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Category: Tax

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Why Tax Professionals Should Stop Judging In-House Roles by Job Title

Tax professional at desk
By James Rodgers, Head of Tax Recruitment

For tax professionals considering their first move from practice into industry, one of the biggest misconceptions can be surprisingly simple: assuming that a job title tells you everything you need to know about a role.

In practice, titles are largely standardised. Whether you're at a Big Four firm, a mid-tier practice or a law firm, there is a fairly well-understood hierarchy. Analyst, Associate, Senior Associate, Manager, Senior Manager, Director, Partner. Each level carries broadly similar expectations around experience, responsibility and compensation.

However, industry doesn't work that way.

Once you move in-house, job titles become far less reliable as a measure of seniority, scope or earning potential. Every business creates its own organisational structure, and titles often reflect internal conventions rather than any market-wide standard.

As a result, two people with the same title can be doing vastly different jobs, while two completely different titles can represent almost identical levels of responsibility.

I've seen this play out repeatedly across the tax market.

Recently, I worked on a Tax Associate role within an investment management fund. The total package exceeded £110,000 and the ideal candidate profile was a Manager from a recognised accounting firm. The role offered exposure to a sophisticated fund environment, significant responsibility and genuine long-term progression opportunities.

Yet several strong candidates ruled themselves out before even exploring the opportunity because they saw the word "Associate" and assumed it represented a step backwards in their career.

In reality, the role was anything but junior.

This is one of the biggest traps tax professionals can fall into when evaluating opportunities in industry.

Why Titles and Compensation Don't Always Align

The disconnect becomes even more obvious when you look at compensation.

In practice, progression and salary are closely linked. Move up a grade and your remuneration generally follows a predictable path.

In industry, that relationship can look very different.

I've seen Tax Managers at large, listed businesses earning less than Tax Associates at private equity funds. I've seen Heads of Tax at smaller organisations earning less than Senior Managers in practice. Equally, I've seen Analyst-level positions at well-capitalised investment firms offering packages that would surprise many experienced tax professionals.

The reason is simple: businesses don't price roles based primarily on what the title sounds like.

They price them according to the value of the skill set required, the complexity of the work, the level of responsibility involved and the commercial realities of the business itself.

A growth-stage fund with a lean finance function may need one individual to take ownership of a significant portion of the tax agenda. Internally, that person might be called an Associate, a Manager or something entirely different. The title is largely irrelevant. The compensation reflects the importance of the role.

Conversely, a large multinational may have an impressive-looking hierarchy full of Director or Associate Director titles, but with relatively narrow remits and multiple layers of management. In those situations, the title may sound senior, but the scope and remuneration can tell a different story.

What Tax Professionals Should Focus on Instead

When assessing an in-house opportunity, the questions that matter most rarely relate to the job title itself. Instead, focus on:

Total compensation

Look beyond base salary. Consider bonus potential, long-term incentives, carry arrangements, pension contributions and wider benefits. The overall package often tells a more accurate story than the title.

Scope and ownership

What will you actually be responsible for? Will you own key tax processes and decisions, or will you be supporting someone else who does?

Complexity of the tax work

Consider the size of the tax footprint, the jurisdictions involved, transaction exposure and the technical challenges you'll encounter. Complexity often creates career-enhancing opportunities regardless of title.

Career progression

How is the team structured? What does progression look like over the next two to five years? A seemingly modest title today may offer a far stronger long-term trajectory than a more senior-sounding alternative elsewhere.

The business itself

Where is the company heading? Growth, acquisitions, fundraising activity and international expansion can all significantly influence the opportunities available within a role.

Don't Let a Title Make the Decision for You

One of the biggest differences between practice and industry is that job titles lose much of their predictive value.

The title alone rarely tells you how much you'll earn, how much responsibility you'll have or how valuable the experience will be for your long-term career.

Yet many tax professionals still filter opportunities primarily through that lens, particularly when considering their first move in-house.

That can mean overlooking roles with exceptional compensation, greater autonomy, broader exposure and stronger progression prospects simply because the title doesn't match expectations.

The most successful moves into industry tend to come from candidates who look beyond the label and focus on the substance of the opportunity.

