Hays UK Salary & Recruiting Trends 2015

HAYS UK SALARY & RECRUITING TRENDS 2015

CONTENTS
Introduction1
Recruitment trends 2
Salary guide
Accountancy Finance 14
Accountancy support 18
Corporate governance 20
Credit management 22
Payroll24
Part-qualified accountancy 26
Qualified accountancy 28
Public practice 34
Taxation38
Treasury46
Construction, Engineering Property 50
Construction 56
Health and safety 62
Surveying consultants 64
General practice surveying 68
Architecture78
Civil and structural engineering 82
Facilities management 88
Building services 90
Social housing 94
Human Resources 98
Generalist102
Reward and benefits 108
Learning and development 112
Talent and resourcing 116
Information Technology 120
Business intelligence 124
Cloud126
Development128
Enterprise resource planning 132
Infrastructure138
Leadership140
Projects and change management 144
Security146
Telecoms148
Testing150
Legal154
Private practice 158
In-house160
Public sector 164
Paralegal/legal executives 166
Company secretarial 170
Marketing172
Brand and product marketing 176
Events178
Insight180
General marketing 182
Online and digital 184
PR and internal communications 186
Public sector 188
Office Support 190
Administration192
PA and secretarial 194
Contact centres 196
Procurement Supply Chain 198
Procurement202
Public sector procurement 206
Manufacturing208
Supply chain 210
Logistics212
About us 216
Contact us 218

INTRODUCTION
Hays UK Salary and Recruiting Trends 2015 | 1
EMPLOYEES ON THE MOVE
ADAPTING TO THE NEW DYNAMIC
Nigel Heap, Managing Director, Hays UK Ireland
As part of our commitment to sharing meaningful insight
this guide identifies the trends driving hiring in the UK
at present and includes a comprehensive analysis of salary,
benefits and employment data across the key sectors
we recruit for.
The outlook for the UK is positive and organisations
are looking to take advantage of the opportunities that
a growing economy brings. Recruitment is firmly on
the agenda as many organisations adapt to increasing
workloads, but employers are finding it difficult to
recruit the skills and experience they need as the talent
mismatch becomes increasingly acute.
Fierce competition for professionals is starting to drive
salary rises in many professions and we are seeing an
increase in the number of candidates receiving counter
offers as employers look to retain existing employees.
As the market changes, many individuals are becoming
more confident to look for new roles and are starting to
consider their career options. 61% of the professionals
we surveyed anticipate moving jobs in the next year,
and whilst salary was an important factor, our research
found that many were also looking for career progression.
This is important for employers to think about as they
compete to recruit and retain staff, as is a strong benefits
package and organisations must be aware of what their
competitors are offering in terms of career development
and training.
Looking to 2015, investing in apprenticeships and training
programmes will be important to UK organisations,
not only to fill key skills gaps in their workforce, but
also to attract and retain professionals by demonstrating
that they are committed to giving them opportunity for
career development.
Just as the economic downturn affected each industry
differently, we are seeing the pace and influence of recovery
differ between sectors, professions and geographic locations.
In this guide 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 hope you find this
guide both useful and informative and look forward to
discussing the findings with you.
Nigel Heap
Welcome to our 2015 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
a business to recruit and retain the right people, especially in a time of economic growth.
UK-8808-1_UK Salary Guide 2015_00_Book.indb 1 28/10/2014 09:08

RECRUITMENT
TRENDS
Methodology
This guide has been compiled using data gathered
during 2014 from 96 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 10,000 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.
UK-8808-1_UK Salary Guide 2015_00_Book.indb 2-3 28/10/2014 09:08

RECRUITMENTTRENDSAttractandretainthebest
ATTRACT AND RETAIN THE BEST
EXPANDING HORIZONS
4 | Hays UK Salary and Recruiting Trends 2015 Hays UK Salary and Recruiting Trends 2015 | 5
Employee mobility
Concern over pay, along with a perceived lack of
opportunities for career progression, is why a startling
61% of those questioned anticipate moving jobs within
the next 12 months, with 38% thinking of moving
within the next six months. This will clearly present
a significant challenge to employers.
Looking at why people move provides an indicator
for where employers need to focus. 97% of employees
think that they have the skills to do the job. However,
the findings indicate they are neither happy with their
pay nor excited by their current prospects. 57% of
respondents state they are dissatisfied with their
salary and 49% feel that there is no scope for career
progression within their organisation.
This is reflected in employees’ motivations for changing
jobs, with 27% citing salary as the key reason for moving
and 26% stating that the lack of future opportunities is
the reason for leaving. Employers need to be alert here,
as only 29% of employees have acted on their salary
frustrations by asking for a rise.
61% of those questioned
anticipate moving jobs in the
next 12 months.
Competing for the best
Over the last twelve months 72% of employers have
awarded salary increases. However, despite the competition
for talented individuals, this year only 60% of employers
are planning to pay more to attract and retain the best
professionals. Given the level of employee dissatisfaction
it might be prudent to rethink remuneration strategy.
In addition to the salary issue, organisations are very
much aware of the growing skills shortages. Only 67%
of employers think they have the talent to meet current
business objectives. Finding this talent is going to be
challenge as 80% of employers expect a shortage of
suitable candidates. Of those skills that are sought after,
it is leadership and management that appear most in
demand, followed by operational and technical skills
and then IT and digital.
Organisations are partly addressing this with training,
with 25% having increased the training budget and
31% having recruited apprentices. But recruitment seems
to be the key response, with 29% targeting candidates
from other industries and professions, and 30% increasing
their recruitment budget.
Benefits are key
Many of the employers we speak to are placing greater
importance on their benefits package in order to secure
the best candidates. Above statutory pension, childcare
vouchers and financial support for study are the benefits
most likely to be offered by employers.
Although just under half of employees rate their
work-life balance as very good or good, workers still
value their time off, with 36% of employees stating that
over 25 days’ annual leave is the most important benefit
when considering a new role. Employees are also
financially‑minded, with 23% stating that an above
statutory contributory pension is the most important
benefit and 11% looking for financial support for
professional studies.
Flexible working is also sought after by employees,
with flexitime considered the most important option
when considering a new role. 69% of respondents
stated that flexitime is very or quite important,
followed by 60% who feel that working from home
is an important benefit.
However, although it is becoming more commonplace,
flexible working doesn’t rate so highly with employers.
Only 51% of employers allow flexitime and only 39%
said they actively encourage their employees to take up
flexible working options.
The year ahead
In summary, the outlook for the coming 12 months is one
of growing positivity, increased recruitment activity and
ongoing competition for the most in-demand professions
and skills.
To attract and retain the individuals needed to make the
most of the economic upturn, organisations need to ensure
that not only are the pay and benefits on offer attractive,
but that their existing workforce is challenged and given
the opportunity to further enhance their careers.
A lack of recognition of the importance of this may result
in a loss of competitive edge, as high performers and
loyal employees with deep expertise choose to build their
futures elsewhere.
80% of employers expect a
shortage of suitable candidates.
The outlook across the UK is one of
growing positivity from employers
and employees alike. Organisations are
keen to hire new skilled professionals
to help them grow, and people are
more confident about moving jobs
to progress their career.
Recruitment on the agenda
When asked to look 12 months ahead, two-thirds of
organisations we surveyed expect their business activity to
increase, which highlights the growing confidence starting
to spread across the UK. This is directly translating into
significantly increased recruitment activity with seven
out of ten employers planning to increase their headcount
over the next twelve months.
Over the past five years there has been a preference
among many organisations to recruit on a temporary or
interim basis, in order to have greater control and improved
flexibility on staffing costs. As the economy improves,
so does the desire to recruit on a more permanent basis.
62% of organisations plan to hire more permanent staff
than last year, compared to 33% expecting to recruit more
temporary, contract or interim workers.
Seven out of ten employers are
planning to increase headcount.

IMPROVING PROSPECTS
How will the number of people you recruit compare to the previous 12 months? (%)
Permanent staff
Temporary, contract
or interim staff
Part-time staff
School/College leavers
Apprentices
Graduates
Experienced hires from the
same profession/sector
Experienced hires from
other professions/sectors
Recruit more No change Recruit fewer Not planning to recruit
62
33
17
14
28
27
43
21
26
33
44
40
31
39
38
44
9
14
5
2
2
3
3
3
3
19
34
43
39
31
16
32
NOTE: Numbers have been rounded to the nearest whole. N/A answers have been excluded.
Top five reasons for wanting to leave:
27% 26%
My salary and/or
beneﬁts package
13%
The work
itself
10%
LocationLack of future
opportunities
18%
Concerns about
job security
When do you anticipate you will next move jobs?
38% 23% 16% 9% 15%
Within 6 months Between 6-12 months Between 1-2 years Between 2-3 years More than 3 years
Accountancy
Architecture
Construction
Customer service
and contact centres
Engineering
Financial services
Human resources
IT
Legal
Marketing, PR and
communications
Office
administration
Procurement
and supply chain
Secretary/PA
Within 6 months Between 6-12 months Between 1-2 years Between 2-3 years More than 3 years
36
30
42
51
41
38
35
38
21
26
23
18
16
21
17
21
24
15
27
169
1711
7 1613
6 1116
13 168
10 1512
15 12
916 10
38
37
48
36
35
26
30
21
23
18
1022
17
15
519 15
11 8
6 14
7 9
7 22
Employee mobilityRecruitment on the agenda
In the next 12 months, do you expect your organisation’s activity
levels to change?
66% 27% 4%
Increase Stay the same Decrease
Are you planning on recruiting staff over
the next 12 months?
70% 30%
Yes No

