we learn from the COVID-19 pandemic? Tom Armstrong outlines six key takeaways for business leaders. During WWII, Winston Churchill was credited with saying, “Never let a good crisis go to waste”. The recent COVID-19 pandemic is a crisis of a different type, but nonetheless, a crisis. So, what leadership lessons have managers learned during the pandemic? Informal processes are crucial For many, especially in large multinationals, on-boarding processes for new staff effectively broke down while working from home. Throughout the pandemic, management worked hard to ‘patch up’ this area by focusing on defining tasks and roles. However, informal processes are critically important for the on-boarding of new staff and cannot be replicated with the same level of impact in the virtual world. When one considers environment, culture, cohesion, mentoring and human connection, this concept becomes clear. Check your processes Taking stock of what processes work well and which do not is a constant in today’s rapidly changing world. However, this can sometimes be more aspirational than real, given the pressure of day-to-day operations. Working from home left leadership teams with no choice but to address this issue quickly. When we return to the new normal, or maybe even before we get there, it’s important to regularly check your processes to make sure they are still serving the business. Have more, not less (focused) meetings “Too many meetings” is a common complaint that predates the pandemic. While the number of meetings increased during the pandemic, the outcome was more contributions from participants and quicker resolution of challenges and issues. This could be because meetings were virtual and, therefore, didn’t have any distractions that one might have in an office, resulting in an increase in participation and productivity. The key is to conduct meetings that have focus. Plan and organise While having more meetings may have positive outcomes such as resolving issues speedily, the method behind this is well-structured meetings with goal clarity and clear accountability. Planning and organisation skills have improved considerably, for both leaders and employees, due to remote working. Set clear boundaries It’s not a surprise to hear people say that working from home during the pandemic has blurred the lines between home and work. For most, this is not a good development in terms of health and wellbeing. This issue impacts employees and leaders alike. Several managers learned the value of having clear boundaries between work and non-work. Start work, finish it and make sure a line exists for you and your team. Be agile and act decisively for all stakeholders The pandemic has ‘screamed’ loud and clear the need to be agile. Most organisations have adapted remarkably well, given the enormous challenges posed by the pandemic. One senior accountant I spoke with mentioned the importance of acting with agility in the interest of all stakeholders. Given the world’s environmental and social challenges, this emphasis on “all” stakeholders was refreshing and a timely side-effect. Tom Armstrong is the Accountant’s Executive Coach at Armstrong Executive Coaching.  

If you’re assertive, you’re difficult. If you’re empathetic, you’re not taken seriously. What can women in leadership roles do to overcome the double-bind? Dawn Leane explains. The issue of how women are perceived in the workplace is regularly oversimplified, and the best example of this over-simplification is the concept of the ‘double-bind’. It is a dilemma in communication in which an individual receives two or more conflicting messages. In the case of gender balance, it highlights how women who succeed are held to a different standard than their male counterparts. To succeed, women must display the traits commonly associated with effective leadership, such as assertiveness. However, when women behave assertively, they may suffer a whole other set of consequences that men typically don’t experience. Being empathetic, looking for the win-win, or simply having a pleasant demeanour can prevent women from being taken seriously, while being direct, assertive, or openly ambitious often means that they are labelled as being difficult. Regarding the double-bind, women are told to ‘man-up’, that it doesn’t matter if they are liked as long as they are respected. But the challenge of the double-bind is not that women need to be liked; rather, there is a significant, long-term impact associated with it. The double-bind can prevent women from receiving the crucial feedback they need to progress. According to research conducted by McKinsey & Co. and LeanIn.org, managers were more likely to cite concerns about seeming harsh or provoking an emotional response when delivering critical feedback to women, meaning women aren’t getting the same guidance needed in the workplace as men. The double-bind also means that women face bias when they are giving feedback. Research found that employees’ job satisfaction dropped more when female managers delivered critical feedback than when male managers did. Once again, this bias existed in both female and male employees, but the male employees surveyed viewed their female managers as less competent after receiving criticism from them. Simply put: women cannot win, and these contradictory expectations are just as likely to come from other women as men. Addressing the double-bind The double-bind is an insidious barrier that women must overcome before women can even begin to be assessed on the quality of their work. However, there are some ways women can address it: Ask open questions and point out inconsistencies in expectations. For example, if a colleague calls you ‘bossy’, ask ‘compared to whom?’ If your contribution is overlooked until a male colleague makes the same point, don’t let it go. Instead, highlight the fact that you’ve already raised the point and are glad that your colleague agrees. Ensure that the relevant people know who you are and know your work. Then, find a sponsor to advocate on your behalf who can help raise your profile and highlight your work. It’s important to get issues out in the open. Otherwise, they will always stay outside the awareness of those who aren’t impacted. Every conversation, every email and every meeting is an opportunity to begin restoring the balance. Dawn Leane is the founder of Leane Empower.