Because when it comes to in-house tax roles, what the job is often matters far more than what it's called.

get in touch

Looking to make a move in-house or hire your next in-house tax professional? Contact James Rodgers, SRM's Head of Tax Recruitment, on jamesrodgers@srmrecruitment.com or call +44 (0)7852 322955.

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SRM: The First Decade

celebrating 10 years of SRM
celebrating 10 years of SRM

There is a particular kind of madness that grips people when they decide to leave perfectly good salaries behind and start something from scratch.

It might include a good helping of self-confidence, a light sprinkling of bravado, and a detailed business plan that doesn't survive initial contact with reality. In the case of Andrew Setchell, Stewart Robertson and Rory MacSween, who between them comprise the ‘S’, the ‘R’, and the ‘M’, of SRM - it also entailed the ability to respond rapidly to an unrelenting decade of events, and emerge smiling at the other end.

After 10 years in business, SRM Recruitment has grown from three men and an idea into one of London's most respected specialist recruitment consultancies - placing senior finance, tax, legal and M&A insurance professionals across the UK and internationally, with offices in London, Guildford and Welwyn Garden City, and a team of over 20 specialised professionals.

Easter 2015. Over the top.

The founding story began, as many good ones do, with a question that needed answering. Andrew Setchell had spent four years as an accountant at PWC before moving into recruitment in 1996, eventually running large teams at Michael Page and Robert Walters. By Easter 2015, he was considering the next decade, and wondering ‘why’? Why had the industry where he’d worked for twenty years traded genuine consultancy for the kind of relentless, funnel-driven, phone-bashing culture that made good recruiters miserable and clients feel like they were being processed rather than helped?

"I always wanted to do my own thing, but I'd never do it by myself," Andrew says. "I needed like-minded people." He found two.

Rory MacSween had come to recruitment via a rather more scenic route; the British Army, then Michael Page and Robert Walters, before carving out a niche in the then-nascent world of M&A insurance. Stewart Robertson, a Modern History graduate from Royal Holloway who had also come through the big corporate recruitment machine, had arrived at similar conclusions independently. "We were all having the same conversations," says Rory. "It felt very transactional, like you were turning a wheel. Hard to put your stamp on something."

What gave them the final push? A developing conviction that there was a ‘better way’ - borne of watching floors empty during the financial crisis, observing management endlessly meddling, and noticing the business become, as Andrew puts it, "all about volumes". "The big corporate firms believed the brand was bigger than the person," says Andrew. "But for a medium-sized player, it's far more relationship-driven.” The new way had to be different. More consulting, less funnel. More relationship, less brand.

They handed in their notices in March 2016, collected their bonuses, and launched SRM just as the country was about to vote on Brexit. "We thought: Conservative majority, remain wins, markets go boom, we catch the wave," recalls Stewart, with a rueful laugh. "Yeah."

The First Year: Hard Lessons and Good Hires

The early days had a certain chaotic energy. For a while Stewart worked from his back garden shed. Rory and Andrew sat at a shared WeWork at Fox Court, where the ping pong tables and complimentary evening beer represented either a wonderful startup ecosystem or a terrible productivity environment, depending on the time of day.

The business plan — built partly on the assumption that blue-chip client accounts would follow them from their previous employer — "was out the window within twelve months." More pressingly, litigation arrived in the form of legal letters from past employers, designed, as Andrew notes, "to take up oxygen." It worked, for a while, but was resolved. "It did take a toll," he says. "But it also tempered the risk. You learn a lot about people. And about each other.”

But the wins came. After ten or eleven months of grind, they had back-to-back strong months. The model was working. Rob McKay and Dave Kingston, two early hires who took a genuine leap of faith, are name-checked with real warmth; "they came when we were literally nothing, and remain central figures in the business today.”

The Decade in Brief: Brexit, Covid, and the M&A Freeze

SRM has been tested by just about everything the last decade could throw at it. Brexit, which was timed with spectacular bad luck to coincide with their launch, initially caused a sharp intake of breath before proving broadly manageable. Covid was different.