PROGRESSION MATTERS
In the past year, have you asked for a pay rise?
13% 16% 71%
Yes, successful Yes, not successful No
Are you satisfied with your salary?
43% 57% Yes No
During the last 12 months, have the salaries of your workforce changed?
21% 28% 23% 25% 2%
Increased Increased in line Increased Stayed the same Decreased
above inflation with inflation below inflation
Top three challenges employers expect to encounter when recruiting over the next 12 months:
80% 53% 50%
Shortage
of suitable
applicants
Competition
from other
employers
Applicants with
unrealistic salary
requirements
Over the next 12 months, how do you expect the salaries
of your workforce to change?
60% 39% 1%
Increase Stay the same Decrease
What action have you taken to address immediate skills shortages within your workforce?
31% 29%
Recruited
apprentices
26%
Allowed employees
study leave for
external training
25%
Increased
training budget
Recruited from
other industries
or professions
30%
Increased
recruitment budget
Which of the following skills are most needed by your organisation in order to achieve current business objectives?
57% 45%
Managerial/
Leadership
28%
Finance
26%
SalesOperations/
Technical
33%
IT/
Digital
Is there scope for career progression within your organisation?
51% 49% Yes No
Do you feel you have the skills needed to fulfil your current role?
97% 3% Yes No
Employee mobility (continued) Competing for the best (continued)
Competing for the best
Do you think your organisation has the talent needed to achieve
current business objectives?
67% 33%
Yes No

EVERYONE BENEFITS
How would you rate your work-life balance?
12% 35%
Very good
12%
Poor
4%
Very poorGood
37%
Average
Importance of flexible working options when considering a new role: (%)
Part-time working
Flexitime
Job sharing
Home or remote working
Compressed hours
Term-time working
Annual hours
Not important at all Not very important Quite important Very important
55
13
67
17
25
63
58
22
18
22
23
30
20
26
14
43
8
37
33
12
12
9
26
3
23
12
5
4
Which of the following flexible working options does your organisation currently offer?
65% 58% 30%51%
FlexitimePart-time
working
Job
sharing
25%
Compressed
hours
Working from
home or remotely
Flexible working
Do you encourage your employees to take up flexible
working options?
39% 61% Yes No
Benefits most frequently offered by employers:
63% 60%
Above statutory
contributory pension
49%
Cycle to work
scheme
47%
Over 25 days’
annual leave
Childcare
vouchers
55%
Financial support for
professional studies
Top five benefits sought by employees:
36% 23% 8% 8%11%
Over 25 days’
annual leave
Above statutory
contributory pension
Financial support for
professional studies
Health insurance or
private medical cover
Company car or
car allowance
Benefits are key
Work-life balance

SALARY
GUIDE

ACCOUNTANCYFINANCEOverview
ACCOUNTANCY FINANCE
AN APPETITE FOR CHALLENGE
Accountancy and accountancy support
There is an increased demand for qualified accountants
and accountancy support across most sectors, particularly
professional services, education, engineering, construction,
manufacturing and retail.
We have seen a steady increase in the number of senior
appointments across the whole of the UK. However,
many employers are still keen to recruit individuals
with specific sector experience, rather than look for
those with transferable skills.
We are still seeing strong demand for commercially-oriented
finance professionals for finance business partner roles,
and financial or business analysts with excellent data mining
and Excel skills. There has been a significant rise in the
demand for newly qualified accountants with 0-3 years’
post‑qualification experience in all sectors. This is starting
to inflate the salary requirements for candidates, and in turn
we are seeing some significant counter offers, with some
candidates already being offered up to £10,000 extra salary
to remain where they are.
There is a high demand for experienced part-qualified
accountants, with a number of employers looking to recruit
graduates into these roles to cover a shortage in candidates.
As the restraints on training contracts are well and truly
lifted we are experiencing a heightened demand for early
and mid-stage studiers.
The all important SME market continues to show positive
signs and this continues to fuel the demand for experienced
bookkeepers and ledger staff.
We have seen a steady
increase in the number of senior
appointments and many employers
are keen to recruit individuals
with specific sector experience,
rather than look for those with
transferable skills.
Corporate governance
The UK corporate governance market is extremely
busy at present, especially given the increased demand
for businesses to effectively mitigate risk and meet
statutory requirements.
Now that the UK economy is in growth, an increased
number of organisations are recruiting internal auditors
to replace individuals who have moved internally.
Most large organisations see internal audit as a
‘talent pool’ for the business, offering recently qualified
accountants from practice their first commercial move
into industry.
As a result of the downturn in graduate intake by firms
of chartered accountants during the recession, the number
of candidates qualifying as ACA, CA and ACCA is lower
than in pre-recession times. Organisations are now
competing for the top talent and counter offers from
existing employers have become commonplace as well as
organisations increasing salaries to retain their best staff.
Internal audit functions within blue-chip organisations
are now more pro-active, consultative and business
focused than ever before. As a result, it is becoming
increasingly common for companies to place emphasis
on an individual’s communication and influencing skills,
rather than purely concentrating on their technical ability.
Employers are increasingly looking to recruit auditors
for in-house IT audit functions, reflecting the need for
greater assurance around the IT control environment.
In order to improve efficiency, many large audit
teams use computer aided audit techniques (CAATs)
to highlight anomalies in large volumes of data.
Those who have practical experience of CAATs are in
demand, as are individuals who have some IT general
control testing experience.
2014 saw a considerable amount of
movement in the accountancy and
finance job market in the UK, with both
permanent and temporary recruitment
accelerating as the economic recovery
gathered pace.
Much of this took place from spring 2014 onwards with
a much busier job market over the summer months than
in preceding years. As private sector organisations continue
to grow going into 2015, those skilled finance professionals
who can interpret business and financial data, manage
cash flow, enhance process efficiency and communicate
with a business effectively, will be in demand.
Along with the demand for junior and middle management
employees, there has also been a significant uplift in demand
for accountancy support professionals, particularly within
SMEs. This is a result of many companies, having operated
with very lean headcount during the recession, that are now
looking to add in the more specialist functions that support
growing businesses.
Changes in business leadership and strategy usually mean
changes in people. We are seeing more of an appetite
from finance leaders looking for a challenge in a new role
due to the increase in opportunities available.
The UK finance market remains dominated by permanent
recruitment, but we expect demand for temporary and
interim staff to pick up rapidly as project work rises and
many businesses increase their investment in technology
or begin other major business transformation programmes.
Legislative and statutory changes are also affecting
employment trends in finance. It is no surprise that
real time information (RTI) reporting and pension
auto‑enrolment are still causing pressure on the
payroll sector.
Changes in business leadership
and strategy usually mean changes
in people.

ACCOUNTANCYFINANCEOverview
ACCOUNTANCY FINANCE
AN APPETITE FOR CHALLENGE
Credit management
There has been a significant upturn in permanent
recruitment at credit controller level with many vacancies
being created by people who now have the confidence
to move job and further their career.
SMEs are recruiting more credit controllers either as
an addition to a small team or into stand-alone roles.
The candidates in demand have sales ledger, credit risk
and possibly litigation skills. Some SMEs are prepared
to pay more for professionals who possess this experience
and this is driving salaries forward across the market.
There is also increased demand for those with experience
gained in high volume and fast paced credit control roles,
both on a temporary and permanent basis.
A good credit manager has strong management skills;
commercial nous, systems knowledge and can motivate
and inspire a team. The best candidates in this area
are in demand, particularly where a business has a short
to medium term need, and we have noticed that interim
pay rates have increased sharply.
As UK business continues to broaden across international
horizons, we have also noticed more calls for candidates
with European languages. Where these requirements
are very specific, and there is a shortage of relevant
candidates, there are pockets of wage inflation in certain
areas of the UK.
Training budgets have been reinstated or increased in many
companies post-recession, particularly where succession
planning and staff retention has come higher up the board
agenda. This means that more employers are prepared
to offer ICM study support to credit controllers, even at
junior levels, in an increased effort to develop and retain
talent. The ICM is set to become a chartered institute
by the close of 2014 and we are seeing the profile of
the ICM qualification increase amongst both employers
and employees.
As UK business continues
to broaden across international
horizons, we have also noticed
more calls for candidates with
European languages.
Payroll
The payroll profession continues to be as busy as ever
due to the workload pressures from auto‑enrolment
and RTI. Companies are in a race to attract the best
payrollers to their organisation.
Smaller businesses approaching their staging dates
are struggling with pension auto-enrolment because
many simply do not have the knowledge or resources
to implement it. Business owners and managers are
experiencing growing concern over meeting the
requirements or incurring significant penalties.
Some organisations were leaner on headcount in the
recession, but as the economic recovery speeds up,
companies are hiring more staff. This is putting extra
pressure on the recruitment market as businesses
battle to attract and retain the best payroll professionals.
Salaries are increasing and employers often have to
pay above the market average to entice the talent
they need.
Prolific payroll hiring is taking place in the big urban
centres such as Birmingham, Cardiff, Manchester
and London, with employers preferring experienced
candidates who can manage the end-to-end
payroll process.
Public practice
From the Big 4 accountancy firms to regional
independent firms, this is a highly competitive market
and those looking for jobs in the profession have
many options available to them.
The Big 4 are hiring across a number of service lines
including compliance and advisory, and candidates
continue to benefit from an extremely varied and
interesting career path.
Salaries could see an above inflationary increase in
response to continued demand for audit professionals,
and the majority of firms have increased their entry
level recruitment for both graduates and school leavers
as they plan for the next few years ahead.
As the market continues to improve, demand for public
practice professionals is expected to continue to replace
leavers (particularly at newly-qualified level) and to
allow for continued business growth. Temporary workers
are covering the busy audit season and notice periods,
as well as client projects such as insolvency, where
a temporary workforce is required for a fixed period
of time.
We are also seeing more investment in succession
planning and career development strategies to
nurture the partners of the future.
Tax and treasury
2014 provided a range of challenges in the tax
recruitment market with demand for a variety of
different profiles and levels of seniority across
a wide range of sectors.
We continue to see demand for strong compliance
and accounting experience at all levels as the
compliance burden and the need to satisfy HMRC
continues to dominate the agenda for in-house
tax functions.
There is an increase in focus on commercially-
driven positions, including VAT and transfer pricing.
These types of roles have replaced the classic
corporate MA and transactional roles that were
the hallmark of a buoyant market, although recent
activity will no doubt lead to an increase in these
types of roles.
Furthermore, we have also noticed the return of
‘green‑field’ site roles or even re-instating tax
functions in some mid‑sized groups keen to optimise
their tax position, ensuring they are compliant and
reducing their reliance on advisers.
We have seen the market improve as companies
increasingly look to increase the headcount in their
treasury teams. This can be seen across the board
from manager level to analysts.
Whilst the market improves, there has been some
delay on organisations’ ability to adapt to the increased
demand for professionals and the competition for
the best talent. This is a stark contrast to the slow
recruitment market over the last five years. Treasurers
now find themselves with numerous options and
companies have to find more appealing ways to
attract potential employees.
There is notable demand
for professionals with skills in;
financial planning, cost analysis,
risk management/audit and
IFRS reporting.
Public sector
Organisations are still under pressure to control
costs and increase efficiency, so there must be clear
evidence of how additional resource will add value
before recruitment is undertaken. However, there is
still an increasing level of activity compared to a few
years ago.
In general, we have seen a shift towards organisations
looking to make more permanent appointments.
Given the considerable change that departments and
organisations have undergone it made sense to use
interims during the transitional period, but as things
settle there has been a drive to fill senior positions
on a permanent basis.
There is notable demand for professionals with skills in;
financial planning, cost analysis, risk management/audit
and IFRS reporting. The interim market is still strong
and additional resource is being utilised across all
sectors, such as streamlining business processes,
implementing new systems, assessing new business
initiatives, cost analysis and implementing IFRS
reporting. Of course, there is continued demand for
interims to cover permanent vacancies whilst the
recruitment process is progressed.

