CONTENTS. Legal 156 Private practice 158 In-house 160 Public sector 164 Paralegal 166 Legal executives 169 Company secretarial 170.

Transcription

1 HAYS UK SALARY & RECRUITING TRENDS 2016

2 CONTENTS Introduction 1 Recruitment trends 2 Salary guide Accountancy & Finance 16 Accountancy support 18 Corporate governance 20 Credit management 22 Payroll 24 Part-qualified accountancy 26 Qualified accountancy 28 Public practice 36 Taxation 40 Treasury 50 Construction, Engineering & Property 54 Construction 56 Health and safety 62 Surveying consultants 64 General practice surveying 70 Architecture 80 Civil and structural engineering 84 Facilities management 90 Building services 92 Social housing 96 Human Resources 100 Generalist 102 Learning and development 108 Reward and benefits 112 Talent and resourcing 116 Legal 156 Private practice 158 In-house 160 Public sector 164 Paralegal 166 Legal executives 169 Company secretarial 170 Marketing 172 Brand and product marketing 174 Events 176 Insight 178 General marketing 180 Online and digital 182 PR and internal communications 184 Public sector 186 Office Support 188 Administration 190 PA and secretarial 192 Contact centres 194 Procurement & Supply Chain 196 Procurement 198 Public sector procurement 202 Manufacturing 204 Supply chain 206 Logistics 208 Insurance 120 Salaries 122 Information Technology 124 Business intelligence 126 Cloud 128 Development 130 Enterprise resource planning 134 Infrastructure 140 Leadership 142 Projects and change management 146 Security 148 Telecoms 150 Testing 152

3 CONFIDENCE HIGH RECRUITMENT CRITICAL Nigel Heap, Managing Director, Hays UK & Ireland Welcome to our 2016 guide to salary and recruitment trends within the UK. We speak to thousands of employers and jobseekers every day, so we know how important it is for businesses to recruit and retain the right people to ensure continued growth. The range and depth of our knowledge allows us to present meaningful insight into the factors impacting the UK recruitment market. Alongside this, we present the most comprehensive analysis of salary, benefits and employment data across the key sectors and professions for which we recruit. Confidence is now firmly rooted in the economy. The high number of businesses forecasting increased activity in 2015 has been surpassed this year. This optimism is driving growth in hiring and we are now seeing a significant impact on salary levels. Recruitment activity has spread across all sectors and geographies. The competition for talent is severe in places, marked by candidates receiving multiple job offers and counter offers from their current employer. This is prevalent in skill-short sectors such as IT and construction, but is increasingly becoming the norm elsewhere. Looking forward, investment in training and development will be a crucial part of recruitment and retention strategies. With 59% of employees telling us they will change jobs in the year ahead, employers who can offer competitive remuneration packages, clear career progression paths and a range of flexible benefits options will be best placed to source the key skills they will need to maximise growth. However, the underlying skills gap will remain a challenge for many businesses for the foreseeable future. We hope you find this guide both useful and informative. Within it we provide regional salary data for a broad range of professions, accompanied by detailed commentary on conditions affecting the recruitment market in key sectors. This is supported by expert opinion from respected UK institutes and professional bodies. We look forward to discussing the findings with you. Nigel Heap INTRODUCTION Hays UK Salary & Recruiting Trends

4 RECRUITMENT TRENDS Methodology This guide has been compiled using data gathered during 2015 from Hays offices across the UK. The salary data is based on job listings, job offers and candidate registrations. The findings of our benefits survey are based on responses from over 20,000 employers and employees from organisations of all sizes throughout the UK. Thank you We would like to express our gratitude to all of the professionals, institutes and organisations who provided valuable insight and to those individuals who participated in the collection of data for this year s guide. Your contribution has allowed us to produce such a comprehensive document, which will help to shape business and career decisions.

5 ATTRACT AND RETAIN THE BEST BENEFITS BRING SKILLS Business confidence is key Attracting the best Career progression is certainly recognised as critical by both employers and employees. Outside of salary it s the most important factor for both when it comes to attracting staff. However, there is some disparity in views on what else is important when looking for a new role. Having a good work life balance was deemed most important by nearly a quarter (23%) of those employees questioned, whereas this is only valued by 18% of employers. There is also a discrepancy in the importance of the overall benefits package (excluding pay) this is a top three factor for employers yet doesn t rank in the top five for employees. These priorities change with different generations placing greater importance on certain factors. Baby boomers are more likely to value work-life balance (27%) followed by job security (20%) and location is also important (20%). Whilst overwhelmingly, Gen Y and Z are focused on career progression with 42% citing this as their most important factor when considering a new role. It may be advantageous for employers to consider a flexible approach, with benefits tailored to employee needs or a menu of options to choose from. There is evidence that employers are aware of these factors and are taking action. Last year 47% of employees rated their work-life balance as either good or very good. That figure has leapt forward over the past 12 months, with a healthy majority, 58%, giving the same positive answers. Indeed, only 13% are not happy with this aspect of their employment, suggesting that whilst it should not be neglected, it is time for employers to focus on other aspects of their relationship with their staff. RECRUITMENT TRENDS Attract and retain the best As continued growth and increased business confidence drive recruitment activity, we are seeing skill shortages deepen throughout the UK. Competition for the right skills is driving salaries upwards, but professional development and career progression opportunities will be essential for employers to attract and retain the best professionals. * Figure taken from aggregating and comparing typical salaries in Hays salary data tables from 2015 and 2016 reports. Increased activity drives salary growth UK salaries grew on average 2.3%* this year as increased business confidence and hiring activity impacted on employers salary awards. Last year, 60% of employers forecast that they would raise salaries; in fact, 68% actually did so, an indication of the pressure on pay. We have seen the most prolific pay rises in the IT and construction sectors with around a third of employers awarding pay increases in excess of 2.5%. Overall 21% of employers across all sectors awarded above this. Looking forward, 66% of organisations are planning to increase salaries in the next year. This will hopefully be welcome news to the 55% of employees who are dissatisfied with their current remuneration. Despite this environment of pay awards, only 30% actually asked for an increase, half of whom were successful. 66% of organisations are planning to increase pay in the next year. Across the UK, employers are optimistic about the immediate future. 68% of organisations expect increased business activity in the coming 12 months. This confidence is reflected in hiring intentions, with 74% planning to recruit in the coming year. Of those looking to recruit, a large majority (84%) are looking to hire on a permanent basis. However, temporary staff will be hired in large numbers simply to cope with increased demand. Of the 49% of employers who plan to hire temporary staff, nearly half (48%) are doing so to cover peaks in demand and a further 15% are recruiting interims due to the difficulty in finding permanent staff. Covering for specific skills deficits (20%) and long-term leave cover (18%) remain key reasons for engaging temporary staff. 68% of organisations expect increased business activity in the coming 12 months. Skills in demand Nearly one third (31%) of organisations do not think they have the talent to achieve their current business objectives. Exacerbating this problem is the shortage of suitable candidates, with 79% quoting this as the key challenge when recruiting. There has been a slight shift in emphasis in the most actively sought-after skills. Last year, management and leadership were the most prized skills, but this year these have been overtaken by the demand for operational and technical skills. This demonstrates the broadening of hiring plans into the core functions of businesses as confidence takes root. Employees seem to have a different view. Almost all (97%) think they have the skills to do their jobs, but nearly half (47%) see no opportunity for career development. With businesses so short on skills and high in confidence for future growth, perhaps there is a need for employers to translate this into career development plans for their employees. On a positive note, the majority of the organisations we surveyed are working to address skill shortages. The most popular approaches are recruiting apprentices (29%), increasing recruitment budgets and marketing activities (both 22%), with allowing study leave and transferring staff to skill-short areas both at 20%. Future outlook UK businesses are increasingly confident, recruitment is high on the agenda and skills are harder to find. This is reflected in employee confidence in the job market over half (59%) plan to change jobs in the next 12 months and three-quarters (75%) are looking to move on in the next two years. With fewer than one in five planning to stay long term (only 17% will still be there in three years time) employers need to be mindful of this new dynamic and plan to attract and retain the right skills accordingly. The shift to flexible work patterns, portfolio benefits and job mobility appear to be long-term trends impacting the UK employment market and those organisations which embrace these are likely to be the winners in the competition for talent. Career progression is recognised as critical when it comes to attracting staff. 4 Hays UK Salary & Recruiting Trends 2016 Hays UK Salary & Recruiting Trends