"Bar one client, all live mandates were cancelled or put on hold indefinitely," says Stewart. "Overnight." That single remaining client — who happened to complete an acquisition at the exact moment lockdown was announced and needed an entire finance function recruited — thankfully kept things ticking over. Then, almost as suddenly as it had stopped, the market came roaring back. 2021 and 2022 were "by far our most successful years." Brexit had thinned the pool of European talent, demand was surging, and SRM leaned hard into genuine consultancy; helping clients navigate everything from sponsorship licences to employment law.

Then came 2023. The M&A market, which had been running hot, cooled sharply as interest rates rose and deal flow dried up. "Summer 2023 was still pretty good," says Andrew. "Then the kids went back in September and it wasn't the same September as the year before."

They navigated it, as they have navigated everything, by staying lean, diversified — and doing what smaller, more agile ‘boutique’ firms can do better than large ones: pivot fast — "it's rare that every part of our business is pulling back at exactly the same time, and that is a strength not a weakness.”

What Makes SRM Different: ‘Relationship Led. Data Driven.’

Ask the founders what sets SRM apart and you get a consistent answer: they recruit experienced people, give them autonomy, and get out of the way. No KPIs. No call-rate targets. No boiler-room atmosphere. Flexible working was already the norm at SRM, before Covid ever arrived. "The least experienced person in our business has seven years of recruitment experience," says Andrew, "we gladly recruit people with grey hair. With no hair…" he adds with a knowing smile.

The approach — which they describe as closer to search than traditional contingent recruitment — is built on a simple observation: the best outcomes come from relationships, not volume. "You just need really good relationships to get the same return without the flannel," says Andrew. "The big firms didn't work that out because they thought the brand was bigger than the person."

The Next Ten Years

"Everything you hear is how quickly AI is going to change our world", says Stewart, sanguine but clear-eyed about the future. The consensus among the founders is that AI will help them work faster, but that the fundamental value of what they do — human judgment, market intelligence, discretion, the ability to sit over lunch and map out someone's career — is not something an algorithm can replicate. "I had lunch with a client last week," says Rory. "We drew up a list of businesses he was interested in. By 5pm I had him an interview at one of them. I can't envisage a world where AI does that. Human interaction can’t be overrated.”

Andrew has a bolder prediction: as AI takes over junior professional work and graduate hiring shrinks at the big firms, newly qualified accountants and lawyers will become rarer and therefore more valuable. "Supply goes down, price goes up.” As for what comes next for SRM itself: growth, yes. New sectors, possibly. Selling? "We've never seriously sat down and discussed it," says Andrew, adding, “we want to create a space for every employee to earn six figures.”

And the most important thing about the next decade? "If we have a business in ten years that still holds the values we set out with," says Rory, "I'd be incredibly proud of that.”

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The Quiet January Rush: Why Most In-house Tax Teams Are Already Under-resourced

in-house tax under pressure
in-house tax under pressure
January is often seen as a “soft start” to the year. In reality, for in-house tax teams, it’s anything but. While the external perception is that hiring decisions will come later in Q1 or even Q2, what we’re seeing on the ground tells a different story: many tax teams enter January already under pressure, under-resourced, and playing catch-up.

Budgets are signed off late – but the pressure is immediate

One of the biggest challenges each January is timing. Headcount budgets may only be finalised late in Q4 or even early January, yet the workload doesn’t wait. Reporting cycles, audits, business planning and regulatory obligations all land at once. The result? Teams start the year knowing they need additional support but without the luxury of a long lead time to hire. This creates a sense of urgency that isn’t always visible from the outside – but it’s very real internally.

Regulatory and reporting deadlines don’t move

Tax is one of the few functions where deadlines are immovable. Whether it’s compliance, reporting, governance or dealing with increased scrutiny, the demands of the role continue to rise year on year. In January, those pressures feel particularly acute. Teams that were already stretched in Q4 often carry that strain straight into the new year, especially if vacancies have been left open longer than planned.

Vacancies linger longer than expected

A common theme I continue to see is tax roles remaining unfilled for months longer than anticipated. Sometimes that’s due to cautious decision-making. Sometimes it’s driven by unrealistic expectations around the candidate market. And sometimes it’s simply because hiring tax talent takes longer than other finance roles. The unintended consequence is that existing team members absorb the workload – often quietly – which increases burnout risk and makes future hiring even harder.