ACCOUNTANCYFINANCEAccountancysupport
London £ Range £ Typical
QBE Finance Manager 35,000-45,000 38,500
Bookkeeper 18,000-35,000 28,000
Assistant Accountant 17,000-30,000 28,000
AAT Studier 23,000-27,500 25,000
Ledger Clerk 20,500-26,000 23,000
South East England £ Range £ Typical
Bookkeeper 22,000-30,000 25,000
AAT Studier 16,000-25,000 20,000
Ledger Clerk 17,000-24,000 20,000
East of England £ Range £ Typical
Bookkeeper 19,000-28,000 24,000
AAT Studier 17,000-25,000 21,000
Ledger Clerk 15,000-22,000 19,600
South West England £ Range £ Typical
Bookkeeper 18,000-25,000 22,000
AAT Studier 16,000-24,000 22,000
Ledger Clerk 16,000-24,000 19,000
Wales £ Range £ Typical
Bookkeeper 19,500-22,000 21,000
AAT Studier 16,000-22,000 18,500
Ledger Clerk 16,000-21,000 19,000
West Midlands £ Range £ Typical
Bookkeeper 19,000-26,000 23,000
AAT Studier 18,000-24,000 20,000
Ledger Clerk 17,000-22,000 19,000
East Midlands £ Range £ Typical
Bookkeeper 19,000-25,350 21,000
AAT Studier 18,000-24,000 20,000
Ledger Clerk 15,000-20,000 17,000
Yorkshire and the Humber £ Range £ Typical
Bookkeeper 18,000-23,000 21,000
AAT Studier 15,000-20,000 17,500
Ledger Clerk 15,000-19,000 17,000
North East England £ Range £ Typical
Bookkeeper 16,000-22,000 18,000
AAT Studier 16,000-20,000 18,000
Ledger Clerk 16,000-25,000 18,000
North West England £ Range £ Typical
Bookkeeper 20,000-25,000 22,750
AAT Studier 16,000-22,000 20,000
Ledger Clerk 14,000-25,750 19,000
Northern Ireland £ Range £ Typical
Bookkeeper 17,000-22,000 19,000
AAT Studier 17,500-22,000 19,000
Ledger Clerk 15,500-20,000 17,500
Scotland £ Range £ Typical
Bookkeeper 17,000-23,000 21,500
AAT Studier 18,000-23,000 20,000
Ledger Clerk 16,000-20,000 18,000
Mark Farrar
Chief Executive,
AAT
Overall, the market for accounting technicians has
not suffered to the extent that other professions
have. Numbers have held up well and as the green
shoots in the economy start to take hold employers
are more willing to recruit.
This is reflected in AAT’s latest annual membership
survey, which reveals that unemployment in the
sector has fallen by 5%. Likewise, employees are
now more likely to consider pastures new to
progress their career. This means it is less of a
buyers’ market when it comes to recruitment
and employers will have to do more to hire and
retain the best people.
A growing economy is giving more employers
the confidence to focus on expansion while
employees are more willing to take the jump into
a new position. A recent study by the Organisation
for Economic Co-operation and Development
(OECD) indicates that, whilst the UK is on its way
to becoming a graduate economy, this has not
lead to a rise in people who possess skills such
as numeracy and literacy. So one issue for employers
is finding well-qualified staff, who also have these
key skills.
AAT has recently launched a number of qualifications
that complement and strengthen our existing offering,
particularly for bookkeeping and computerised
accounting. These continue our commitment to
provide flexible, stimulating and useful educational
resources that enhance the skills of everyone from
a business owner looking to improve their finance
skills to a young person seeking a non-graduate
path to a professional career.
ACCOUNTANCY FINANCE
ACCOUNTANCY SUPPORT
Sarah Hathaway
Head of
ACCA UK
ACCA’s 170,000 members globally and 68,000 in
the UK are optimistic about prospects in 2015. But
they also see challenges and opportunities ahead.
In 2015, it will be crucial for candidates’ qualifications
around legislation and business to be relevant.
Finance professionals have a wide remit, from
dealing with audit to handling a business’s or
individual’s tax affairs to compiling corporate reports.
Value creation is the next step in the evolution of
corporate reporting. We are working closely with
the International Integrated Reporting Council (IIRC),
a global coalition of regulators, investors, companies,
standard setters, the accounting profession and
NGOs, to support this new reporting model.
The development of ‘integrated reporting’ (IR)
is a new way of presenting financial information
about a business to its stakeholders. IR is about
explaining what is material to that business and
its stakeholders, and this is an exciting development
in which accountants will be involved. It puts them
in the centre of the organisation, rightly in a place
of influence. As a result, we have introduced IR
into the ACCA qualification, preparing finance
professionals with the skills necessary to report
on material issues that matter to stakeholders.
In the wake of the financial crisis, we need to bolster
reputational trust for businesses, and also for the
public sector too. Public value – which we define
as acting in the public interest, promoting ethical
business and helping grow economies – is key to
the profession’s success. So a focus on ethical
standards will become more important, as will
the central role of the CFO in a business’s strategy
and success. ACCA has put ethics and professionalism
at the heart of our qualifications. It is also a central
component of the continuous professional
development our members undertake.
There is no shortage of people wanting to come
into the industry; there is a demand for accountants
at all levels. Opportunities abound, making 2015
a time of great potential for accountants and the
esteemed discipline of accountancy.

