Should I Recruit for Big Four Again
The increase in need is due to COVID-19-related international travel restrictions cutting off admission to strange professionals, growing customer demand and the natural turnover of staff to rival firms and manufacture.
The situation is a remarkable turnaround from less than a year agone, when most big four professionals were worried virtually having their pay cut or losing their job.
The turnaround has also caused bitterness amongst some of the more than 1150 staff made redundant, who are now watching their quondam firms searching for staff.
First, make a plan
What should staff working in a big iv house do to accept advantage of the hot jobs marketplace?
Surprisingly, asking for a pay rising is not the all-time showtime footstep, say the 4 executive search experts. Instead, staff should start ensure they have a clear plan nearly what they want to exercise with their career, they said.
Sinead Hourigan, the Queensland managing managing director of recruitment firm Robert Walters, said higher pay alone is not enough reason to go out a role.
Sinead Hourigan, Robert Walters Brisbane manager.
"Showtime and foremost, don't motility unless you have given information technology proper consideration. Brand sure you've thought about it long and difficult. I'thou non a believer in leaving a role unless there is a reason for leaving. Money isn't enough," she said.
Executive recruiter Andrew Jackson of Maven Partners said professionals needed to take a clear idea of where they want to take their career.
"A regular question I ask people of all levels is: what do you want to be when you abound upward? You demand to have some thought of what your career goals are and what it means for you to say you have had a successful career," Mr Jackson said.
Andrew Jackson of Maven Partners. Nick Moir
"Is it to be a partner or become a CFO or CEO? Or simply to take a comfortable being in a middle management role? This will help decide what opportunities you should be open to. Even if you're non certain, you should always be open to opportunities that come up."
He said professionals also need to tell their leaders about their career goals.
"They should be sharing their views on their career goals and accept an awareness of the different paths the firm may exist able to assist with over time," he said.
"You lot want to make certain those senior people around yous are aware of what your career goals are, as they will be the ones to offer opportunities to help you lot advance. There is a lot of 'luck in timing' for a successful professional career, though taking the initiative and ensuring you have a genuine senior support network around you will help make you 'luckier'."
Ben Derwent, the founder of executive recruitment house Derwent, agreed that professionals needed to first piece of work out what they wanted to exercise with their careers.
"You first need to inquire yourself: how do I think nigh my career? Am I in the right location, am I in the right service line and am I at the correct level?" Mr Derwent said.
"You too need to know: what's driving demand for the services of the business firm I'm in? Where is my business firm doubling down? Is it cloud, data, cyber-security, the marketing strategy practise? And so you lot need to attach yourself to that area.
"I think people should present a case to get into the hot areas or for their promotion pathway. The best people will get on the best projects teams and therefore should advance quicker."
Expect internally
The hot jobs market means big iv professionals are in a stronger position to claiming their leaders on the types of projects they are assigned to, the training they receive and promotion opportunities. College pay will naturally flow from having more valuable skills and being in a more senior position.
"Staff have to be proactive in terms of managing their own career. The firm isn't necessarily going to manage your career. It'southward up to the individual," said John Igoe, a former EY partner, CEO at the former Cap Gemini Ernst & Young and founder of professional person services executive search firm Wentworth Hill.
John Igoe of professional services executive search house Wentworth Hill. Supplied
"Immature people accept to exist quite assertive in terms of developing their career plans and putting that plan in place. They need to work out the skills they need in identify to do this.
"Don't brand rash moves. People go to a stage where they react. They've been on a job for years, and they get a phone call from someone who can paint a better picture and they're out of there."
Avoid 'grunt' projects
Mr Igoe said it was disquisitional that big four professionals made sure they were working on challenging projects where they were learning new marketable skills.
"If I was advising somebody, don't necessarily bound between the big four. Get-go, make sure you're challenging your employer on skills, on training, on advancement, on promotion," he said.
"Most importantly, challenge your employer in terms of getting onto the quality projects – strong customer brands and challenging assignments. At that place'due south lots of grunt projects. People go lost on a project for years. The worst affair is to become stuck on a very large, routine assignment where they're forgotten well-nigh on the client side and they're not advancing."
"Like if y'all're on a large public sector projection in, say, Canberra, and you're not necessarily learning transferable skills that can be used in the private sector. A good loyal denizen in a consulting firm will just be a cog in a great auto. They'll exist left to motion the widgets effectually the place."
What firm leaders need to do
The response of partners to an assertive attitude about career development will help staff make up one's mind how they are rated by their leaders.
Mr Igoe said: "If you lot're managing your career well and you're rated past your house, they'll practice whatsoever they demand to do within reason to proceed you."
Mr Derwent added that leaders should exist actively ensuring they are providing opportunities and advancement to their best staff – and pay has to be a function of the parcel.
"Leaders at the firms need to ask themselves what they are doing to raise the opportunity for their best staff. Merely they all the same also need to think nigh how much they are paying. I think pay has been held dorsum for some time," he said.
To stay or to go?
In Mr Jackson's view, the determination to stay at a firm or leave will be based on whether the existing employer can provide the correct evolution environment.
"This is a market where y'all can certainly fast-track your career, but information technology should be viewed in relation to cognition, experiences and internal opportunities rather than remuneration," he said.
"Remuneration increases volition follow in due grade. Firms will aid people who are genuinely interested in advancing their knowledge and experience, rather than looking for a short-term remuneration adjustment. If their employer can't provide the career development opportunities in a reasonable fourth dimension frame, then it is worth seeing if in that location is a firm that volition provide the right enabling environment."
Source: https://www.afr.com/companies/professional-services/how-big-four-staff-can-turbocharge-their-career-in-a-hot-jobs-market-20210129-p56xqo
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