HOW TO WRITE THE PERFECT CV

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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An impressive and relevant CV will make all the difference in determining whether or not you are selected for an interview.

A potential employer must be able to easily see how suitable you are for the role; a poorly constructed CV – no matter how much relevant experience you have – could be your downfall and prevent you from progressing to the interview stage.

To make sure you give yourself the best chance of success, we’ve compiled some of the most common questions asked by candidates on how to compile the best possible CV.

How long should a CV be?

Ideally, your CV should be no more than two pages long. Make sure that you set it out in a clear, logical order, using bullet points and short sentences to keep it punchy and use a font and typeface that is easy to read.

Thoroughly check your CV over for typos, spelling mistakes and grammatical errors and unless the application requests otherwise, save your document as your full name and CV to make it easy to identify by the recipient.

What should I include on my CV and in what order?

A potential employer may have many CVs to sift through; you need to make sure that the most relevant information is included first so that it grabs their attention. Carefully consider what the role requires and tailor your content accordingly to clearly demonstrate where you have the ideal skills and experience that they are looking for.

Make sure that the language that you use is relevant and look to reflect key words and phrases from the role requirements to reinforce your suitability.

What skills and experience should I include?

No matter what stage you are at in your career, ensure that you tailor your skills and experience to be relevant to each role that you are applying for.

Previous roles should be listed in chronological order with your current or most recent position first.

When outlining your skills and experience, it may not be possible to include every aspect from every role that you’ve held so place most emphasis on those which align to the requirements of the job role and person specification. Where possible include relevant examples, results and achievements to illustrate your suitability for the position.

What education details are most relevant?

Much will depend upon the position that you are applying for and how necessary your qualifications are to that role. For example, if you are educated to degree level, your individual results at GCSE level may not be as relevant.

Focus upon the qualifications and certificates that are relevant to the role that you are applying for – particularly if they are listed amongst the essential or desirable selection criteria - and make sure to include any additional training or courses you have completed or are currently studying for whilst working.

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.