ACCOUNTANCYFINANCECorporategovernance
Head of/Director 80,000-200,000 125,000
Senior Audit Manager 65,000-95,000 87,000
Audit Manager 55,000-80,000 70,000
Senior Auditor 50,000-63,000 58,000
Auditor (Newly Qualified) 45,000-52,000 47,000
Junior Auditor 22,000-42,000 35,000
Head of/Director 75,000-200,000 119,000
Audit Manager 50,000-80,000 68,000
Senior Auditor 42,500-57,500 53,000
Junior Auditor 23,000-43,000 35,000
Head of/Director 70,000-125,000 95,000
Audit Manager 45,000-75,000 59,000
Senior Auditor 40,000-52,500 45,500
Junior Auditor 20,000-35,000 30,000
South West England and Wales £ Range £ Typical
Head of/Director 70,000-150,000 99,000
Audit Manager 45,000-80,000 65,000
Senior Auditor 37,500-55,000 47,000
Junior Auditor 20,000-38,000 31,000
Head of/Director 70,000-150,000 97,000
Audit Manager 45,000-80,000 62,000
Senior Auditor 40,000-55,000 48,000
Junior Auditor 20,000-40,000 34,000
Head of/Director 70,000-135,000 100,000
Audit Manager 45,000-77,500 63,500
Senior Auditor 40,000-55,000 48,000
Junior Auditor 20,000-40,000 33,000
Head of/Director 70,000-140,000 110,000
Audit Manager 45,000-77,500 60,000
Senior Auditor 35,000-53,000 44,000
Junior Auditor 20,000-35,000 29,000
Head of/Director 70,000-110,000 90,000
Audit Manager 55,000-80,000 58,000
Senior Auditor 39,000-52,000 44,000
Junior Auditor 20,000-40,000 29,000
Head of/Director 80,000-120,000 95,000
Audit Manager 50,000-72,500 62,000
Senior Auditor 37,500-56,000 45,500
Junior Auditor 25,000-38,500 28,500
Head of/Director 80,000-150,000 100,000
Audit Manager 47,000-70,000 58,500
Senior Auditor 37,000-50,000 46,500
Junior Auditor 21,000-35,000 29,000
ACCOUNTANCY FINANCE
CORPORATE GOVERNANCE
Ian Peters
Chief Executive,
Chartered Institute
of Internal Auditors
Since the financial crisis, a far brighter light has been
shining on internal audit. Policymakers, regulators
and business leaders increasingly recognise the role
that it can play in supporting boards to improve
their corporate governance and manage risk better.
This is evident across all sectors, but particularly
in the financial services sector, where our Code for
Effective Internal Audit in the Financial Services
Sector, published in July 2013, is starting to have
an impact.
According to our latest annual survey of heads
of internal audit across all sectors, published in
October 2014, financial services is the sector
investing most heavily in internal audit professionals.
Here, demand for auditors is holding up and even
increasing markedly within some institutions.
Not surprisingly, in the public sector – particularly
local government – the profession remains under
pressure to deliver better for less resource, as public
spending cuts and the rationalisation of public service
delivery continue.
Having the right ethics and culture is key to ensuring
that organisations can respond effectively to the higher
levels of uncertainty and fast-paced change that now
characterise the corporate environment. For example,
the complexity and sensitivity of global markets, and
the fragility of economic recovery and growth, bring
many new risks. The pervasive nature of some newer
risk areas, such as cybercrime, supply chains and global
warming, means that internal auditors increasingly need
to have a strategic and comprehensive understanding
of their business and the ability to see risk holistically.
Internal audit teams need to have a broad based mix
of skills. These range from the ‘hard’ technical and
analytical skills, which enable them to understand
and assess the control environment in its entirety,
to the ‘softer’ skills of influence and negotiation,
which allow them to communicate effectively with
senior management and non-executives on the key
issues of risk and control. Only by doing this can
they help their organisation to achieve its objectives.

ACCOUNTANCYFINANCECreditmanagement
Group Credit Manager/Head of Credit 60,000-80,000 70,000
Credit Manager 40,000-55,000 48,000
Credit Control Supervisor 28,000-35,000 31,000
Credit Controller 22,000-30,000 25,000
Credit Manager 30,000-48,000 38,000
Credit Manager 28,000-40,000 35,000
Credit Manager 28,000-38,000 35,000
Credit Manager 28,000-35,000 32,000
Credit Manager 30,000-50,000 42,000
Credit Manager 30,000-38,000 35,000
Credit Manager 30,000-38,000 35,000
Credit Manager 30,000-38,000 35,000
Credit Manager 27,000-45,000 35,000
Credit Manager 26,000-35,000 31,000
Credit Manager 35,000-45,000 38,000
Philip King
Chief Executive,
Institute of Credit
Management
Credit management professionals are generally feeling
very positive about the economic outlook at present.
The ICM UK Credit Management Index shows that
the volume of rejected credit accounts in the UK is
increasing, which is a healthy sign of more demand.
Rather than cutting back on hiring credit professionals
in this period of economic growth, businesses are
continuing to invest in them because they appreciate
the critical role that the function plays in supporting
cash flow.
Inevitably, technology is a big driver of change.
The credit reference agencies are becoming smarter
about using data in different ways. We’ve moved
on from getting reports that just summarise an
organisation’s last filed accounts.
Now agencies have credit reporting tools that are
linked to their client’s ledger and can monitor debt
against other information on a daily basis. This enables
companies to prioritise better and ensure that they
have credit management resource in the right places
to achieve maximum impact. Data is becoming more
and more important. If a credit management
professional is ignoring data, then they are missing
out and will get left behind.
Some credit management professionals bemoan the fact
that their role is seen as a back-office, cash-collection
function and nothing more than that. But I tell them to
stand up and be proud of the contribution that they
make and the value that they add.
Good credit management requires assessment of risk
and determination of who to supply, how much to
supply, on what terms to supply, when to supply,
and – often more importantly – when not to supply.
Many variable factors impact on these decisions so
the credit management professional has to make
considered, balanced, and rational decisions.
The outlook is bright. Credit management is evolving
and we continue to focus on securing recognition of
credit management as a profession in its own right.
ACCOUNTANCY FINANCE
CREDIT MANAGEMENT
ACCOUNTANCY FINANCE
CREDIT MANAGEMENT

ACCOUNTANCYFINANCEPayroll
Head of Payroll 65,000-76,000 70,000
Payroll Manager 38,000-55,000 46,000
Payroll Supervisor/Team Leader 32,000-37,000 34,000
Payroll Clerk 23,000-27,500 25,000
Payroll Administrator 18,000-22,000 20,000
Head of Payroll 48,000-55,000 50,000
Payroll Manager 35,000-45,000 42,000
Payroll Clerk 20,000-25,000 23,500
Head of Payroll 48,000-60,000 55,000
Payroll Manager 32,000-45,000 40,000
Payroll Clerk 18,000-24,000 20,000
Head of Payroll 45,000-60,000 50,000
Payroll Manager 35,000-45,000 38,000
Payroll Clerk 17,000-21,000 19,000
Head of Payroll 45,000-60,000 50,000
Payroll Manager 30,000-40,000 36,000
Payroll Clerk 17,500-21,000 19,000
Head of Payroll 55,000-68,000 60,000
Payroll Manager 41,000-50,000 45,000
Payroll Clerk 19,000-25,000 23,000
Head of Payroll 52,000-65,000 58,000
Payroll Manager 38,000-48,000 44,000
Payroll Clerk 17,000-25,000 21,000
Head of Payroll 47,000-55,000 50,000
Payroll Manager 30,000-42,000 35,000
Payroll Clerk 17,000-23,000 21,000
Head of Payroll 45,000-55,000 46,000
Payroll Manager 32,000-40,000 36,000
Payroll Clerk 18,000-21,000 19,000
Head of Payroll 45,000-55,000 48,000
Payroll Manager 27,000-60,000 37,000
Payroll Clerk 19,000-25,000 21,000
Head of Payroll 40,000-44,000 42,000
Payroll Manager 31,000-38,000 35,000
Payroll Clerk 16,000-22,000 19,000
Head of Payroll 40,000-60,000 55,000
Payroll Manager 35,000-50,000 40,000
Payroll Clerk 19,000-24,000 20,000
Elaine Gibson
Associate Director,
Qualifications,
The Chartered Institute
of Payroll Professionals
For the payroll profession, this continues to be
a period of tumultuous change. In 2013, the roll-out
of the Government’s Real Time Information (RTI)
initiative brought the biggest transformation
to PAYE since its introduction in 1944. With RTI
embedded as a business-as-usual activity,
the greatest challenge facing the profession
is now automatic enrolment onto workplace
pension schemes.
This brings with it a couple of significant issues.
The first is that many smaller and medium-sized
organisations may not be sufficiently prepared
by the time their staging date comes round.
The second is that a number of employers appear
to be struggling to communicate the benefits of
the scheme, particularly to younger employees.
As a result, there is a concern that employees are
choosing to opt out of the scheme rather than
have a portion of their pay automatically diverted
into their pension pot, a decision that may not
necessarily be in their best interests in the long run.
The much anticipated return to economic growth
will also have an impact on the workload of payroll
professionals. As employers hire more staff,
so they will have more people who need to be
paid. This could intensify the fierce competition
that already exists among employers for the top
payroll candidates and result in salaries rising.
Looking to the future, employers need to consider
whether they have future-proofed themselves
significantly for the demands that a growing
economy will bring. Payroll plays an integral
role in the functioning of all organisations and
its influence will only increase as time goes on.
ACCOUNTANCY FINANCE
PAYROLL