Why reactive hiring leads to weaker outcomes

When hiring becomes reactive, compromises follow:
  • Rushed processes
  • Narrow candidate pools
  • Over-reliance on the “perfect CV” rather than the right capability
Ironically, this often results in longer vacancies or sub-optimal hires, reinforcing the cycle of under-resourcing.

The positive shift we’re seeing for Q1 2026

The good news? There is a more constructive mindset emerging as we move into Q1 2026. More Heads of Tax are:
  • Planning earlier, even if start dates are later in the year
  • Using interim solutions to stabilise teams during peak periods
  • Being more flexible on background, sector and skill mix
  • Engaging with the market proactively, rather than waiting for applications
Interim and project-based tax hiring, in particular, has become a genuine strategic tool rather than a last resort – allowing teams to manage workload, change and risk without long-term commitment.

A better way forward

The most successful tax teams I work with are those that treat January not as a pause, but as a planning window. They use Q1 to:
  • Sense-check the talent market
  • Stress-test role requirements
  • Decide where permanent, interim or hybrid solutions make sense
That approach doesn’t just ease immediate pressure – it leads to better hires, stronger teams and far less disruption across the year. January may be quiet on the surface, but for in-house tax teams, it’s one of the most important hiring periods of the year. Those who recognise that early are the ones best placed for a calmer, and more controlled, 2026.
get in touch
Looking to hire permanent or interim tax professionals? Contact James Rodgers, SRM's Head of Tax Recruitment, on jamesrodgers@srmrecruitment.com or call 07852 322955.
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The Smart Way One Head of Tax Beat the Talent Shortage

tax professional
tax professional
Anyone recruiting in the London in-house tax market right now knows how difficult it is to hire recently qualified professionals, particularly those with 1-2 years’ PQE. The reasons are well-rehearsed:
  • Compliance & accounting experience gaps: Many newly qualified tax professionals from the advisory firms have deep technical knowledge but lack the breadth of compliance and accounting exposure smaller in-house teams often require.
  • Career management by firms: The Big 4, in particular, are much better today at career development and retention. They’re keeping talent engaged with structured career paths and interesting work.
  • Pay pressure: Newly qualified salaries in practice have risen sharply, in some cases outstripping in-house market rates.
The result? Hiring managers can end up fishing in an increasingly shallow pool of candidates. But that doesn’t mean hiring managers have to compromise. It may just mean they need to think differently.

Case Study: A smart way one Head of Tax thought differently about their hiring

James Rodgers, SRM’s Head of Tax Recruitment, recently worked with a Head of Tax at a well-known retail business who faced exactly this problem. Rather than insist on hiring someone with a classic corporate tax background, he took a more flexible approach. His view was simple: if someone is ACA or CTA-qualified, the letters demonstrate strong technical ability, regardless of whether their experience was in employment taxes, VAT or transfer pricing. He hired a talented employment taxes specialist, brought her into the team, and began to train her in corporate tax while giving her responsibility in a broader managerial role.
The outcome? A win-win.
  • The Head of Tax gained a highly motivated, capable team member who brought a fresh perspective and was keen to learn.
  • The candidate secured an opportunity she thought would never be open to her – a corporate tax-focused in-house role – while leveraging her existing expertise.
This approach highlights an important lesson: sometimes the best hires aren’t the obvious ones. By broadening the criteria, Heads of Tax can secure strong people in a tough market, and talented professionals can unlock career opportunities that once felt out of reach. For hiring managers facing a candidate-short market, broadening the lens might just be the difference between an empty seat and a thriving team. Flexibility and open-mindedness can make all the difference.
GET IN TOUCH:
If you’re looking to hire tax professionals, we’re here to help. James Rodgers is our Head of Tax Recruitment at SRM – contact him on jamesrodgers@srmrecruitment.com or call 07852 322955
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Tax success stories: London-based biopharmaceutical company

case study tax
case study tax

Deep market knowledge that delivered exceptional results.

The challenge:

As this London-based biopharmaceutical company continued its rapid growth and prepared for a commercial launch, it became clear that a dedicated tax leader was essential to navigate the complex international tax landscape. They created the Director, Global Tax role to oversee tax compliance, planning, reporting, and strategy across multiple jurisdictions.