6 ATTRACT AND RETAIN THE BEST DRIVING GROWTH Salary changes During the last 12 months, have the salaries of your workforce changed? Over the next 12 months, how are your workforce s salaries likely to change? 21% 47% 30% 2% Increased Increased Stayed the same Decreased (above 2.5%) (up to 2.5%) 17% 49% 33% 1% Increase Increase Stay the same Decrease (above 2.5%) (up to 2.5%) Increased (above 2.5%) Increased (up to 2.5%) Stayed the same Decreased Increase (above 2.5%) Increase (up to 2.5%) Stay the same Decrease Banking and capital markets Banking and capital markets Business and professional services Business and professional services Charity/not-for-profit Charity/not-for-profit Construction and property Construction and property Education Education Energy, oil and gas Energy, oil and gas Engineering Engineering Financial services and insurance Financial services and insurance Healthcare Healthcare Hospitality, tourism and sport Hospitality, tourism and sport Housing Housing IT IT Legal Legal Local government Local government Manufacturing Manufacturing Media and publishing Media and publishing Retail Retail RECRUITMENT TRENDS Attract and retain the best Transport and logistics Last year 60% of employers expected salaries to increase. NOTE: Numbers have been rounded to the nearest whole. N/A answers have been excluded Transport and logistics Salary satisfaction Are you satisfied with your salary? 45% 55% Yes No In the past year, have you asked for a pay rise? 15% 15% 70% Yes, successful Yes, unsuccessful No 6 Hays UK Salary & Recruiting Trends 2016 Hays UK Salary & Recruiting Trends

7 ATTRACT AND RETAIN THE BEST CONFIDENCE IN CHANGE Recruitment on the agenda On the move Over the next 12 months do you expect your organisation s business activity levels to change? When do you anticipate you will next move jobs? 68% 27% 5% Increase Stay the same Decrease 59% 16% 8% 17% Within 1 year Between 1-2 years Between 2-3 years More than 3 years Within 1 year Between 1-2 years Between 2-3 years More than 3 years Are you planning on recruiting staff over the next 12 months? Of those looking to recruit: Accountancy and finance Architecture % 26% Yes No 84% 49% Permanent staff Temporary staff Banking Construction Customer service/ contact centres Above includes 33% looking to recruit both permanent and temporary staff. Engineering Why do you plan to recruit temporary, contract or interim staff over the next 12 months? Human resources Insurance IT % 20% 18% 15% 13% Legal Logistics To meet peaks in demand Access to specific skills for one-off projects To cover staff on long-term leave Difficulty finding suitable permanent workers To ensure flexibility of staffing costs Manufacturing Marketing, PR and communications Office administration RECRUITMENT TRENDS Attract and retain the best Temporary staff will be hired in large numbers simply to cope with increased demand. NOTE: Numbers have been rounded to the nearest whole. N/A answers have been excluded. Top five reasons for wanting to leave: 31% 25% My salary and/or benefits package Procurement and supply chain Property Secretary/PA Social housing Lack of future opportunities 13% The work itself % Location % Concerns about job security 8 Hays UK Salary & Recruiting Trends 2016 Hays UK Salary & Recruiting Trends

8 ATTRACT AND RETAIN THE BEST THE SKILLS TO SUCCEED Career prospects and scope for progression Skills in demand (continued) Do you feel you have the skills needed to fulfil your current role? Is there scope for career progression within your organisation? Which of the following skills are most needed by your organisation in order to achieve current business objectives? (%) Operations/technical 42 97% 3% Yes No 53% 47% Yes No Managerial/leadership 40 Finance 24 IT/digital 24 Skills in demand Sales Administration Do you think your organisation has the talent needed to achieve current business objectives? Marketing 11 HR 10 Languages 4 69% 31% Yes No What action have you taken to address immediate skills shortages within your workforce? (%) Top three challenges employers expect to encounter when recruiting over the next 12 months: 79% 45% 41% Shortage of suitable applicants Competition from other employers Unrealistic salary requirements Recruited apprentices Increased recruitment budget Increased marketing activity to raise company profile Allowed employees study leave for external training Transferred employees into skill-shortage areas Increased training budget Recruited from other industries or professions Recruited workers from overseas RECRUITMENT TRENDS Attract and retain the best NOTE: Numbers have been rounded to the nearest whole. N/A answers have been excluded. Last year 57% of employers were looking for management and leadership skills. 10 Hays UK Salary & Recruiting Trends 2016 Hays UK Salary & Recruiting Trends