ACCOUNTANCYFINANCEPart-qualifiedaccountancy
ACCA CIMA CIPFA ACA
London £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical
Finalist 35,000-42,000 38,000 35,000-42,000 38,500 28,000-36,500 33,000 28,000-32,000 32,000
Part-Qualified 28,000-35,000 32,000 28,000-35,000 33,000 23,000-30,000 28,000 28,000-31,000 29,000
Trainee 20,000-24,000 22,000 20,000-25,000 23,000 18,000-24,000 22,000 23,000-27,000 24,000
ACCA CIMA CIPFA ACA
South East England £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical
Finalist 28,000-40,000 33,000 28,000-40,000 34,000 28,000-35,000 33,000 27,000-32,000 31,000
Part-Qualified 25,000-35,000 28,000 26,000-35,000 31,000 24,000-30,000 28,000 23,000-29,000 27,000
Trainee 20,000-28,000 24,000 20,000-28,000 23,500 18,000-25,000 22,000 17,000-24,000 19,000
ACCA CIMA CIPFA ACA
East of England £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical
Finalist 25,000-40,000 35,000 28,000-40,000 34,000 24,000-38,000 32,500 27,000-33,000 30,500
Part-Qualified 18,000-35,000 29,000 18,000-35,000 28,000 21,000-30,000 26,000 18,000-30,000 25,000
Trainee 16,000-24,000 20,000 16,000-24,000 20,000 16,000-24,000 21,000 16,000-20,500 20,000
ACCA CIMA CIPFA ACA
South West England £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical
Finalist 28,000-35,000 32,000 28,000-33,000 32,000 28,000-33,000 30,000 28,000-33,000 31,000
Part-Qualified 24,000-30,000 28,000 24,000-32,000 28,000 24,000-30,000 24,000 24,000-30,000 25,000
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
Wales £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical
Finalist 24,000-29,000 27,500 24,000-30,000 27,500 23,000-31,000 26,000 22,000-30,000 26,000
Part-Qualified 20,000-25,000 22,000 25,000-32,000 27,000 18,000-23,000 20,500 20,000-25,000 22,000
Trainee 14,000-18,000 16,000 16,000-20,000 18,000 15,000-20,000 17,000 12,000-18,000 15,000
ACCA CIMA CIPFA ACA
West Midlands £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical
Finalist 26,000-32,000 30,000 28,000-35,000 33,000 21,000-29,000 26,000 26,000-30,000 29,500
Part-Qualified 22,000-26,000 24,000 24,000-28,000 25,000 19,000-25,000 21,000 23,000-27,000 25,000
Trainee 16,000-22,000 20,000 19,000-23,000 21,000 15,000-22,000 18,000 18,000-24,000 21,000
ACCA CIMA CIPFA ACA
East Midlands £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical
Finalist 28,000-37,000 31,000 28,000-37,000 31,000 28,000-35,000 30,000 25,000-32,000 29,000
Part-Qualified 22,000-32,000 28,000 22,000-32,000 28,000 22,000-32,000 28,000 22,000-27,000 24,000
Trainee 18,000-25,000 22,000 18,000-25,000 22,000 18,000-23,000 21,000 16,000-22,000 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 27,500-34,000 30,500 27,500-33,500 29,000 25,000-28,500 27,500
Part-Qualified 22,000-27,500 25,000 22,000-27,500 25,000 22,000-26,500 24,500 20,000-26,500 24,500
Trainee 17,000-22,000 20,000 17,000-22,500 20,000 17,750-20,000 18,750 17,000-22,000 18,500
ACCA CIMA CIPFA ACA
North East England £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical
Finalist 26,000-33,000 31,000 28,000-35,000 30,000 28,000-35,000 30,000 24,000-32,000 30,000
Part-Qualified 20,000-28,000 25,000 23,000-30,000 26,000 20,000-28,000 24,000 20,000-26,000 24,000
Trainee 17,000-22,000 18,000 20,000-25,000 22,500 17,000-25,000 18,000 14,000-20,000 17,000
ACCA CIMA CIPFA ACA
North West England £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical
Finalist 27,000-32,000 29,000 28,000-32,000 30,000 24,000-30,000 28,000 25,000-30,000 29,000
Part-Qualified 21,000-28,000 24,000 25,000-33,000 28,500 20,000-25,000 22,000 20,000-28,000 24,000
Trainee 17,000-25,000 18,500 16,000-22,000 18,500 16,000-18,000 17,800 16,500-21,000 18,500
ACCA CIMA CIPFA ACA
Northern Ireland £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical
Finalist 23,000-27,000 26,000 23,000-27,000 26,000 23,000-27,000 26,000 18,000-23,000 23,000
Part-Qualified 20,000-24,000 23,000 20,000-24,000 23,500 20,000-24,000 22,000 16,000-20,000 18,000
Trainee 15,000-20,000 16,500 15,000-20,000 16,500 15,000-20,000 16,500 12,500-16,000 14,000
ACCA CIMA CIPFA ACA
Scotland £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical
Finalist 27,000-32,000 29,000 25,000-35,000 29,500 25,000-35,000 27,000 26,000-32,000 26,000
Part-Qualified 20,000-25,000 24,500 25,000-32,000 27,000 17,000-21,000 19,500 23,000-30,000 24,000
Trainee 16,000-20,000 18,000 20,000-25,000 22,500 15,000-18,000 17,000 15,000-20,000 16,000
ACCOUNTANCY FINANCE
PART-QUALIFIED ACCOUNTANCY

ACCOUNTANCYFINANCEQualifiedaccountancy
Corporate SME
London £ Range £ Typical £ Range £ Typical
Group FD/CFO* 250,000-500,000 300,000 – –
Financial Director 110,000-175,000 145,000 90,000-150,000 120,000
Financial Controller 70,000-90,000 85,000 60,000-80,000 74,000
Financial Planning Analysis Manager* 70,000-100,000 80,000 55,000-75,000 65,000
Financial Accountant 45,000-55,000 50,000 44,000-50,000 47,000
Company Accountant – – 40,000-55,000 52,000
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 50,000-60,000 55,000
Business Partner† 60,000-80,000 70,000 – –
Systems Accountant* 50,000-70,000 60,000 – –
5+ Years’ PQE** 65,000-85,000 75,000 60,000-80,000 70,000
2–4 Years’ PQE** 55,000-65,000 60,000 50,000-60,000 55,000
Recently Qualified 50,000-60,000 55,000 45,000-55,000 50,000
Newly Qualified 45,000-55,000 48,000 43,000-50,000 45,000
Corporate SME
South East England £ Range £ Typical £ Range £ Typical
Group FD/CFO* 250,000-500,000 275,000 – –
Financial Planning Analysis Manager* 60,000-80,000 70,000 – –
Finance Manager 50,000-65,000 58,000 40,000-55,000 45,000
5+ Years’ PQE** 60,000-90,000 70,000 50,000-70,000 63,000
2–4 Years’ PQE** 48,000-60,000 55,000 45,000-58,000 50,000
Newly Qualified 40,000-50,000 42,000 35,000-42,000 40,000
Corporate SME
East of England £ Range £ Typical £ Range £ Typical
Group FD/CFO* 150,000-300,000 200,000 – –
Finance Manager 50,000-65,000 55,000 40,000-55,000 48,000
5+ Years’ PQE** 55,000-90,000 75,000 50,000-80,000 65,000
2–4 Years’ PQE** 45,000-65,000 55,000 42,000-55,000 48,000
Newly Qualified 40,000-48,000 45,000 35,000-45,000 40,000
Corporate SME
South West England £ Range £ Typical £ Range £ Typical
Group FD/CFO* 200,000-500,000 250,000 – –
Finance Manager 45,000-55,000 50,000 30,000-45,000 35,000
5+ Years’ PQE** 55,000-90,000 65,000 50,000-75,000 55,000
2–4 Years’ PQE** 40,000-55,000 47,000 35,000-50,000 45,000
Newly Qualified 35,000-40,000 37,000 28,000-37,000 36,000
* 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.
ACCOUNTANCY FINANCE
QUALIFIED ACCOUNTANCY

Corporate SME
Wales £ Range £ Typical £ Range £ Typical
Group FD/CFO* 150,000-300,000 200,000 – –
Finance Manager 32,000-45,000 40,000 30,000-45,000 35,000
5+ Years’ PQE** 50,000-75,000 60,000 45,000-70,000 52,000
2–4 Years’ PQE** 40,000-50,000 45,000 35,000-45,000 40,000
Newly Qualified 30,000-36,000 35,000 28,000-34,000 32,000
Corporate SME
Midlands £ Range £ Typical £ Range £ Typical
Group FD/CFO* 200,000-500,000 250,000 – –
Finance Manager 45,000-60,000 50,000 35,000-45,000 40,000
5+ Years’ PQE** 50,000-90,000 70,000 50,000-65,000 60,000
2–4 Years’ PQE** 40,000-60,000 50,000 35,000-40,000 38,000
Newly Qualified 36,000-42,000 40,000 28,000-34,000 32,000
Corporate SME
Yorkshire and the Humber £ Range £ Typical £ Range £ Typical
Group FD/CFO* 175,000-300,000 200,000 – –
Finance Manager 50,000-65,000 56,000 35,000-48,000 42,500
5+ Years’ PQE** 50,000-80,000 64,000 50,000-65,000 55,000
2–4 Years’ PQE** 40,000-55,000 45,000 39,000-45,000 42,000
Newly Qualified 32,000-38,000 35,000 30,000-35,000 33,000
Corporate SME
North East England £ Range £ Typical £ Range £ Typical
Group FD/CFO* 160,000-280,000 200,000 – –
Finance Manager 45,000-55,000 47,000 40,000-50,000 43,000
5+ Years’ PQE** 50,000-80,000 65,000 50,000-75,000 60,000
2–4 Years’ PQE** 45,000-55,000 48,000 40,000-48,000 42,000
Newly Qualified 30,000-40,000 35,000 32,000-38,000 35,000
ACCOUNTANCY FINANCE

