Public Sector Jobs
The challenges of recruiting accounting professionals for public sector jobs and not for profit organisations cannot be underestimated. The complexity and importance of the accounting positions, coupled with the political and legal framework of the sector, create a recruitment environment where specialist knowledge and capabilities are paramount. Martin Ward Anderson provides public sector recruitment for accountancy jobs and sources finance professionals for:
· Central Government (central government departments, quangos, government agencies and transport authorities.)
· Local Government (London boroughs, county and district councils and unitary authorities.)
· Health (NHS trusts, primary care trusts, executive bodies and directorates.)
· Housing (large, medium and small housing associations.)
· Charities (our primary focus is the Top 150 UK charities.)
· Education (schools, universities, colleges, funding and development agencies.)
· Associations (professional membership organisations such as trade unions, friendly societies, pressure groups, political organisations.)
Martin Ward Anderson has a powerful track record of financial recruitment advertising, exceptional client relationships and understanding, a comprehensive database of candidates and are widely recognised for successfully filling a large number of permanent, interim, and contract finance jobs across all levels.
Current trends within the public and not for profit sector
As the recession continues to take hold of the UK economy, public sector jobs have become an increasingly attractive proposition for individuals. Government announcements regarding increased borrowing to protect and indeed increase, the scope of public sector jobs has led to a general feeling that elements of the sector – for example the NHS and central/local government - will weather the storm better than most areas of the economy. By contrast, the picture is less certain for the charities dominated not for profit sector. The charity sector witnessed significant growth in recent years, with many of the larger and medium sized charities benefiting from the additional focus on the developing world, and the increase in availability of contracts within the public sector. However, with much of third sector funding being dependant upon donations, this is an area that could be under a lot of pressure this year as the full effects of the economic downturn are experienced.
The public and not for profit sector has for some time been trying to recruit candidates from industry and banking, prizing their results-focus and business acumen at a time when not for profit organisations have been trying to
improve their business efficiency and performance inline with more commercial business models. As a result there has been a gradual increase in salaries and packages to tempt individuals from outside the sector.
To employers, certain skills are seen as more transferable into a non-profit environment than others. For example, individuals with highly technical finance skills developed within a banking environment lend themselves well to
policy-led and highly regulated organisations, such as government departments. Likewise, working in core areas such as audit, management accounting or financial accounting can offer an entry-point, with increasing
specialisation possible later on. Change management and project-led experience is also highly prized.
However relevant the transferable experience an individual has, there is no denying that the deciding factor for employers is still an understanding of, and empathy with, the "product" of the not for profit sector. It is not enough for individuals to want to work in the sector because they see it as a stable option in a volatile recruitment climate. They need to actively demonstrate that they are "on-message" with what the non-profit employer is trying to achieve and that they can commit to being a part of making it happen.
Key factors continuing to affect central government include the transfer of workers to the regions; the adoption of a more commercial structure, the drive for greater efficiency embodied in the Gershon efficiency savings agenda and the implementation of IFRS across government.
Within local government the need for efficiency has never been more pertinent particularly in light of last year's announcement of the government’s Comprehensive Spending Review, which provided one of the toughest local
government settlements in recent years. This, coupled with the current economic climate, has meant that value for money is increasingly occupying the central stage of policy thinking and action.
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