9 ATTRACT AND RETAIN THE BEST GETTING PRIORITIES RIGHT What s important? What employers think is most important in order to attract staff: Top five most important factors for candidates when considering a change in jobs by generation: Baby boomers (born ) 25% 18% 16% 14% 12% 27% 20% 20% 14% 8% Career development Work-life balance/ flexible working Benefits package Challenging role/ projects Job security Work-life balance Job security Location Challenging role/ projects Benefits package What candidates consider most important: Generation X (born ) 26% 17% 16% 15% 11% 23% 23% 15% 14% 10% Work-life balance Job security Career development Location Challenging role/ projects Career development Work-life balance/ flexible working Job security Location Challenging role/ projects Generation Y (born ) 42% 15% 10% 10% 9% It may be advantageous for employers to consider a flexible approach, with benefits tailored to employee needs or a menu of options to choose from. Career development Generation Z (born after 1995) Work-life balance 42% 16% Job security 13% Location 13% Benefits package 7% Career development Work-life balance Job security Location Benefits package RECRUITMENT TRENDS Attract and retain the best NOTE: Numbers have been rounded to the nearest whole. N/A answers have been excluded. Work-life balance How would you rate your work-life balance? 19% 39% Very good Good 30% Average 10% Poor 3% Very poor 12 Hays UK Salary & Recruiting Trends 2016 Hays UK Salary & Recruiting Trends

10 ATTRACT AND RETAIN THE BEST EVERYONE BENEFITS Benefits are key Which benefits are important/offered? (%) Important to employees Offered by employers Flexible working Over 25 days annual leave Above statutory contributory pension Health insurance or private medical cover Financial support for professional studies Company car or car allowance Life insurance Share incentives Onsite subsidised facilities (e.g. gym, healthcare) Discounts on company products or services Above statutory maternity/ paternity leave Childcare vouchers Season ticket loan Cycle to work scheme RECRUITMENT TRENDS Attract and retain the best NOTE: Numbers have been rounded to the nearest whole. N/A answers have been excluded. SALARY GUIDE 14 Hays UK Salary & Recruiting Trends 2016

11 ACCOUNTANCY & FINANCE PREPARE FOR FUTURE DEMANDS There is a continuing need for good credit controllers. Many people thought that recruitment in this area would be at a peak during a time of economic downturn as companies struggled to manage their cash flow. However, it is since business confidence returned that we have seen the biggest increase in demand. Writing off large sums of debt and poor cash flow can be one of the biggest red flags that prohibits business investment. As companies have geared up for growth, getting working capital in order has been high up the priority list for any board of an SME with growth ambitions. The challenge of public sector spending cuts continues and the pressure on the non-protected departments is concerning for finance leaders, who can already identify skill shortages in their departments but may not be able to hire readily. This will be problematic for many public sector organisations throughout As recruitment challenges mount, senior managers are having to make some tough business decisions whether it is critical to recruit an individual who matches all their requirements, and run the risk that this may take many months, or to quickly recruit an individual who fulfils just the core requirements of the role but has the potential to grow. The most forward-thinking companies are beginning to plan ahead for future recruitment needs. Some are organising open days, inviting a wide range of finance professionals through their doors to showcase what it is like to work in finance in their organisation, and how they manage talent development in their business. This can help develop a future candidate pipeline of individuals locally and nationally who aspire to join their business. This makes recruitment easier when a specific need arises. Finance leadership must stay close to the external market place, use expert recruitment consultancies and external salary and skills benchmarking information, in order to stay ahead in the competition for talent. The most forward-thinking companies are beginning to plan ahead for future recruitment needs. ACCOUNTANCY & FINANCE Overview The general outlook for finance professionals in the UK is strong. Over the last couple of years, businesses re invested in permanent recruitment and in the development and capabilities of their wider teams. In 2015, we also noted an increase in the hiring of temporary staff for key projects. The demand for newly qualified accountants continues to grow across all sectors and there are no signs of this slowing in The reduced number of professionals reaching newly qualified status during the recession has created a mismatch between supply and demand. It is common that candidates receive both multiple job offers and often a counter offer from their current employer when they do look to move roles. The professional institutes have all voiced positive news about the numbers of students increasing again since the downturn. As a result, 2016 should see the first boost in numbers of newly qualified accountants. This may help to ease some of the pressure, although we still expect to see continued pay inflation in this area, as well as within part-qualified accountancy, payroll, credit and some areas of tax and treasury. Business growth in commerce and industry has led to increased focus on good governance and many large businesses are investing in their governance-based teams and in internal audit in particular. There has also been a marked increase in recruitment activity within accountancy practices over the last 12 months, with an ongoing need for audit professionals as companies grow and change their auditors. Improved business conditions have seen more deals taking place and so firms have been re-staffing corporate finance and merger and acquisitions (M&A) functions. There also appears to be a rise in accounting delivery roles as firms introduce cloud-based technologies to their clients. We continue to see inflated demand for both permanent and temporary staff in transactional finance roles and there are candidate shortages in key areas. Payroll is one of these, whether it is a company hiring in-house, a payroll bureau increasing heads to deal with demand, or an accountancy firm looking to hire help to adequately service client needs. As more organisations invest in payroll software we have seen a higher demand for interim project staff. The demand for newly qualified accountants continues to grow across all sectors. As recruitment challenges mount, senior managers are having to make some tough business decisions. 16 Hays UK Salary & Recruiting Trends 2016 Hays UK Salary & Recruiting Trends