Corporate SME
North West England £ Range £ Typical £ Range £ Typical
Group FD/CFO* 200,000–500,000 250,000 – –
Business/Finance Analyst* 35,000-55,000 47,000 - -
Finance Manager 45,000-65,000 55,000 38,000-55,000 47,000
5+ Years’ PQE** 60,000-90,000 75,000 60,000-85,000 65,000
2–4 Years’ PQE** 45,000-55,000 50,000 40,000-50,000 45,000
Newly Qualified 36,000-44,000 40,000 33,000 -37,000 35,000
Corporate SME
Northern Ireland £ Range £ Typical £ Range £ Typical
Group FD/CFO* 100,000-200,000 140,000 – –
Finance Manager 30,000-48,000 40,000 35,000-48,000 36,000
5+ Years’ PQE** 40,000-60,000 50,000 38,000-50,000 44,000
2–4 Years’ PQE** 35,000-45,000 42,000 34,000-42,000 38,000
Newly Qualified 27,000-32,000 29,500 27,000-31,000 28,500
Corporate SME
Scotland £ Range £ Typical £ Range £ Typical
Group FD/CFO* 200,000-500,000 250,000 – –
Finance Manager 40,000-60,000 50,000 40,000-50,000 42,000
5+ Years’ PQE** 55,000-80,000 60,000 45,000-55,000 50,000
2–4 Years’ PQE** 40,000-55,000 45,000 35,000-45,000 40,000
Newly Qualified 35,000-40,000 36,000 30,000-35,000 32,000
Dr Noel Tagoe
Executive Director,
CIMA Education
From talking to CIMA members, I know that they
are confident about the strength of the UK economic
recovery, and believe that we will see further
improvement despite the uneven recovery in
the Eurozone.
At this time, the focus is on helping businesses to
take advantage of the improved economic conditions.
The question of how to respond to a period of growth
is a strategic issue and management accountants are
well placed to advise on this.
Management accountants are in demand right across
UK industry, but are particularly sought after in the
manufacturing sector and small- to medium-sized
businesses. As large companies become more active,
they are buying more goods and services from smaller
organisations, multiplying the number of management
accountancy jobs within supply chains.
Big Data is a major issue both for organisations and
for management accountants. Today, a huge amount
of information is available to businesses, but they
don’t always know what they should do with it.
Management accountants can help businesses
to develop insight from such data – particularly
non‑financial data – to guide decision-making and
track performance within their organisations.
The challenge that the profession faces is not a lack
of understanding about what we need to do; it’s having
the competencies in order to do that. We need to have
our accounting technical skills and to stay abreast
of new techniques and technologies. We also need
an understanding of the business context in which
organisations operate. Management accountants are
very good at this.
Over the past year, CIMA has worked hard to develop
the competencies of our members by combining
creative conceptual and practice-oriented approaches
to our qualifications. Our hope is that through this
we will produce technical accounting experts who are
also skilled in the art of persuasion. That is what UK
business needs and desires.
ACCOUNTANCY FINANCE

ACCOUNTANCYFINANCEPublicpractice
Audit and assurance General practice
London £ Range £ Typical £ Range £ Typical
Salaried Partner 110,000-160,000 140,000 100,000-145,000 120,000
Director 75,000-110,000 98,000 75,000-100,000 90,000
Senior Manager 63,000-72,000 68,000 55,000-68,000 65,000
Manager 53,500-63,000 58,000 52,000-60,000 55,000
Qualified Senior/Executive 39,500-46,000 43,500 38,000-45,000 42,000
South East England £ Range £ Typical £ Range £ Typical
Director 75,000-100,000 85,000 70,000-90,000 80,000
Senior Manager 55,000-70,000 60,000 50,000-60,000 55,000
Manager 45,000-55,000 50,000 42,000-55,000 48,000
East of England £ Range £ Typical £ Range £ Typical
Director 60,000-80,000 71,000 55,000-76,000 71,000
Senior Manager 52,000-65,000 61,500 46,500-61,000 52,000
Manager 35,000-51,000 43,500 33,500-42,000 39,000
South West England £ Range £ Typical £ Range £ Typical
Director 70,000-90,000 80,000 60,000-80,000 75,000
Senior Manager 50,000-70,000 57,000 48,000-58,000 52,000
Manager 40,000-50,000 46,000 35,000-45,000 42,000
Wales £ Range £ Typical £ Range £ Typical
Director 60,000-90,000 75,000 55,000-70,000 65,000
Senior Manager 40,000-65,000 53,000 40,000-50,000 47,000
Manager 35,000-50,000 40,000 32,000-40,000 35,000
West Midlands £ Range £ Typical £ Range £ Typical
Director 65,000-90,000 80,000 60,000-85,000 75,000
Senior Manager 50,000-70,000 60,000 45,000-55,000 50,000
Manager 42,000-50,000 45,000 35,000-47,500 42,000
East Midlands £ Range £ Typical £ Range £ Typical
Director 65,000-90,000 80,000 50,000-80,000 70,000
Senior Manager 50,000-65,000 55,000 45,000-55,000 50,000
Manager 42,000-50,000 45,000 30,000-47,500 40,000
Yorkshire and the Humber £ Range £ Typical £ Range £ Typical
Director 60,000-90,000 80,000 60,000-80,000 70,000
Senior Manager 50,000-65,000 55,000 45,000-55,000 50,000
Manager 40,000-50,000 45,000 35,000-48,000 40,000
ACCOUNTANCY FINANCE
PUBLIC PRACTICE

ACCOUNTANCYFINANCEPublicpractice
North East England £ Range £ Typical £ Range £ Typical
Director 65,000-90,000 79,000 50,000-80,000 70,000
Senior Manager 50,000-65,000 55,000 35,000-55,000 52,000
Manager 42,000-50,000 45,000 30,000-47,500 40,000
North West England £ Range £ Typical £ Range £ Typical
Director 70,000-95,000 80,000 60,000-80,000 70,000
Senior Manager 55,000-70,000 64,000 45,000-60,000 55,000
Manager 42,000-50,000 48,000 35,000-50,000 43,000
Northern Ireland £ Range £ Typical £ Range £ Typical
Director 60,000-80,000 65,000 60,000-70,000 65,000
Senior Manager 45,000-60,000 55,000 47,000-55,000 50,000
Manager 35,000-40,000 38,000 35,000-40,000 37,000
Scotland £ Range £ Typical £ Range £ Typical
Director 70,000-90,000 80,000 60,000-75,000 72,000
Senior Manager 50,000-65,000 55,000 46,000-55,000 50,000
Manager 38,000-45,000 42,000 35,000-42,000 39,000
Atholl Duncan
Executive Director,
UK and Global
ICAS
Change is sweeping through the accountancy
profession on the back of regulatory and
technological developments that have accelerated
over the past 12 months. This is particularly evident
within audit following the European Parliament
and UK Competition and Markets Authority (CMA)
rulings that major listed companies must put their
audit out for tender every 10 years. While the new
reforms have not yet been enacted, they have still
led to an increase in the volume of audit retenders
on the grounds of good corporate governance.
With so many audits being retendered, the biggest
audit firms must assess the skills they have for
winning new business and for creating more flexible
teams to work in the new environment. This means
equipping their professional staff at all levels
with networking and new-business skills and
encouraging agility.
Earlier this year, we undertook a survey of our
members who are finance directors (FDs). Nearly
three-quarters (72%) of them expected their
organisations to grow modestly over the next 12
months. And from talking to FDs, I know that many
are indeed cautiously optimistic. They are investing
more and recruiting more as a result. But while
confidence is generally improving in response to the
UK’s improved economic outlook, smaller businesses
don’t tend to be quite as bullish as their larger peers.
Small and medium-sized enterprises continue to
be frustrated by the terms and inaccessibility of
bank finance and the reduced availability of equity
funding. The smaller the organisation, the bigger
the issue that funding tends to be.
Following the outcome of the Scottish independence
referendum in September, businesses are keen to
put an end to the uncertainty that impacted on
businesses both north and south of the border.
The new uncertainty relates to how powers will be
devolved around the UK. Businesses will be keen
to understand what that will mean, particularly
in the areas of taxation and regulation. It is key
to ensure that the changes are good for business
and wealth creation.
ACCOUNTANCY FINANCE
PUBLIC PRACTICE
David Woodgate
Chief Executive,
Institute of Financial
Accountants
While the UK’s economy has grown over the past
year, the outlook for the country’s small and micro
business owners is still uncertain.
The result of the Scottish independence referendum
has removed concerns over currency risk and
regulation, but ambiguities remain in the form of
the outcome of the 2015 General Election, and what
effect that will have on the business climate, as well
as the possibility of a referendum on membership
of the European Union in 2017. Although there is
evidence of business confidence returning within
the micro and small business segments, political
and economic uncertainties continue to be an issue.
Many of our members are either sole practitioners
or work in two- or three-partner firms. Their client
bases largely consist of small or micro businesses
with less than 10 employees. As such, they are
acutely tuned in to the issues facing the real
economy. Our recent Business Barometer,
emphasised three key points. Firstly, cash is still
king for SMEs. Secondly, banks are not yet lending
sufficiently to the smallest end of the SME sector.
Thirdly, red tape is holding back business growth.
Looking to the future, there are question marks
over the impact of higher interest rates on the UK
economy. A lot of businesses have struggled by
while interest rates have been low, but will they
be in sufficient financial health to cope with higher
borrowing costs once interest rates rise?
Politicians often tout SMEs as being the backbone
of the UK economy. While this is true – government
figures from 2013 show that they account for
99.9% of all private-sector businesses in the UK
and 59.3% of private-sector employment – political
leaders from all parties generally struggle to
understand SMEs, particularly the very smallest
businesses. This is something that they will need
to address if they are to put the country on a
sustainable economic footing for the future.

