Articles

On 23rd September Kwasi Kwarteng, the new Chancellor, delivered the so-called ‘mini-budget’, with the intention to kickstart growth in the UK and counter the negative impacts of the ongoing energy crisis.

While listening to the Recruiting Future podcast on a recent holiday, it got me thinking about just how important strategic workforce planning has become.

The events of the last two and a half years have had a monumental impact on all our lives, but as we return to some normality, one of the legacies of the pandemic has been the enduring impact on how we work.

The daily economic headlines currently paint a rather depressing picture, not only for individuals but also for most businesses. The continued economic squeeze, due to rising inflation and reduced demand for products and services, can only lead to more financial distress for the majority of business owners.

Internal fraud is costing businesses millions of pounds – despite the vast majority of perpetrators displaying prominent warning signs.

It would be somewhat optimistic to conclude that, given the government restrictions ordering the public to stay at home in 2020 and 2021,

Inheritance tax (IHT) is payable by individuals who die, leaving behind estates valued in excess of the IHT nil rate band of £325,000.

How do we get more people living in smaller or rural communities, spending less time and money commuting, and protect the environment all at the same time?

As we are all very aware, inflation is currently running at exceptional high levels. In fact, current levels stand at 9.4%, their highest level since February 1982.

If asked, most organisations will assert that they listen to their employees. They may even point you towards a suggestions box, or an annual employee survey that they use. However, what do we really mean by ‘listening’?

It is a classic cliché in business to get carried away on the big new shiny idea and then point at each other in a confused state with panicked refrains of ‘I thought you were doing that’ when the most obvious missing ingredient is pointed out.

The Financial Reporting Council (FRC) has clarified that climate-related reporting in financial statements will be a key focus area for the regulator this year.

While the finance department will always be required to provide the core responsibilities of operational finance, including reporting and budgeting, organisations are increasingly looking to finance to play a role that goes beyond the traditional remit of the team.

We are all painfully aware of the current inflationary pressures, particularly when we see our energy bills.

Is your organisation preparing now for the inevitable arrival of Gender Pay Gap reporting?

Historically, family businesses have been the backbone of our economy. Time and again they have proved their resilience and emerged through societal turmoil and economic hardship