This was a critical hire. Given the complexity of the role and our need for someone with a mix of strong technical expertise, in-house experience, and leadership capability, they knew the recruitment process could be challenging. In addition to that, they needed to move quickly - finding the right candidate within weeks rather than months was crucial.

The solution:

Having worked with SRM Recruitment for several years and successfully hired multiple finance professionals through us, our client knew they could trust us to deliver. James Rodgers immediately understood their requirements and worked with urgency to identify a highly skilled, immediately available candidate who fit their criteria perfectly.

Within an incredibly short timeframe, our client had a standout candidate; someone with deep international tax experience, an understanding of transfer pricing, and a proven ability to work in a fast-paced, high-growth environment like theirs.

The result:

Five months in, their new Group Head of Tax is thriving. She has hit-the-ground-running, already adding significant value to the team and helping to establish a best-in-class tax function. Her technical knowledge, leadership, and strategic thinking have made her an invaluable asset to their finance team.

James at SRM has been in regular contact with the business and their Group Head of Tax, ensuring a smooth transition and that all parties were happy with how the first few months have gone.

What the client has to say:

"We chose to work with SRM for a number of reasons. Firstly, their deep market knowledge: James understood the unique requirements of the role and our industry. Second; speed & efficiency: they delivered an excellent shortlist and ultimately the successful candidate within a tight timeline. Finally, their proven track record: having worked with SRM Recruitment on multiple roles at a variety of levels for my Finance Team, I trust their ability to find top-tier talent implicitly. If you’re looking for a tax recruiter who truly understands the market and delivers exceptional results, I highly recommend James Rodgers and the team at SRM Recruitment.“ EMEA VP of Finance

Need help to hire for your tax team? 

Contact James Rodgers on +44 (0)7852 322955 or jamesrodgers@srmrecruitment.com

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National Insurance Changes April 2025: What They Mean for You as a Job Seeker

national insurance rises
national insurance rises

The new tax year has landed, and with it comes one of the biggest changes to employer costs we’ve seen in a while. From April 2025, businesses across the UK are facing higher National Insurance (NI) contributions, a shift that could have a real impact on job seekers and employees alike.

Whether you're looking for a new role or weighing up your current package, understanding how these changes affect the job market can help you make to smarter career decisions.

NI changes at a glance

What’s Changed (as of April 2025):
  • Employer NI rate: increased from 13.8% to 15%
  • Employer NI threshold: reduced from £9,000 to £5,000
  • Goal: Raise £40 billion in tax revenue as announced in the Autumn 2024 Budget.

While employees won’t see this deducted from their payslips, it’s an additional cost that every employer is now factoring into their hiring, salaries, and workforce planning.

How employers are responding

We’re already seeing early shifts in hiring patterns, particularly in cost-sensitive industries like retail, hospitality, care, and manufacturing. Here’s how businesses are adapting:

  • Cautious salary offers: Some employers are becoming more conservative with salary offers for new roles, and we’re seeing signs of pay freezes in certain sectors.
  • Rise in contractor roles: To stay agile, businesses may opt for more freelancers, temps or contractors, who fall outside of standard employer NI requirements.
  • Shift toward benefits: Companies are strengthening benefits packages instead of increasing base salaries, offering things like private healthcare, flexible hours, and more paid leave.

What this means for you as a candidate

Even though this doesn’t impact your take-home pay directly, it does affect how roles are structured and what offers look like.

  • Salary negotiations might feel tighter: You may need to demonstrate your value even more clearly in interviews and discussions to secure competitive offers.
  • Contract roles could open new doors: Don’t rule out short-term or freelance roles - they could lead to long-term opportunities or offer flexibility during a transitional hiring period.
  • Focus on total compensation: It’s not just about salary anymore. Employers are competing for job seekers with creative benefits, so it pays to look at the full package.

Tips to stand out in a tighter market

Want to stay competitive while the market adjusts? Here’s how to boost your edge:

  • Focus your CV on impact and outcomes, not just responsibilities.
  • Highlight flexibility or additional skills that span multiple functions.
  • Upskill in areas like tech, compliance, or people management.
  • Stay open-minded about hybrid, contract, or project-based work.
  • Demonstrate commercial awareness - knowing the bigger picture counts.

