WHAT ARE THE LONGER TERM EFFECTS OF FURLOUGH?

From Leading Shared Services to Supporting SEND Families – Meet Samantha Ryan

When it comes to shared service management, Samantha knows her stuff.With a career built on navigating fast-paced change, leading high-performing teams, and staying two steps ahead of the next big thing in business ops, she’s seen (and solved) it all. But Sam’s talents don’t stop at spreadsheets and strategy—she’s also the author of SEND Help!, a heartfelt and practical guide for parents navigating the world of Special Educational Needs.In this Q&A, Liam O'Flaherty sat down with Samantha to chat about the reality of leadership in shared services—what it takes to thrive, what’s changing fast (spoiler alert: AI is knocking at the door), and why staying human in the digital age might just be the most powerful skill of all.Whether you're eyeing your first step into a shared services role or already deep in the trenches, Samantha’s insights are refreshingly honest, full of warmth, and packed with practical takeaways. Let's dive in.What do you think future leaders should prioritise or focus on most in order to successfully make themselves appointable as a shared service manager?I think it’s less about ticking off qualifications and more about showing you can actually lead people through mess and change. You need to be someone who stays calm under pressure, communicates clearly, and isn’t afraid to get stuck in. If you’re the kind of person who sees a knot and wants to untangle it, you’re probably halfway there already. When leading a shared services team, you need to have one eye on how your operation is running right now and the other eye on what’s coming down the pipeline - the next new technology or shared services operating strategy. Curiosity is key to ensuring you always stay abreast of emerging technology and ways of working.What are both the best and the most challenging aspects of being a shared service manager of a fast paced business?The best bit is the variety - you’re never bored. You get to fix things, improve how stuff works, and genuinely help people. I have always found great joy in my work and being of service to others, whether that’s leading a shared service team, a purchase to pay department or as a global process owner. The hardest part? There’s always something going on. Priorities change quickly, and you have to juggle a lot without dropping the ball. It can be exhausting some days, but also really rewarding when you get it rightWhat are your opinions about the relationship between a shared service manager and the CFO and CEO? What is critically important in building a successful partnership and providing the right support to the CEO/CFO?Trust is everything. They need to know you’ve got the detail covered, that you’ll flag issues early, and that you’re not sugar-coating anything. It’s also about understanding what keeps them up at night and making sure the shared service function isn’t adding to that. You’ve got to be steady, honest, and clear with no fluff.What new key skills or attributes do you think the next generation of shared service managers are going to need to develop?Flexibility and digital confidence. Things move quickly now, and you’ve got to be open to learning new systems, new ways of working, and even letting go of old ways that aren’t cutting it anymore. People skills still matter too, probably more than ever. This current generation expect a work/life balance and flexibility – neither of which are bad things. So, ensuring you understand the needs of your team and the culture of your workforce is essential.Are new technologies like Artificial Intelligence having much of an impact on your role as shared service manager yet? What impact do you think they will have over the next few years?Absolutely, AI has arrived. The key is to understand it, leverage it and not be afraid. AI can be really useful to shared service teams. Some of the repetitive stuff is getting automated, which is a win if it means teams can focus on the work that really needs a human brain. Over time, I think we’ll lean on AI more and more. It’ll still need people who understand the bigger picture and can spot when something doesn’t feel right. Shared Service leaders need to embrace AI and make it work effectively for their business.Is it possible to maintain a reasonable work life balance at shared service manager Level or do you have to accept that there will be personal sacrifices in order to progress to that level?Honestly? There are busy seasons and tough patches where balance goes out the window. But I do think it’s possible overall, you just have to be clear with yourself (and others) about what’s non-negotiable. I’ve learned not to feel guilty about switching off, because you can’t pour from an empty cup.Away from core knowledge, what personality traits have been critical to your success as a shared service manager? Are these natural or have you worked on developing them?Patience, humour, and the ability to stay calm when things get chaotic. Some of that’s just who I am, but I’ve definitely had to work on things like not taking things personally and learning to pick my battles. It’s a people-heavy role, so you need thick skin, but also empathy. What is the one single best piece of advice you were given early in your career that still holds true today?“Don’t wait to feel ready - just start” and “dress for the job you want, not the job you’ve got” (I actually think I first heard that on a Jennifer Aniston movie years ago!). I’ve learned that you grow into roles, not the other way round. Don’t wait to be asked to step forward in your role. Go that extra mile. Say yes, even if your voice trembles as you say it. Most people are winging it to some degree anyway. In ConclusionSamanthas’s approach to leadership is the kind we all wish we worked with—real, grounded, and refreshingly human. From embracing AI to keeping empathy at the centre of decision-making, she reminds us that successful leadership isn’t about having all the answers—it’s about staying curious, stepping up, and staying calm when things get chaotic.Whether you're at the start of your shared services journey or eyeing your next big promotion, there’s something in Samantha’s story for everyone. And if you’re juggling a demanding role with life outside of work (who isn’t?), her reflections on balance, boundaries and being brave even when you’re not 100% ready hit just the right note.If you want to explore more of Samantha’s world beyond shared services, check out her brilliant book SEND Help!—a thoughtful, empowering guide for parents supporting children with Special Educational Needs. Because just like in business, when we work together, support each other, and lead with heart, amazing things happen.Looking for your next career move in finance or accountancy? At Sharp Consultancy, our expertise lies in matching your potential with the perfect temporary, interim, or permanent position. With a well-established presence in Leeds and Sheffield, our seasoned team of consultants extends their services across Yorkshire and beyond. Don't wait for opportunity to knock, reach out to us TODAYand let's chart your career path together.