12 ACCOUNTANCY & FINANCE ACCOUNTANCY SUPPORT London Range Typical QBE Finance Manager 35,000-45,000 39,000 Assistant Accountant 25,000-32,000 29,000 Bookkeeper 28,000-34,000 29,000 AAT Studier 23,000-27,000 25,000 Ledger Clerk 21,000-24,000 23,000 East Midlands Range Typical QBE Finance Manager 28,000-35,000 31,000 Assistant Accountant 18,000-30,000 23,000 Bookkeeper 19,000-26,000 22,000 AAT Studier 18,000-24,000 21,000 Ledger Clerk 16,000-22,000 18,000 Mark Farrar Chief Executive, AAT Mark Cornell Market Director, Western Europe and North America, ACCA South East England Range Typical Yorkshire and the Humber Range Typical QBE Finance Manager 30,000-45,000 38,000 QBE Finance Manager 26,000-35,500 31,000 Assistant Accountant 25,000-32,000 28,000 Assistant Accountant 17,000-24,000 20,000 ACCOUNTANCY & FINANCE Accountancy support Bookkeeper 22,000-30,000 25,000 AAT Studier 18,000-25,000 22,000 Ledger Clerk 16,000-25,000 20,000 East of England Range Typical QBE Finance Manager 30,000-40,000 35,000 Assistant Accountant 21,500-26,500 24,500 Bookkeeper 20,500-26,500 24,500 AAT Studier 17,000-22,500 19,500 Ledger Clerk 16,200-21,000 19,200 South West England Range Typical QBE Finance Manager 28,000-35,000 32,000 Assistant Accountant 18,000-28,000 25,000 Bookkeeper 18,000-26,000 22,500 AAT Studier 16,000-25,000 22,500 Ledger Clerk 16,000-24,000 20,000 Wales Range Typical QBE Finance Manager 24,000-30,000 26,500 Assistant Accountant 18,000-24,000 22,500 Bookkeeper 19,500-24,000 22,000 AAT Studier 16,000-24,000 19,500 Ledger Clerk 16,000-22,000 19,000 West Midlands Range Typical QBE Finance Manager 26,000-35,000 31,000 Assistant Accountant 20,000-28,000 24,000 Bookkeeper 19,000-28,000 24,000 AAT Studier 18,000-24,000 21,000 Ledger Clerk 17,000-22,000 19,000 Bookkeeper 18,000-23,000 21,000 AAT Studier 16,000-21,000 18,000 Ledger Clerk 15,000-19,500 18,000 North East England Range Typical QBE Finance Manager 26,000-32,000 28,000 Assistant Accountant 17,500-23,000 20,000 Bookkeeper 17,000-23,000 19,000 AAT Studier 15,000-19,000 18,000 Ledger Clerk 17,000-20,000 18,000 North West England Range Typical QBE Finance Manager 28,000-35,000 30,000 Assistant Accountant 22,000-28,000 25,000 Bookkeeper 20,000-25,000 22,000 AAT Studier 16,000-24,000 20,000 Ledger Clerk 17,000-21,000 19,000 Northern Ireland Range Typical QBE Finance Manager 25,000-32,000 30,000 Assistant Accountant 18,000-30,000 24,000 Bookkeeper 18,000-24,000 20,000 AAT Studier 17,500-23,000 20,000 Ledger Clerk 15,500-23,000 18,000 Scotland Range Typical QBE Finance Manager 25,000-33,000 30,000 Assistant Accountant 22,000-33,000 26,000 Bookkeeper 18,000-25,000 23,500 AAT Studier 18,000-23,000 20,000 Ledger Clerk 16,000-20,000 18,000 Overall, the accountancy sector feels buoyant. More people than ever before are looking to study one of AAT s accounting qualifications suggesting an increased interest in finance as a career pathway especially from those looking for a change in direction. Employers are also looking beyond the traditional mould and actively recruiting school leavers into apprenticeship programmes. AAT research has shown the more positive economic situation for our members is also reflected by a gradual increase in job satisfaction and job security. Almost three quarters of members are satisfied with their current job (an increase of 2% since 2013). Job security levels have also risen from 74% in 2011 to 82% this year. Those in the private sector feel most secure: 10% more than those in the public and not-for-profit sectors with people working in accountancy practices feeling especially secure. This is most likely a reflection of the upturn in the market. Skills to do the job are the key factor in ensuring people stay relevant in the profession. As technology such as the cloud develops, roles are evolving beyond processing to require a more analytical approach. This provides great opportunities for accountants; using Big Data to predict business performance and forecast accurately. That said, there still needs to be a fundamental understanding of accountancy to be able to interrogate data. For instance, employers frequently highlight the importance of double entry bookkeeping as one of the key tools in the accounting technician s box. Cloud accounting software is also a development AAT is following closely. This could seriously change the way accountants do their work, especially within smaller businesses. More generally, the online world means traditional barriers to working globally will be diminished providing new opportunities. Remote working and processing online payments in real time will be game changers and provide exciting challenges for the future finance professional. Recruiting and retaining talent is a big issue now and will be in the future. There have been some interesting developments amongst key employers in terms of employment policy. Some top employers no longer consider an applicant s school or university when selecting trainees for interview. This is yet another sign that major UK employers are turning away from traditional approaches to recruitment in the hunt for the brightest and best new employees. A vast majority of Chief Financial Officers (CFOs) looking to appoint new staff for their businesses believe it is important for each potential employee to have both a breadth and depth of finance expertise and capabilities. The finance team also has to meet the challenges posed by a post-crisis global economy which is increasingly volatile, complex and competitive. In the wider economy, uncertainty presents a major threat to businesses. The UK will face a referendum on continued membership of the EU. This could have implication for the free movement of labour between EU member states. The continued struggles within the EU to return to economic growth and the slowdown in the Chinese economy all present real threats to the finance profession in Given the continued uncertainty of the global economy, the demand for highly trained and highly skilled finance professionals should be strong. In the UK public sector, there will be demand for those with the ability to create innovative solutions to lessen the impact of reduced funding. If the UK economy continues to grow as predicted, major employers will continue to recruit. With the accountancy sector expecting sign off from the government on their flagship apprenticeship trailblazer scheme imminently, new routes for school leavers will open up new career pathways. Opportunities for finance professionals at all levels will remain strong. 18 Hays UK Salary & Recruiting Trends 2016 Hays UK Salary & Recruiting Trends

