LATEST QUARTERLY MARKET UPDATE

Inclusive Cultures Don’t Happen by Accident — They’re Built Intentionally

Following International Women's Day, many organisations reflect on progress.But for finance leaders and hiring managers, the more important question is this: What does inclusion mean in practice — and how does it affect performance? Because this isn’t just a culture conversation. It’s a capability conversation. Inclusion Impacts Talent Attraction The best finance professionals — at every level — have options. They are looking for: Transparent progression pathways Visible meritocracy Leadership that values contribution over presence Environments where performance is recognised fairly If an organisation’s culture unintentionally favours “proximity” — those closest to decision-makers — it narrows its own talent pipeline. And in a market where specialist skills are already in short supply, that’s a commercial risk. Meritocracy Must Be Visible Many businesses describe themselves as meritocratic. But candidates assess that through lived signals: Who is in senior leadership? Who is promoted internally? How are flexible working arrangements handled? How openly are development opportunities discussed? In accountancy and finance particularly — where progression paths are structured and performance is measurable — fairness needs to be both real and visible. High performers want clarity, standards and consistency. Leadership Behaviour Shapes Retention Inclusive leadership isn’t about grand gestures. It’s about everyday behaviours: Who is invited into strategic discussions Who is given stretch projects Who is credited publicly Who is sponsored, not just mentored Retention in finance teams is rarely lost because of salary alone. It’s often influenced by visibility, opportunity and recognition. Businesses that understand this tend to build stronger, more stable finance functions. The Commercial Case for Inclusion Diverse and inclusive teams bring broader perspectives to: Risk assessment Strategic planning Commercial analysis Operational improvement For CFOs and Finance Directors, inclusion isn’t a compliance issue. It’s about building balanced teams capable of better decision-making. The organisations that approach inclusion intentionally — rather than reactively — are often the ones that outperform in the long term. Beyond Awareness Days International Women’s Day creates valuable momentum every year:But sustained progress comes from: Clear promotion criteria Transparent hiring processes Conscious leadership development Ongoing cultural accountability In today’s hiring market, an inclusive culture isn’t just about employer branding — it influences who joins, who stays and how teams perform.

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The jobs market is widely accepted as being one of the most obvious economic indicators. Unsurprisingly, the many hundreds of people that we have spoken to since COVID19 and lockdown began all ask what the market is like.

Whilst we can offer a longer and more articulate answer, during the initial weeks of lockdown it would be fair to say that ‘rubbish’ would have covered it quite succinctly. There are now, however, glimmers of hope emerging. By any normal measure it would hardly be described as buoyant but there are initial signs it has most definitely improved.

As we start to emerge from full-scale lockdown measures, here are some insights which we have seen over recent weeks:

1) Some companies began to get themselves in gear to re-open or extend opening even before the very slight reduction in lockdown restrictions were announced. Presumably they were confident that lockdown was going to be eased but either way, there was a palpable eagerness to get started.

2) Some roles that were on hold or suspended were released. With the majority of qualified accountants on three months’ notice, anyone hired within September or October would most likely not
actually join their new employer until the end of 2020 or early 2021. This time delay appears to have given some companies the confidence to go ahead with their plans.

3) The flow of brand new vacancies has increased which we can assume is for the same reason as point 2) above.

4) Unusually there is optimism and ‘talking the recovery up’. Typically, recovery from recessions are characterised by an ‘I’ll believe it when I see it’ attitude. Not now though.

5) Putting aside some sectors which very obviously will suffer more and for longer than most, there is a belief that there will be some considerable mid to longer term market opportunities if you get ready to exploit them.

6) The term ‘New normal’ is now often quoted and while ‘new normal’ does not mean we will be better in every way than the ‘old normal’, it seems to indicate a fresh start. ‘New normal’
keeps getting mentioned, not in a fearful way, rather in a new opportunity kind of way. Whilst this can seem a little strange as forced change is usually very off-putting, for so many, any expected improvement – even if it is in a different form to the past – is something that we can start to get very excited by.

All in all, a noticeable improvement and, on the basis that the jobs market is an economic indicator, surely is good news for all of us.

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond CONTACT UStoday to discuss your recruitment needs with a member of our team.