ACCOUNTANCYFINANCETaxation
Head of Tax/Director 100,000-250,000 150,000
Group Tax Manager 80,000-130,000 95,000
Senior/International Tax Manager 60,000-95,000 85,000
Tax Manager 55,000-75,000 65,000
Tax Accountant 40,000-60,000 50,000
Transfer Pricing Manager 65,000-90,000 75,000
VAT Director 60,000-90,000 70,000
VAT Accountant 35,000-50,000 45,000
Customs Excise Manager 50,000-65,000 60,000
Tax Manager 48,000-60,000 55,000
Tax Accountant 35,000-45,000 42,500
VAT Director 70,000-100,000 80,000
VAT Accountant 40,000-50,000 45,000
Tax Manager 45,000-60,000 55,000
Tax Accountant 35,000-45,000 40,000
VAT Director 60,000-90,000 70,000
VAT Accountant 40,000-60,000 50,000
Tax Manager 40,000-50,000 45,000
Tax Accountant 45,000-55,000 42,000
VAT Director 60,000-90,000 75,000
VAT Accountant 40,000-60,000 45,000
Midlands £ Range £ Typical
Tax Manager 45,000-60,000 55,000
Tax Accountant 35,000-45,000 40,000
VAT Director 60,000-90,000 70,000
VAT Accountant 40,000-60,000 50,000
Tax Manager 48,000-60,000 55,000
Tax Accountant 35,000-46,000 40,000
VAT Director 60,000-90,000 70,000
VAT Accountant 35,000-50,000 42,000
Tax Manager 48,000-60,000 55,000
Tax Accountant 35,000-46,000 40,000
VAT Director 60,000-90,000 70,000
VAT Accountant 35,000-50,000 42,000
Tax Manager 45,000-60,000 55,000
Tax Accountant 35,000-45,000 40,000
VAT Director 60,000-90,000 70,000
VAT Accountant 40,000-60,000 50,000
Tax Manager 40,000-50,000 45,000
Tax Accountant 45,000-55,000 42,000
VAT Director 60,000-90,000 75,000
VAT Accountant 40,000-60,000 45,000
ACCOUNTANCY FINANCE
TAXATION
In-house
FTSE 100/250 FS LTD/SME
London £ Range £ Typical £ Range £ Typical £ Range £ Typical
Head of Tax/Director 100,000-250,000 150,000 120,000-300,000 150,000 85,000-150,000 120,000
Group Tax Manager 80,000-130,000 95,000 80,000-130,000 120,000 70,000-110,000 85,000
Senior/International Tax Manager 60,000-95,000 85,000 70,000-100,000 85,000 60,000-80,000 75,000
Tax Manager 55,000-75,000 65,000 55,000-70,000 62,000 50,000-65,000 60,000
Tax Accountant 40,000-60,000 50,000 43,000-50,000 48,000 35,000-55,000 47,000
Transfer Pricing Manager 65,000-90,000 75,000 50,000-70,000 60,000 50,000-80,000 60,000
VAT Director 85,000-120,000 95,000 80,000-150,000 100,000 80,000-110,000 90,000
VAT Accountant 35,000-50,000 45,000 40,000-50,000 45,000 35,000-45,000 40,000
Customs Excise Manager 60,000-75,000 65,000 50,000-70,000 65,000 50,000-65,000 55,000
Employee/Expat/Trusts Director 75,000-95,000 80,000 75,000-100,000 80,000 75,000-95,000 75,000
Employee/Expat/Trusts Manager 50,000-75,000 60,000 50,000-85,000 60,000 50,000-75,000 55,000
Employee/Expat/Trusts Assistant 40,000-50,000 45,000 40,000-50,000 45,000 35,000-45,000 40,000

Practice
London Big 4 Top 50 Below Top 50
Corporate/VAT £ Range £ Typical £ Range £ Typical £ Range £ Typical
Partner* 300,000-1,000,000 500,000 100,000-350,000 200,000 70,000-250,000 150,000
Director 100,000-200,000 150,000 90,000-150,000 100,000 70,000-110,000 90,000
Senior Manager 70,000 -110,000 85,000 60,000-85,000 70,000 60,000-80,000 69,000
Manager 50,000-65,000 60,000 48,000-60,000 55,000 45,000-60,000 50,000
Assistant Manager/Supervisor 40,000-55,000 48,000 42,000-50,000 45,000 42,000-50,000 45,000
Senior 38,000-45,000 42,000 34,000-44,000 40,000 32,000-42,000 38,000
Assistant 27,000-35,000 30,000 24,000-32,000 28,000 23,000-28,000 26,000
Personal/Expat/Employee/Trusts £ Range £ Typical £ Range £ Typical £ Range £ Typical
Partner* 300,000-1,000,000 500,000 100,000-350,000 200,000 70,000-250,000 150,000
Director 100,000-200,000 150,000 90,000-150,000 100,000 70,000-110,000 85,000
Senior Manager 70,000 -110,000 85,000 60,000-85,000 70,000 60,000-80,000 69,000
Manager 50,000-65,000 60,000 48,000-60,000 55,000 45,000-60,000 50,000
Senior 38,000-45,000 42,000 34,000-44,000 38,000 32,000-42,000 36,000
Assistant 27,000-35,000 30,000 24,000-32,000 28,000 23,000-28,000 25,000
South East England Big 4 Top 50 Below Top 50
Partner* 200,000-800,000 400,000 100,000-300,000 200,000 70,000-120,000 110,000
Director 80,000-150,000 110,000 90,000-130,000 100,000 65,000-85,000 70,000
Senior Manager 70,000-90,000 80,000 55,000-77,000 65,000 53,000-60,000 56,000
Manager 50,000-65,000 60,000 45,000-55,000 50,000 38,000-53,000 44,000
Senior 36,000-43,000 40,000 26,000-40,000 33,000 25,000-36,000 28,000
Assistant 24,000-30,000 26,500 20,000-27,000 24,000 18,000-25,000 23,000
Partner* 200,000-800,000 400,000 100,000-300,000 200,000 70,000-120,000 110,000
Director 80,000-150,000 110,000 90,000-130,000 100,000 65,000-110,000 70,000
Senior Manager 70,000-90,000 80,000 55,000-70,000 65,000 55,000-60,000 56,000
Manager 50,000-65,000 60,000 45,000-55,000 50,000 40,000-50,000 44,000
Senior 36,000-43,000 40,000 26,000-38,000 32,000 25,000-33,000 29,000
Assistant 22,000-30,000 26,500 20,000-27,000 24,000 18,000-25,000 22,000
* Tax partner salaries given here are based on total remuneration, including basic salary, bonus, car/car allowance, pension etc.
ACCOUNTANCY FINANCE
TAXATION
East of England Big 4 Top 50 Below Top 50
Partner* 200,000-800,000 380,000 95,000-200,000 140,000 70,000-130,000 95,000
Director 80,000-150,000 110,000 75,000-110,000 90,000 65,000-95,000 75,000
Senior Manager 65,000-80,000 70,000 55,000-80,000 65,000 55,000-70,000 60,000
Manager 47,000-65,000 55,000 45,000-58,000 50,000 40,000-55,000 45,000
Senior 28,000-35,000 32,000 25,000-32,000 30,000 23,000-29,000 26,000
Assistant 22,000-27,000 25,000 20,000-25,500 23,000 18,000-22,000 20,000
Partner* 200,000-800,000 380,000 95,000-175,000 120,000 75,000-120,000 90,000
Director 80,000-150,000 110,000 70,000-110,000 85,000 67,000-95,000 75,000
Senior Manager 58,000-80,000 65,000 55,000-70,000 60,000 40,000-60,000 55,000
Manager 45,000-58,000 55,000 45,000-58,000 50,000 35,500-45,000 40,000
Senior 27,000-35,000 32,000 25,000-32,000 28,000 21,000-28,000 25,000
Assistant 21,000-26,500 24,000 19,000-25,000 22,000 16,000-22,000 18,000
South West England Big 4 Top 50 Below Top 50
Partner* 200,000-800,000 400,000 80,000-190,000 150,000 70,000-120,000 85,000
Director 80,000-150,000 110,000 70,000-90,000 80,000 55,000-80,000 65,000
Senior Manager 52,000-85,000 70,000 50,000-70,000 58,000 45,000-60,000 50,000
Manager 42,000-50,000 48,000 40,000-50,000 45,000 35,000-45,000 40,000
Senior 30,000-37,000 35,000 28,000-33,000 30,000 25,000-31,000 28,000
Assistant 20,000-25,000 23,000 18,000-25,000 20,000 18,000- 23,000 19,000
Partner* 200,000-800,000 400,000 80,000-190,000 150,000 70,000-90,000 75,000
Director 80,000-150,000 110,000 70,000-90,000 80,000 55,000-80,000 60,000
Senior Manager 50,000-75,000 70,000 48,000-68,000 58,000 45,000-60,000 50,000
Manager 40,000-50,000 48,000 40,000-50,000 45,000 35,000-45,000 40,000
Senior 30,000-36,000 35,000 28,000-33,000 30,000 25,000-30,000 28,000
Assistant 20,000-25,000 23,000 18,000-25,000 20,000 18,000-23,000 19,000