13 ACCOUNTANCY & FINANCE CORPORATE GOVERNANCE London Range Typical Wales Range Typical North East England Range Typical Scotland Range Typical Head of/director 80, , ,000 Head of/director 70, , ,000 Head of/director 70, ,000 92,000 Head of/director 80, , ,000 Senior Audit Manager 65,000-95,000 87,000 Senior Audit Manager 55,000-90,000 75,000 Senior Audit Manager 55,000-80,000 67,500 Senior Audit Manager 58,000-80,000 75,000 Audit Manager 60,000-80,000 68,000 Audit Manager 45,000-80,000 65,000 Audit Manager 55,000-80,000 59,000 Audit Manager 47,000-70,000 59,000 Senior Auditor 52,000-63,000 58,000 Senior Auditor 37,500-60,000 50,000 Senior Auditor 39,000-52,000 44,000 Senior Auditor 37,000-50,000 46,500 Auditor (Newly Qualified) 45,000-52,000 50,000 Auditor (Newly Qualified) 20,000-38,000 32,000 Auditor (Newly Qualified) 38,500-47,000 42,500 Auditor (Newly Qualified) 33,000-44,000 38,500 Junior Auditor 30,000-40,000 35,000 Junior Auditor 25,000-35,000 30,000 Junior Auditor 20,000-40,000 30,000 Junior Auditor 21,000-35,000 29,500 South East England Range Typical West Midlands Range Typical North West England Range Typical Head of/director 75, , ,000 Head of/director 75, , ,000 Head of/director 80, ,000 95,000 Senior Audit Manager 65,000-95,000 84,500 Senior Audit Manager 55,000-90,000 73,000 Senior Audit Manager 68,000-85,000 72,000 Audit Manager 50,000-80,000 67,000 Audit Manager 48,000-80,000 64,000 Audit Manager 50,000-72,500 62,000 Senior Auditor 42,500-60,000 53,000 Senior Auditor 40,000-55,000 48,000 Senior Auditor 40,000-56,000 47,000 Auditor (Newly Qualified) 43,000-52,000 46,000 Auditor (Newly Qualified) 34,000-45,000 43,000 Auditor (Newly Qualified) 33,000-45,000 40,000 Junior Auditor 23,000-43,000 34,000 Junior Auditor 20,000-40,000 34,000 Junior Auditor 25,000-38,500 30,000 ACCOUNTANCY & FINANCE Corporate governance East of England Range Typical Head of/director 70, ,000 96,000 Senior Audit Manager 55,000-80,000 68,000 Audit Manager 45,000-75,000 60,000 Senior Auditor 40,000-54,000 46,500 Auditor (Newly Qualified) 35,000-47,000 44,000 Junior Auditor 20,000-35,000 30,000 South West England Range Typical Head of/director 70, , ,000 Senior Audit Manager 55,000-90,000 77,000 Audit Manager 45,000-80,000 66,000 Senior Auditor 37,500-55,000 48,000 Auditor (Newly Qualified) 35,000-45,000 42,000 Junior Auditor 23,000-40,000 30,000 East Midlands Range Typical Head of/director 70, , ,000 Senior Audit Manager 55,000-85,000 73,000 Audit Manager 45,000-77,500 64,000 Senior Auditor 40,000-55,000 48,000 Auditor (Newly Qualified) 34,000-45,000 43,000 Junior Auditor 20,000-40,000 33,500 Yorkshire and the Humber Range Typical Head of/director 70, , ,000 Senior Audit Manager 55,000-90,000 73,500 Audit Manager 45,000-77,500 60,000 Senior Auditor 35,000-53,000 44,500 Auditor (Newly Qualified) 33,500-43,000 40,000 Junior Auditor 20,000-35,000 29,500 Dr Ian Peters Chief Executive, Chartered Institute of Internal Auditors Since the financial crisis, organisations have seized the benefit of internal audit and the role that it can play in assuring boards that the management of risk and corporate governance procedures are working properly. This has translated into steady demand for internal auditors across all sectors, especially financial services, supported in part by our Financial Services Code, which has improved the standing of internal audit in the sector. According to our annual survey of heads of internal audit, budgets in the private sector are increasing with financial services again showing the largest gains. Public sector functions are still being squeezed, especially in local government, where resources are under particular pressure. IT audit skills are in increasing demand, especially in financial services. Cyber security is becoming a key area for focus with more experts needed to work in IT audit. The increase in financial services recruitment is reflected in the demand for our courses such as auditing conduct risk. Soft skills are becoming more important for internal auditors as subjects such as auditing culture require more gut feel judgements and focus on broader cultural aspects of control. Looking forward there are numerous challenges for the profession as expectations change and new skills are required, driving recruitment. Non-financial and integrated reporting is becoming the default of corporate reporting in the UK and there is a clear role for internal audit here in providing assurance over the information in these reports. Furthermore, we expect internal auditors to have a greater role in providing assurance over contracts and suppliers. These developments will require internal auditors to learn new skills in order to help organisations achieve their objectives. 20 Hays UK Salary & Recruiting Trends 2016 Hays UK Salary & Recruiting Trends