How to elevate job offers in 2025

With salary budgets under pressure, it’s more important than ever to consider the whole package on offer, not just the number at the top of the contract.

Here’s what to weigh up:

  • Pension contributions: Are they generous? Is salary sacrifice available?
  • Healthcare & insurance: Does the company offer private medical, dental or life cover?
  • Flexibility: Can you work remotely or on a hybrid schedule?
  • Learning & development: Will the company invest in your skills or future progression?
  • Wellbeing & culture: What’s the team dynamic, time-off policy, and overall balance?

These extras could easily be worth thousands in real value and make a big difference to your quality of life.

What's next?

We expect to see more noticeable market changes by summer and autumn 2025, as businesses reassess headcounts, budgets, and workforce structure. Those job seekers who stay flexible and informed will be best positioned to benefit.

Need support navigating your next career move? 

As recruiters on the ground, we’re already seeing how the new NI rules are influencing salaries, job structures, and employer expectations.

Whether you’re ready for your next challenge or just want to sense-check your value in the current market, we’re here to help. SRM can you support you to:

  • Benchmark your salary expectations;
  • Optimise your CV and interview approach;
  • Explore contract, permanent, or flexible roles;
  • Understand what’s happening in your sector.
GET IN TOUCH

If you’d like help to future-proof your finance career, please contact Liz Hawkins in the first instance, on lizhawkins@srmrecruitment.com or +44(0)7508 956587

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The Hidden Dangers of AI: A Conversation We Can’t Afford to Ignore

dangerous AI
dangerous AI

AI is no longer just the stuff of sci-fi movies - it’s shaping our reality. From transforming industries to powering everyday tools, its potential is exciting BUT is it also dangerous?

Here are some of the areas where the power and limitless possibilities with AI could, coupled with our human desire to get answers as quickly as possible, lead to hidden dangers:

Data

AI systems are only as good as the data they’re trained on. If the data is biased or wrong to begin with, then the outcomes will be too. This can lead to decisions being made or changed based on incorrect data. If companies are using AI to determine or form part of their decision-making then that data needs to be secure and correct.

Data: a recruitment-related case study

A few years ago, Amazon developed an AI hiring tool to streamline recruitment, but it was scrapped after it was found to favour male candidates. Trained on past hiring data (which was mostly male) the AI penalised CVs that signalled female involvement. This case highlights key lessons on the importance of unbiased data in AI-driven hiring:

  • Biased Data In, Biased Outcomes Out: Amazon’s AI learned from a decade of male-dominated hiring, leading it to favour men and penalise terms like "women’s".
  • AI Amplifies Human Bias: Rather than improving fairness, the AI reinforced gender disparities, proving that biased data leads to biased decisions.
  • Good Data is Essential: AI must be trained on diverse, balanced data to avoid replicating past biases. Without careful oversight, AI will perpetuate inequality.

Innovation or Intrusion?

Facial recognition, behaviour tracking, endless data analysis - AI's ability to collect and process information in a split second is unparalleled. But could this great power lead to an erosion of privacy

Automation vs Jobs

Will AI mean we are all out of a job… unlikely. The speed that automation is coming in will create opportunities in some areas, but could lead to a reduction in manpower in others, particularly in tasks that are repetitive.

Creativity

Are we poorer at maths than those before us because we grew up with a calculator to tell us the answer? AI is the ‘cheat’ to creativity that is almost impossible to resist. Will AI make humans lazy resulting in less creativity? Creativity is the cornerstone of innovation, but will we let AI be our innovators?

Regulation

As innovation races forward, regulation struggles to keep pace. From deepfakes to autonomous weapons, the risks of unchecked AI are no joke. Although the EU last year implemented a new AI act which will ban certain “unacceptable risk” AI systems, both the UK and US are wanting to remain attractive to AI investment so are offering a lighter touch more flexible approach.

So, what’s the solution?

We need to prioritise responsible innovation. Businesses, policymakers, and individuals all have a role to play in ensuring AI serves humanity, not the other way around. Transparency, accountability and collaboration are the watchwords for a future where AI empowers rather than exploits.

AI isn’t good or bad - it’s a tool, just like fire. Fire can cook your food, warm your home, and power entire cities. But, if it’s not handled responsibly or gets out of control, it can also hurt people or even burn down entire forests. AI, like fire, isn’t the enemy – it is how we utilise and control it that is key!