Yorkshire and the Humber Big 4 Top 50 Below Top 50
Partner* 200,000-800,000 330,000 100,000-200,000 130,000 60,000-150,000 90,000
Director 80,000-150,000 110,000 65,000-120,000 70,000 50,000-80,000 60,000
Senior Manager 55,000-80,000 65,000 50,000-65,000 55,000 40,000-55,000 50,000
Manager 40,000-55,000 48,000 35,000-50,000 45,000 32,000-40,000 38,000
Senior 32,000-37,000 35,000 28,000-35,000 33,000 25,000-30,000 28,000
Assistant 20,000-30,000 25,000 18,000-25,000 23,000 16,000-20,000 18,000
Partner* 200,000-800,000 330,000 100,000-200,000 130,000 60,000-150,000 90,000
Director 80,000-150,000 100,000 65,000-120,000 70,000 50,000-80,000 60,000
Senior Manager 50,000-80,000 65,000 45,000-65,000 55,000 40,000-50,000 50,000
Manager 35,000-55,000 48,000 32,000-45,000 40,000 30,000-36,000 35,000
Senior 30,000-35,000 35,000 26,000-33,000 30,000 25,000-28,000 26,000
Assistant 18,000-28,000 25,000 18,000-25,000 23,000 16,000-20,000 18,000
North East England Big 4 Top 50 Below Top 50
Partner* 200,000-800,000 320,000 100,000-250,000 150,000 70,000-150,000 80,000
Director 80,000-150,000 100,000 70,000-100,000 80,000 60,000-90,000 65,000
Senior Manager 55,000-80,000 70,000 50,000-70,000 60,000 45,000-55,500 50,000
Manager 40,000-50,000 45,000 35,000-50,000 40,000 35,000-45,000 38,000
Senior 30,000-35,000 33,000 28,000-35,000 30,000 22,000-33,000 28,000
Assistant 22,000-27,000 24,000 20,000-25,000 22,000 17,000-22,000 20,000
Partner* 200,000-800,000 320,000 100,000-250,000 150,000 70,000-150,000 80,000
Director 80,000-150,000 100,000 70,000-100,000 80,000 60,000-90,000 65,000
Senior Manager 55,000-75,000 70,000 45,000-60,000 55,000 40,000-50,000 50,000
Manager 35,000-55,000 45,000 32,000-45,000 40,000 30,000-36,000 35,000
Senior 25,000-35,000 32,000 26,000-32,000 30,000 25,000-30,000 28,000
Assistant 17,000-27,000 24,000 18,000-25,000 22,000 16,000-22,000 18,000
ACCOUNTANCY FINANCE
TAXATION
Practice
Wales Big 4 Top 50 Below Top 50
Partner* 200,000-800,000 400,000 80,000-150,000 100,000 70,000-90,000 75,000
Director 80,000-150,000 100,000 70,000-90,000 80,000 55,000-80,000 60,000
Senior Manager 52,000-85,000 70,000 50,000-70,000 60,000 45,000-60,000 55,000
Manager 42,000-50,000 48,000 40,000-50,000 45,000 35,000-45,000 38,000
Senior 30,000-37,000 34,000 28,000-33,000 30,000 25,000-31,000 28,000
Assistant 20,000-25,000 22,000 18,000-25,000 20,000 18,000-23,000 18,000
Partner* 200,000-800,000 400,000 80,000-150,000 100,000 70,000-90,000 75,000
Director 80,000-150,000 100,000 70,000-90,000 80,000 55,000-80,000 60,000
Senior Manager 50,000-75,000 70,000 48,000-68,000 60,000 45,000-60,000 55,000
Manager 40,000-50,000 48,000 40,000-50,000 45,000 35,000-45,000 38,000
Senior 30,000-36,000 34,000 28,000-33,000 30,000 25,000-30,000 28,000
Assistant 20,000-25,000 22,000 18,000-25,000 20,000 18,000-23,000 20,000
Midlands Big 4 Top 50 Below Top 50
Partner* 200,000-800,000 380,000 90,000-350,000 200,000 70,000-250,000 130,000
Director 80,000-150,000 110,000 70,000-100,000 80,000 60,000-75,000 70,000
Senior Manager 55,000-85,000 70,000 50,000-75,000 65,000 48,000-60,000 50,000
Manager 42,000-53,000 46,000 40,000-50,000 42,000 35,000-45,000 38,000
Senior 30,000-34,000 32,000 28,000-32,000 30,000 26,000-30,000 27,000
Assistant 23,000-28,000 24,000 21,000-24,000 22,000 20,000-24,000 21,000
Partner* 200,000-800,000 380,000 90,000-350,000 200,000 75,000-250,000 130,000
Director 80,000-150,000 110,000 70,000-100,000 80,000 55,000-75,000 70,000
Senior Manager 53,000-85,000 70,000 50,000-75,000 65,000 45,000-55,000 50,000
Manager 41,000-53,000 45,000 40,000-50,000 42,000 35,000-45,000 38,000
Senior 30,000-34,000 32,000 28,000-32,000 30,000 26,000-30,000 27,000
Assistant 23,000-28,000 24,000 21,000-24,000 22,000 18,000-21,000 20,000

Practice
North West England Big 4 Top 50 Below Top 50
Partner* 200,000-800,000 380,000 90,000-350,000 200,000 70,000-250,000 130,000
Director 80,000-150,000 110,000 70,000-100,000 80,000 55,000-75,000 70,000
Senior Manager 53,000-85,000 70,000 50,000-75,000 64,000 45,000-55,000 50,000
Manager 41,000-53,000 45,000 40,000-50,000 42,000 35,000-45,000 38,000
Senior 30,000-34,000 32,000 28,000-34,000 32,000 26,000-33,000 28,000
Assistant 23,000-28,000 24,000 21,000-24,000 22,000 18,500-21,000 20,000
Partner* 200,000-800,000 380,000 90,000-350,000 200,000 70,000-150,000 90,000
Director 80,000-150,000 110,000 70,000-100,000 80,000 55,000-75,000 70,000
Senior Manager 53,000-85,000 70,000 50,000-75,000 64,000 45,000-55,000 50,000
Manager 41,000-53,000 45,000 40,000-50,000 42,000 35,000-45,000 38,000
Senior 30,000-40,000 33,000 26,000-33,000 32,000 26,000-30,000 28,000
Assistant 23,000-28,000 24,000 21,000-24,000 22,000 18,500-21,000 20,000
Northern Ireland Big 4 Other
Corporate/VAT £ Range £ Typical £ Range £ Typical
Partner* 200,000-600,000 400,000 65,000-90,000 85,000
Director 70,000-100,000 85,000 55,000-70,000 65,000
Senior Manager 50,000-67,000 58,000 45,000-55,000 48,000
Manager 36,000-42,000 40,000 35,000-40,000 37,000
Assistant Manager/Supervisor 31,000-33,000 32,000 31,000-33,000 32,000
Senior 26,000-28,000 27,500 23,000-27,000 24,000
Assistant 14,000-18,000 16,000 14,000-18,000 16,000
Personal/Expat/Employee/Trusts £ Range £ Typical £ Range £ Typical
Partner* 200,000-600,000 400,000 65,000-90,000 85,000
Director 70,000-100,000 85,000 55,000-70,000 65,000
Senior Manager 50,000-67,000 58,000 45,000-55,000 48,000
Manager 36,000-42,000 40,000 35,000-40,000 37,000
Assistant Manager/Supervisor 31,000-33,000 32,000 31,000-33,000 32,000
Senior 26,000-28,000 27,500 23,000-27,000 24,000
Assistant 14,000-18,000 16,000 14,000-18,000 16,000
Scotland Big 4 Top 50 Below Top 50
Partner* 200,000-800,000 400,000 80,000-150,000 100,000 70,000-90,000 75,000
Director 80,000-150,000 100,000 60,000-100,000 75,000 50,000-80,000 60,000
Senior Manager 55,000-85,000 65,000 42,500-65,000 58,000 40,000-60,000 50,000
Manager 41,000-55,000 48,000 40,000-50,000 45,000 34,000-45,000 42,000
Senior 29,000-36,000 34,000 28,000-35,000 32,000 22,500-27,500 24,000
Assistant 20,000-28,000 24,000 18,000-28,000 22,000 17,000-20,000 18,000
Partner* 200,000-800,000 400,000 80,000-150,000 100,000 70,000-90,000 75,000
Director 80,000-150,000 100,000 60,000-100,000 75,000 50,000-80,000 60,000
Senior Manager 50,000-80,000 65,000 40,000-70,000 55,000 40,000-60,000 50,000
Manager 38,000-60,000 48,000 36,000-48,000 45,000 34,000-45,000 42,000
Senior 25,000-35,000 32,000 25,000-34,000 31,000 22,500-27,500 24,000
Assistant 16,750-26,500 22,000 16,500-25,000 20,000 17,000-20,000 18,000
Peter Fanning
Chief Executive,
The Chartered Institute
of Taxation
The tax profession has been in the spotlight over
the past few years, taking flak, much of it unfair
and ill-informed, from politicians and the media.
However, as HMRC readily acknowledge, they couldn’t
run the tax system without us. Despite attempts by
the Government to simplify things, tax remains a
complex area, many taxpayers need professional
help and demand for tax professionals will continue
to grow as the economy improves.
Times change and tax experts work with governments
to update tax systems accordingly – as with the current
OECD corporate tax project. The internet continues to
change the way we do business and the globalisation of
business operations adds to the complexity of the tax
system, creating demand for skilled professionals.
There are increasing opportunities for tax professionals
to move overseas, specialising in international tax or
advising businesses and personal taxpayers outside
the country on UK tax law.
Leadership at HMRC is more stable than it has been for
years and we continue to work closely with them and
other government departments to try to make the tax
system simpler, clearer and more efficient. For example,
we worked with them on the new Real Time Information
(RTI) system and managed to persuade them to ease
the burdens for smaller businesses. Now we’re trying
to persuade them to act more quickly on the data they
are collecting so fewer people end up over-paying or
under-paying tax each year.
The Government’s proposals for direct recovery of tax
debt are a big current concern. Of course the authorities
need to be able to collect debt owed, but the record
shows HMRC are not infallible. There should be some
form of judicial oversight required before anyone,
including government departments, can take money
directly from a citizen or business’s bank account.
The biggest challenge for 2015 will be how the industry
manages with a growing economy as taxpayers seek
more help and advice. The general election in May will
be watched with interest. A new government with new
tax policies will mean more changes for tax advisers
to adapt to – but also a wave of new opportunities
for the profession.
ACCOUNTANCY FINANCE
TAXATION

Hays UK Salary & Recruiting Trends 2015

Hays UK Salary & Recruiting Trends 2015

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Hays UK Salary & Recruiting Trends 2015