14 ACCOUNTANCY & FINANCE CREDIT MANAGEMENT London Range Typical Group Credit Manager/Head of Credit 60,000-80,000 70,000 Credit Manager 40,000-60,000 48,000 Credit Control Supervisor 30,000-40,000 35,000 Credit Controller 22,000-30,000 26,000 South East England Range Typical Group Credit Manager/Head of Credit 45,000-75,000 60,000 Credit Manager 34,000-45,000 38,000 Credit Control Supervisor 27,000-36,000 32,000 Credit Controller 22,000-30,000 25,000 East of England Range Typical Group Credit Manager/Head of Credit 37,500-57,500 52,500 Credit Manager 29,000-37,500 34,000 Credit Control Supervisor 23,000-30,000 26,500 Credit Controller 17,000-23,000 22,000 South West England Range Typical East Midlands Range Typical Group Credit Manager/Head of Credit 45,000-70,000 55,000 Credit Manager 30,000-38,000 35,000 Credit Control Supervisor 23,000-30,000 25,000 Credit Controller 17,000-23,000 20,000 Yorkshire and the Humber Range Typical Group Credit Manager/Head of Credit 45,000-77,000 56,500 Credit Manager 30,000-39,000 35,500 Credit Control Supervisor 23,000-29,000 25,500 Credit Controller 17,000-26,000 20,000 North East England Range Typical Group Credit Manager/Head of Credit 45,000-70,000 58,000 Credit Manager 30,000-38,000 35,000 Credit Control Supervisor 24,000-28,000 26,000 Credit Controller 17,000-24,000 20,000 North West England Range Typical Philip King Chief Executive, Institute of Credit Management Credit management professionals have good reason to view the current business environment with confidence. Businesses have steadily grown to recognise the true value of having a professional credit management team not simply as a back-office, collections and payment function, but rather as an essential part of supporting business growth. It is credit managers, working in close co-operation with their sales colleagues, who are enabling business to be done. Granting credit where credit is due but also managing risk to ensure a business does not become over-extended or financially exposed. Technology has of course been a tremendous driver for change; data is now available that goes well beyond a summary of an organisation s last filed accounts, enabling credit managers to take better-informed decisions based on detailed insight. Data reporting tools are such that they can now be linked directly to their client s ledger, and outstanding debts and credit lines can be monitored on a daily or even hourly basis. Credit managers have seen the more progressive employers investing further in the recruitment and training of their credit management teams. They have seen their status heightened not only among their peers, but also within the wider business community. The award of the Royal Charter to the Institute of Credit Management to become a Chartered Institute is both visible and actual proof of the importance of our members, and our profession. Our people have earned their place at the top table, and should not be shy in promoting what they do to a wider audience. Remuneration levels, of course, tend to be driven by the contribution that individuals make towards a business, and the respect that they engender among their colleagues. With this in mind, seldom has there been a better time to be a credit manager. Group Credit Manager/Head of Credit 45,000-60,000 52,000 Group Credit Manager/Head of Credit 40,000-70,000 50,000 Credit Manager 28,000-40,000 35,000 Credit Manager 30,000-40,000 35,000 Credit Control Supervisor 23,000-28,000 25,000 Credit Control Supervisor 24,000-28,000 26,000 Credit Controller 18,000-24,000 22,000 Credit Controller 18,000-24,000 22,000 Wales Range Typical Northern Ireland Range Typical Group Credit Manager/Head of Credit 45,000-60,000 50,000 Group Credit Manager/Head of Credit 35,000-50,000 40,000 Credit Manager 28,000-40,000 34,000 Credit Manager 26,000-40,000 35,000 Credit Control Supervisor 23,000-28,000 25,000 Credit Control Supervisor 22,000-28,000 25,000 Credit Controller 17,000-22,000 19,000 Credit Controller 18,000-24,000 21,000 ACCOUNTANCY & FINANCE Credit management West Midlands Range Typical Scotland Range Typical Group Credit Manager/Head of Credit 60,000-85,000 60,000 Group Credit Manager/Head of Credit 45,000-60,000 50,000 Credit Manager 35,000-50,000 45,000 Credit Manager 35,000-45,000 38,000 Credit Control Supervisor 26,000-32,000 28,000 Credit Control Supervisor 24,000-29,000 26,000 Credit Controller 20,000-24,000 22,000 Credit Controller 19,000-22,000 20, Hays UK Salary & Recruiting Trends 2016 Hays UK Salary & Recruiting Trends

15 ACCOUNTANCY & FINANCE PAYROLL London Range Typical Head of Payroll 55,000-80,000 70,000 Payroll Manager 40,000-50,000 48,000 Payroll Supervisor/Team Leader 32,000-38,000 35,000 Payroll Clerk 25,000-30,000 27,000 Payroll Administrator 20,000-25,000 25,000 East Midlands Range Typical Head of Payroll 52,000-65,000 58,000 Payroll Manager 38,000-48,000 44,000 Payroll Supervisor/Team Leader 25,000-32,000 27,500 Payroll Clerk 18,000-25,000 22,000 Payroll Administrator 16,000-19,000 18,000 Elaine Gibson Associate Director of Policy and Professional Education, The Chartered Institute of Payroll Professionals However, for the small and micro employers (SME), those with less than 50 employees, implementation has commenced and for large volumes of SMEs staging is pending. The Pensions Regulator is expecting a major peak to occur for those SMEs staging in 2016 and for new employers in In addition, we are likely to see changes related to benefits in kind, and tax and national insurance alignment. South East England Range Typical Head of Payroll 45,000-80,000 55,000 Payroll Manager 35,000-45,000 40,000 Payroll Supervisor/Team Leader 25,000-32,000 28,000 Payroll Clerk 20,000-28,000 25,000 Payroll Administrator 16,000-22,000 18,000 East of England Range Typical Head of Payroll 41,500-57,500 55,000 Payroll Manager 28,500-40,000 36,000 Payroll Supervisor/Team Leader 23,000-29,000 26,000 Payroll Clerk 18,000-23,000 21,500 Yorkshire and the Humber Range Typical Head of Payroll 47,000-57,000 50,500 Payroll Manager 30,000-42,000 35,000 Payroll Supervisor/Team Leader 22,000-28,000 26,000 Payroll Clerk 17,000-23,000 21,000 Payroll Administrator 16,000-19,000 18,000 North East England Range Typical Head of Payroll 45,000-50,000 46,000 Payroll Manager 32,000-42,000 36,000 Payroll Supervisor/Team Leader 24,000-30,000 26,000 Payroll Clerk 18,000-23,000 20,000 The payroll industry is ever changing, posing regular challenges related to implementation of new legislation. The last few years have seen some of the most major reforms such as Real Time Information (RTI) which posed a number of employer challenges but this is now part of the normal payroll processing routine. The next significant piece of ongoing legislation to impact our payroll colleagues being Automatic Enrolment (AE). Larger employers, those with 50 or more employees will have experienced their staging dates and implementation will be complete. In order to manage the related challenges of the pending legislative changes, employers and their workforce need to keep an eye open for alerts and news explaining progress and timelines. AE is no exception, the understanding is that there is likely to be a fundamental skills gap linked to the required skills and knowledge needed to comply. As a result, the Chartered Institute of Payroll Professionals (CIPP) strives to educate its members and wider payroll and pension industries via various mediums such as regular newsletters provided by the CIPP Policy and Research team which provides the key information relating to legislative changes, plus a heads up on what is to come. Payroll Administrator 16,500-19,000 17,500 Payroll Administrator 17,000-20,000 18,500 South West England Range Typical North West England Range Typical Head of Payroll 45,000-60,000 50,000 Head of Payroll 45,000-55,000 50,000 Payroll Manager 35,000-45,000 40,000 Payroll Manager 30,000-40,000 35,000 Payroll Supervisor/Team Leader 22,000-30,000 26,000 Payroll Supervisor/Team Leader 24,000-28,000 26,000 Payroll Clerk 17,000-25,000 22,000 Payroll Clerk 21,000-24,000 22,000 Payroll Administrator 17,000-23,000 20,000 Payroll Administrator 18,000-21,000 19,000 Wales Range Typical Northern Ireland Range Typical Head of Payroll 45,000-60,000 50,000 Head of Payroll 40,000-42,000 42,000 Payroll Manager 32,000-42,000 36,000 Payroll Manager 31,000-38,000 35,000 Payroll Supervisor/Team Leader 22,000-28,000 25,500 Payroll Supervisor/Team Leader 20,000-28,000 25,000 Payroll Clerk 18,000-23,000 20,000 Payroll Clerk 16,000-22,000 19,000 Payroll Administrator 16,000-20,000 18,000 Payroll Administrator 15,000-20,000 16,500 ACCOUNTANCY & FINANCE Payroll West Midlands Range Typical Scotland Range Typical Head of Payroll 55,000-68,000 60,000 Head of Payroll 40,000-60,000 55,000 Payroll Manager 42,000-50,000 46,000 Payroll Manager 35,000-50,000 40,000 Payroll Supervisor/Team Leader 27,000-35,000 32,000 Payroll Supervisor/Team Leader 25,000-35,000 28,000 Payroll Clerk 22,000-26,000 24,500 Payroll Clerk 19,000-24,000 21,500 Payroll Administrator 17,500-20,000 19,000 Payroll Administrator 18,000-23,000 19, Hays UK Salary & Recruiting Trends 2016 Hays UK Salary & Recruiting Trends

