PUT YOURSELF IN POLE POSITION BY UNDERSTANDING THE

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.

Read article

Securing the role that you want – whether that is with a new company or a promotion within your existing organisation – is very much about understanding the valuable contribution that you can make to the business.

When determining the best candidate for a particular role, an employer is not only looking for someone who can fulfill their current requirements but must also feel confident that you have the potential to grow within the company and help it to achieve its own ambitions.

You might have a clear idea about why you want a particular role or secure a promotion but it’s important to also consider why an employer would want you as part of their team. Competition is tough so not only do you need to sell yourself, your skills and experience but you need to make these relevant to your future bosses and where they are heading as a business.

Do as much research as you can about the organisation and understand its achievements to date, position in the marketplace and future growth plans – do they have ambitions to launch new divisions or expand into new territories? Are they looking at developing new products? Think about what experience you have and how this knowledge will be advantageous.

If you have identified a promotion opportunity within your current organisation, discuss with your manager what the role will demand and what you need to do to demonstrate your ability to deliver in these areas. Volunteer to lead a project or become part of a task force addressing a particular issue to gain further experience in areas that go beyond your existing job role.

It is important that you share your desire to progress. Employees who can display a keen interest in the objectives of the business along with a willingness to learn new skills are invaluable to an organisation.

Putting yourself in the shoes of an employer is an excellent way to understand what you need to demonstrate to secure the role or promotion you are after. Ask yourself:

-How can I improve current systems or working practices?

-What experiences can I bring to the role?

-Can I demonstrate how I helped meet a particular business goal or objective?

-How have I helped to develop skills and motivate other members of my existing team?

-How would I like to see my role develop should I be successful in my application?

It is also important to have a clear understanding about your own career ambitions; do these reflect the objectives of your current employer or the position that you are applying for? If not, you need to carefully consider what your next steps might be, visualise where you want to be and what you need to do to achieve your goals.

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance and accountancy professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond. CONTACT US today to find out more.

PUT YOURSELF IN POLE POSITION BY UNDERSTANDING THE COMPANY OBJECTIVES

View our Latest Interview Advice Blogs.