Get in touch

David Kingston is our Head of Technology & Transformation Recruitment. If you need help to hire or are looking for you next role in this space, please contact him on davidkingston@srmrecruitment.com

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National Careers Week: inspiring and guiding the next generation

ncw tired
ncw tired

"That was a great day Dad, but I. AM. SHATTERED!"

These were the words of my son, George (13) after spending a full day in our offices at SRM Recruitment HQ in Farringdon for National Careers Week.

National Careers Week (NCW), held annually in the UK, is a dedicated event aimed at empowering young individuals with comprehensive career guidance and resources. In 2025, NCW took place from March 3rd to 8th, offering a plethora of events, workshops, and seminars designed to illuminate various career pathways and opportunities.

This year, my son George embraced the spirit of NCW by participating in a job-shadowing experience at my workplace. His school actively encouraged students to engage with their parents' professions, providing a first-hand glimpse into the working world.

A busy but valuable day

George's day commenced with shadowing me in the office, where he observed daily operations and team dynamics. He attended three client meetings, gaining insights into professional communication and problem-solving strategies. The team welcomed him warmly, and we all enjoyed a pizza lunch together, offering George an informal setting to interact and ask questions. After the final client meeting, we headed home, with George understandably exhausted but (hopefully) enriched by the day's experiences.

The benefits of job shadowing

Job shadowing offers invaluable benefits, especially for young students. It allows them to experience a "day in the life" of a professional, helping to clarify career interests and link classroom learning to real-world applications. Such experiences can significantly boost career confidence and motivation.

George's participation not only provided him with practical insights into the working world, but also sparked meaningful conversations about his future aspirations and the diverse career paths available to him. This hands-on approach to career education exemplifies the essence of National Careers Week, bridging the gap between academic learning and the professional world.

The importance of guiding the next generation

I encourage fellow professionals to involve their children in similar experiences, fostering early career exploration and informed decision-making. National Careers Week serves as a reminder of the collective role we play in guiding the next generation towards fulfilling and informed career choices.

As for George, he finished the day buzzing but looking forward to an early night (for once)! It remains to be seen if he’ll be following his Dad into the heady heights of Tax Recruitment, but regardless I know he found it an incredibly worthwhile experience. It's so important for our youngsters to get some exposure to the working world early on to help inspire them for their future!

You can find out more about National Careers Week here: nationalcareersweek.com

You might also find this article interesting: Five reasons why job shadowing helps benefit your future career: https://bnd.nd.gov/job-shadowing/

national careers week
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The Critical Role of Cultural Fit in Hiring

Culture fit team working
Culture fit team working

Hiring the right candidate isn’t just about technical skills and experience. While a strong CV may open doors, long-term success hinges on how well a candidate aligns with your company’s culture.

Neglecting cultural fit can lead to poor retention, reduced productivity, and team conflicts. That’s why assessing cultural alignment during the hiring process is crucial.

Why Cultural Fit Matters

Company culture defines the environment, values, and workplace dynamics of an organisation. Employees who align with your culture are more engaged, productive, and likely to stay long-term.

However, cultural fit doesn’t mean hiring the same personality type. Instead, focus on “culture add” – candidates who align with your core values while bringing fresh perspectives. A diverse team that shares values but offers different viewpoints fosters innovation and growth.

For example, if your team is highly analytical, a culture add might be someone with creative problem-solving skills who challenges conventional thinking. This enhances decision-making and fosters a more dynamic work environment.

Communicating Culture Clearly

Many companies assume they prioritise cultural fit but fail to define or communicate their culture effectively. Candidates want to understand your workplace environment before accepting a role. Transparency in job descriptions, careers pages, and interviews helps attract the right talent.

Risks of Overlooking Cultural Fit

Failing to assess cultural fit can negatively impact your business. Key risks include:

  • High Turnover – Employees who struggle to integrate often leave, leading to increased recruitment and training costs.
  • Reduced Team Morale – A misaligned hire can disrupt workflows, leading to frustration and disengagement.
  • Weakened Customer Relations – Employees who don’t embody company values may struggle in client-facing roles.
  • Workplace Adaptation Issues – A poor fit may struggle with communication styles, collaboration, and expectations.