16 ACCOUNTANCY & FINANCE PART-QUALIFIED ACCOUNTANCY ACCA CIMA CIPFA ACA London Range Typical Range Typical Range Typical Range Typical Finalist 37,000-44,000 40,000 37,000-45,000 42,000 28,000-36,500 33,000 28,500-32,500 32,000 Part-Qualified 28,000-35,000 34,000 28,000-36,000 35,000 23,000-30,000 28,000 28,000-31,000 30,000 Trainee 20,000-25,000 25,000 20,000-30,000 25,000 18,000-26,000 23,000 23,500-26,000 25,000 ACCA CIMA CIPFA ACA East Midlands Range Typical Range Typical Range Typical Range Typical Finalist 26,000-32,000 30,000 28,000-37,000 32,000 23,000-30,000 27,000 26,000-30,000 29,500 Part-Qualified 22,000-26,000 24,000 24,000-30,000 27,000 20,000-27,000 24,000 23,000-27,000 25,000 Trainee 16,000-22,000 20,000 19,000-23,000 21,000 16,000-22,000 20,000 18,000-24,000 21,000 ACCA CIMA CIPFA ACA South East England Range Typical Range Typical Range Typical Range Typical Finalist 38,000-42,000 40,000 40,000-45,000 42,000 28,000-35,000 33,000 27,000-32,000 31,000 Part-Qualified 30,000-36,000 34,000 30,000-36,000 35,000 24,000-30,000 28,000 23,000-29,000 27,000 Trainee 22,000-30,000 25,000 22,000-30,000 25,000 19,000-26,000 23,000 17,000-24,000 20,000 ACCA CIMA CIPFA ACA Yorkshire and the Humber Range Typical Range Typical Range Typical Range Typical Finalist 27,500-34,000 30,500 27,500-40,000 31,000 27,500-33,500 29,000 25,000-28,500 27,500 Part-Qualified 22,000-27,500 25,000 21,000-28,000 25,000 22,000-26,500 24,500 20,000-26,500 24,500 Trainee 17,000-22,000 20,000 17,000-23,000 20,500 17,750-20,000 18,750 17,000-22,750 18,750 ACCA CIMA CIPFA ACA East of England Range Typical Range Typical Range Typical Range Typical Finalist 29,000-36,500 32,500 29,000-36,500 32,500 24,000-38,000 32,500 25,000-34,000 30,500 Part-Qualified 23,500-29,000 26,500 23,500-29,000 26,500 21,000-30,000 26,000 17,500-25,000 23,500 Trainee 18,000-23,500 21,000 18,000-23,500 21,000 16,000-24,000 21,000 16,500-21,500 20,000 ACCA CIMA CIPFA ACA North East England Range Typical Range Typical Range Typical Range Typical Finalist 26,000-35,000 31,000 28,000-35,000 30,000 28,000-35,000 31,000 25,000-33,000 30,000 Part-Qualified 23,000-30,000 26,000 23,000-30,000 26,000 20,000-28,000 24,000 22,000-27,000 26,000 Trainee 17,000-22,000 18,000 17,000-22,000 18,000 17,000-24,000 20,000 14,000-20,000 17,000 ACCA CIMA CIPFA ACA South West England Range Typical Range Typical Range Typical Range Typical Finalist 28,000-35,000 32,000 28,000-35,000 32,000 28,000-35,000 30,000 28,000-35,000 28,000 Part-Qualified 24,000-30,000 28,000 24,000-32,000 28,000 24,000-30,000 24,000 24,000-30,000 26,000 Trainee 16,000-22,000 18,000 17,000-22,000 20,000 16,000-22,000 18,000 16,000-22,000 18,000 ACCA CIMA CIPFA ACA North West England Range Typical Range Typical Range Typical Range Typical Finalist 30,000-35,000 30,000 25,000-30,000 28,000 25,000-30,000 28,000 24,000-27,000 27,000 Part-Qualified 25,000-30,000 27,500 22,000-26,000 24,000 22,000-26,000 24,000 19,000-23,000 21,000 Trainee 18,000-24,000 19,000 18,000-22,000 20,000 18,000-22,000 20,000 16,000-21,000 18,500 ACCA CIMA CIPFA ACA Wales Range Typical Range Typical Range Typical Range Typical Finalist 24,000-34,000 28,000 26,000-34,000 28,000 23,000-31,000 26,000 22,000-30,000 26,500 Part-Qualified 20,000-28,000 24,000 25,000-32,000 27,000 18,000-23,000 20,500 20,000-25,000 22,000 ACCA CIMA CIPFA ACA Northern Ireland Range Typical Range Typical Range Typical Range Typical Finalist 24,000-30,000 28,000 24,000-30,000 28,000 23,000-27,000 26,000 18,000-25,000 24,000 Part-Qualified 20,000-26,000 24,000 20,000-26,000 25,000 20,000-24,000 22,000 16,000-23,000 20,000 ACCOUNTANCY & FINANCE Part-qualified accountancy Trainee 14,000-18,000 16,000 16,000-20,000 18,000 15,000-20,000 17,000 14,000-20,000 16,000 Trainee 16,000-20,000 17,000 16,000-20,000 17,000 15,000-20,000 16,500 13,000-17,000 15,000 ACCA CIMA CIPFA ACA ACCA CIMA CIPFA ACA West Midlands Range Typical Range Typical Range Typical Range Typical Scotland Range Typical Range Typical Range Typical Range Typical Finalist 26,000-32,000 30,000 28,000-37,000 33,000 23,000-30,000 27,000 26,000-30,000 29,500 Finalist 27,000-33,000 30,000 27,000-35,000 29,000 25,000-35,000 28,000 26,000-32,000 26,000 Part-Qualified 22,000-26,000 24,000 24,000-30,000 27,000 20,000-27,000 24,000 23,000-27,000 25,000 Part-Qualified 22,000-28,000 26,000 25,000-32,000 27,000 17,000-21,000 19,500 23,000-30,000 24,000 Trainee 16,000-22,000 20,000 19,000-23,000 21,000 16,000-22,000 20,000 18,000-24,000 21,000 Trainee 16,000-20,000 18,000 20,000-25,000 22,500 17,000-19,000 18,000 15,000-20,000 17, Hays UK Salary & Recruiting Trends 2016 Hays UK Salary & Recruiting Trends