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When the country was initially plunged into lockdown in March, the furlough scheme – which saw the Government foot the bill for up to 80% of an employee’s wages – was largely heralded as a lifesaver by many businesses who had seen their revenue stop, or at the very least slow down, overnight.

The scheme, which has seen the Government’s contribution reduce over of the last couple of months, was set to end on 31 October yet, this weekend’s announcement that we are again facing another period of lockdown which will force many businesses to close their doors was accompanied by the news that furlough would continue – back at its original level – until at least the end of this month.

Since its introduction in March, the Coronavirus Job Retention Scheme has supported 9.6 million jobs with 1.2 million employers making claims totalling £41.4bn (and counting).[1]

Many employers have already taken tough decisions in view of the expected end of furlough; redundancies increased in June to August 2020 by 113,000 on the year, and a record 114,000 on the quarter, to 227,000. The annual increase was the largest since April to June 2009, with the number of redundancies reaching its highest level since May to July 2009.[2]With still so much uncertainty, what do the coming months and beyond bring for businesses as they prepare to potentially welcome back employees who have spent some – or all – of the last seven months away from the work place?

It is worth bearing in mind that whilst COVID-19 is indeed a significant global pandemic affecting each and every one of us in some way, from a business perspective, not every sector is being affected to the same degree and, in fact, there are many industries which are experiencing growth. This – in some cases very rapid – growth has seen these companies face staffing challenges of a different kind as they look to recruit and build their teams to manage the increases in demand in a market that looks and feels very fluid and in many ways unfamiliar.

Furlough – in addition to providing financial support – has also enabled businesses to benefit in other ways; for some, this has afforded them with some much needed breathing space to reassess their operations, consider their costs moving forward and review roles and departments in preparation for whatever lies ahead.

Inevitably – and unfortunately – there have been job losses, and no doubt there are more to come as businesses restructure and take a much closer look into their systems and operations as they seek to improve efficiencies, some of which may have previously been put on the back burner whilst the primary focus was concentrated on the ‘day-to-day’ yet lockdown forced those considerations – namely working from home – to become an immediate necessity.

As we move forward, it is likely that an increasing number of organisations will see home working – at the very least a mix between home and office working – become the norm. Work from home policies which may have been rapidly introduced in response to the initial lockdown will need further review and the correct provisions and equipment supplied to support a longer term and more permanent change to working patterns.

For those businesses bringing employees back into work, they must have in place a proactive programme to manage the reintroduction of those individuals and their reintegration with those who have remained working throughout the duration. For many, furlough was a case of ‘the grass is greener’; for those continuing to work they may have felt resentment that they were covering for colleagues who were ‘enjoying’ time off whilst still receiving a large proportion of their monthly wage whereas those on furlough will have experienced feelings of uncertainty that the longer they spend out of the work place the more dispensable they become and the adverse affect of a lack of mental stimulation and day to day routine on their general well-being.

Companies must recognise that this is a critical time and ensure that they have taken into consideration how various roles may have needed to be adapted and communicated changes clearly and concisely. How companies handle their employees over the coming weeks and months – and indeed how they ensured that those who were on furlough remained engaged with the operation during their time away – will have significant implications for businesses as they move forward.

Businesses’ objectives will have undoubtedly had to change and adapt and alongside those, it is very likely that for many employees, they may find that their individual pre-lockdown career ambitions take something of a back seat. That is not to say that there are not opportunities for progression and promotion; some sectors are growing and over performing resulting in new and challenging roles opening up for those candidates seeking their next career move.

With a reasonable amount of uncertainty surrounding how business will be able to move forward remaining, many may understandably feel tentative about pressing ahead with recruitment plans. However, considering alternative solutions such as bringing somebody in on an interim basis, may buy businesses the time that they need before making a more permanent decision. Options which may previously have been considered unworkable could now very much be on the table; we recently placed an individual into a senior commercial finance role who, during the process, advised that they would be relocating away from the area. Pre-lockdown this would have almost certainly been a deal-breaker, however with successful home working strategies deployed, being based full time in an office is no longer seen as a barrier to securing the right candidate

However, even within those sectors for which the coming months and beyond may be difficult, it is vital that employers engage with their employees respectfully so as to ensure open two-way communication and foster a positive culture that encourages retention. Employers may be seen to be in the driving seat – the unemployment rate grew to 4.5% in the three months to August 2020 compared to 4.1% in the previous quarter [3]– yet, as the market swings round, businesses may find themselves facing challenges around retention – and potentially recruitment – as their actions now influence the decisions current and potential employees make in the future.

Sharp Consultancy specialises in the recruitment and executive search of finance and accountancy professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for temporary, interim and permanent roles across the full spectrum of positions throughout Yorkshire and beyond. CONTACT UStoday and speak to a member of our team about your recruitment needs or next career move.

[1]
HMRC coronavirus (COVID-19) statistics, https://www.gov.uk/government/collections/hmrc-coronavirus-covid-19-statistics, published 22 October 2020

[2]
ONS Labour market overview, UK: October 2020

[3][3]
ONS Labour market overview, UK: October 2020