HOW TO SURVIVE THE JOB SEARCH

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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Looking for a new role can be a challenging and time-consuming experience – in many ways it is like having another full-time job in itself! Ensuring that you dedicate enough time to making your job search as success can be tricky and, if things don’t seem to be going your way, it can be easy to lose faith and become despondent.

Here are our suggestions for maintaining a positive outlook whilst looking for a new role:

Ensure you have focused and dedicated time to look for a new role:

It is worth planning time into your day or week when you will concentrate on your job search; this could be setting time aside at the beginning or end of the day to browse through new opportunities or taking time out each weekend to prepare the perfect application. Find a routine that works for you.

Understand that looking for a new role takes time:

Taking into account your notice period, you have to accept that even if you hit lucky with your first application moving roles can usually take anything between 3 and 6 months. Before you start your search, be realistic about the amount of time that it may take.

And you are not always in control:

Try not to worry about what you have no control or influence over. It can be frustrating waiting to hear the outcome of an application or interview and some organisations may have a lengthy recruitment process which requires several levels of approval or multiple interviews before they can get to the stage of making an offer. There is certainly no harm to keeping in touch (without bombarding the hiring manager!) to demonstrate your eagerness for the role, but at the same time, accept that the decision-making process is out of your hands and don’t assume that just because you haven’t heard anything, it won’t be good news. Use your time productively by continuing to seek out other opportunities and preparing your CV and applications.

Don’t take rejections to heart:

It can be very easy to feel deflated, particularly when you don’t secure a role that you really wanted – especially if you felt that you made a great impression on your CV or during an interview. Try not to view a rejection as you did something ‘wrong’ - whilst you should always seek feedback and reflect on what you can improve upon for next time, sometimes you need to accept that it simply wasn’t the right role for you.

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 US today to discuss your recruitment needs with a member of our team.