17 ACCOUNTANCY & FINANCE QUALIFIED ACCOUNTANCY Corporate SME Corporate SME London Range Typical Range Typical Group FD/CFO* 250, , ,000 Financial Director 110, , ,000 90, , ,000 Financial Controller 80, ,000 90,000 60,000-80,000 74,000 Financial Planning & Analysis Manager* 70, ,000 80,000 55,000-75,000 65,000 Financial Accountant 45,000-55,000 50,000 44,000-50,000 47,000 Company Accountant 45,000-60,000 55,000 Management Accountant 45,000-55,000 50,000 44,000-50,000 47,000 Business/Finance Analyst* 45,000-65,000 55,000 Finance Manager 55,000-65,000 63,000 55,000-65,000 60,000 Business Partner 60,000-80,000 70,000 Systems Accountant* 55,000-75,000 65,000 East of England Range Typical Range Typical Group FD/CFO* 130, , ,000 Financial Director 90, , ,600 63, ,600 82,000 Financial Controller 66,600-85,000 73,300 48,300-68,300 61,600 Financial Planning & Analysis Manager* 61,600-78,300 66,600 49,000-62,500 52,500 Financial Accountant 41,600-51,600 46,000 36,300-46,000 43,300 Company Accountant 40,000-53,300 46,600 Management Accountant 42,600-51,600 45,600 36,000-47,000 43,300 Business/Finance Analyst* 46,000-55,000 49,300 Finance Manager 49,300-61,600 54,300 41,600-51,000 46,600 Business Partner 48,600-59,300 53,300 Systems Accountant* 47,600-63,300 54, Years PQE** 65,000-90,000 75,000 60,000-80,000 70, Years PQE** 55,000-70,000 65,000 50,000-60,000 55,000 Recently Qualified (up to 2 years) 50,000-60,000 55,000 45,000-55,000 50,000 Newly Qualified 45,000-55,000 48,000 43,000-50,000 45, Years PQE** 57,500-87,500 75,000 48,300-68,300 65, Years PQE** 45,000-62,500 55,000 36,600-45,300 42,300 Recently Qualified (up to 2 years) 40,000-49,300 45,300 41,600-52,600 47,000 Newly Qualified 38,300-49,300 45,300 34,600-41,600 39,000 Corporate SME Corporate SME South East England Range Typical Range Typical Group FD/CFO* 250, , ,000 Financial Director 100, , ,000 70, ,000 85,000 Financial Controller 75, ,000 85,000 45,000-75,000 57,000 Financial Planning & Analysis Manager* 55,000-80,000 70,000 50,000-70,000 60,000 Financial Accountant 45,000-55,000 50,000 40,000-50,000 45,000 Company Accountant 35,000-50,000 45,000 Management Accountant 45,000-55,000 50,000 38,000-48,000 45,000 Business/Finance Analyst* 45,000-55,000 50,000 Finance Manager 50,000-65,000 58,000 40,000-55,000 45,000 Business Partner 55,000-75,000 65,000 Systems Accountant* 45,000-70,000 60,000 South West England Range Typical Range Typical Group FD/CFO* 200, , ,000 Financial Director 80, ,000 95,000 70, ,000 80,000 Financial Controller 50,000-85,000 75,000 35,000-60,000 45,000 Financial Planning & Analysis Manager* 55,000-90,000 65,000 Financial Accountant 40,000-50,000 42,000 28,000-40,000 37,000 Company Accountant 30,000-45,000 40,000 Management Accountant 40,000-50,000 45,000 28,000-40,000 37,000 Business/Finance Analyst* 35,000-55,000 48,000 Finance Manager 45,000-60,000 55,000 30,000-45,000 40,000 Business Partner 45,000-60,000 55,000 Systems Accountant* 35,000-60,000 45,000 ACCOUNTANCY & FINANCE Qualified accountancy 5+ Years PQE** 60,000-90,000 75,000 50,000-70,000 63, Years PQE** 55,000-70,000 65,000 45,000-58,000 50,000 Recently Qualified (up to 2 years) 45,000-60,000 55,000 40,000-52,000 48,000 Newly Qualified 40,000-50,000 45,000 35,000-42,000 40,000 * Group FD, Systems Accountant, Financial Planning & Analysis Manager, and Business/Finance Analyst are job titles not typically found within the SME finance structure. The exception to this is within the higher concentration of medium-sized businesses located in the South East and London where you may find Finance Analysts and Financial Planning & Analysis Managers. In SMEs the role of Business Partner is typically filled by a Management Accountant. ** PQE: Post-qualified experience. NOTE: Absence of figures denotes insufficient salary data. 5+ Years PQE** 55,000-80,000 70,000 50,000-75,000 57, Years PQE** 42,000-55,000 50,000 35,000-50,000 45,000 Recently Qualified (up to 2 years) 38,000-45,000 40,000 30,000-45,000 40,000 Newly Qualified 35,000-42,000 40,000 28,000-40,000 38, Hays UK Salary & Recruiting Trends 2016 Hays UK Salary & Recruiting Trends