How to Assess Cultural Fit in Interviews

Hiring managers can integrate cultural fit assessments into their process with these methods:

  1. Behavioural Interview Questions

Assess how candidates have handled past situations to gauge their work style and values:

  • Teamwork: “Describe a time when you worked with a difficult colleague. How did you handle it?”
  • Values: “What are the three most important things to you in a job?”
  • Adaptability: “Tell me about a major change you faced. How did you adapt?”
  • Culture Add: “Describe a recent moment when you felt engaged and productive at work. What contributed to that?”
  1. Practical Assessments

Real-world tasks provide insight into a candidate’s problem-solving and communication style:

  • Marketing candidates – Analyse a campaign and suggest improvements. This demonstrates strategic thinking, creativity, and an understanding of audience engagement.
  • Customer service candidates – Handle a difficult client scenario. This assesses their ability to stay calm under pressure, problem-solve, and communicate effectively.
  • HR candidates – Resolve a workplace conflict. This highlights their interpersonal skills, conflict resolution abilities, and alignment with company values.
  1. Culture-Focused Interactions

Introduce candidates to team members or discuss real-life workplace scenarios. This allows you to assess how they react and whether they would thrive in your environment.

Additionally, ensure candidates have a clear picture of your company culture. Use job descriptions, interviews, and platforms like Glassdoor to communicate expectations.

  1. Temporary-to-Permanent Hiring

If feasible, hiring on a temp-to-perm basis allows for real-world assessment before making a long-term commitment.

Encouraging Open Conversations About Culture

Cultural fit isn’t just about hiring - it’s about maintaining an environment where employees feel comfortable discussing and shaping workplace culture. Regular feedback and open conversations can help strengthen team cohesion and improve retention.

Conclusion

Assessing cultural fit during hiring is an investment in long-term success. A structured approach that evaluates both technical skills and cultural alignment ensures that new hires integrate well and contribute positively. By prioritising transparency and the right screening techniques, businesses can improve retention, enhance team dynamics, and build a workforce that thrives together.

Quick Checklist for Hiring Managers

✅ Define your company’s core values and workplace culture.
✅ Communicate these values clearly in job descriptions.
✅ Use behavioural interview questions to assess cultural alignment.
✅ Incorporate real-world assessments to evaluate work style.
✅ Involve current team members in the interview process.
✅ Ensure candidates have a clear understanding of company culture before hiring.
✅ Consider temp-to-perm hiring when appropriate.

Posted on

UK Tax Market Salaries 2025: Trends, Challenges and Opportunities

UK tax market salaries
UK tax market salaries
By James Rodgers, Director - Tax

As of January 2025, the UK tax market is experiencing modest salary increases, influenced by economic conditions and sector-specific demands.

Over 50% of the candidates we have spoken to recently are expecting pay rises within the 2-8% range, which is broadly consistent with the previous year. Indeed, Willis Towers Watson’s Salary Budget Planning Report, stated that overall salary increase budgets are projected to average 3.9% in 2025, a slight decrease from 4.3% in 2024.

Above-average increases for some

However, some sectors are experiencing above average increases. Typically financial services, including investment services, PE and insurance, are likely to be experiencing higher increases, with some professionals enjoying over 21% raises, particularly at the Manager and Senior Manager/Associate Director levels.

Looking ahead, broader market commentary and 2025 forecasts suggest that the evolving tax function, with an increased emphasis on real-time reporting and technological integration, may lead to higher demand for skilled tax professionals. This demand is projected to drive salary increases of around 6-10% for senior positions in the tax sector.

However, it's important to note that some professional services firms have implemented cost-cutting measures due to challenging market conditions. For instance, EY announced lower salary increases and bonuses for its UK tax staff, with a 2.2% salary increase in 2024, down from 6% in 2023 and 10% in 2022 (as reported in the Financial Times).

In summary

While certain sectors within the UK tax market are experiencing modest salary increases, overall compensation trends are being influenced by broader economic factors and organisational performance. Those professionals with expertise in technological integration and real-time reporting are likely to be in higher demand, potentially commanding higher salaries.

Salary benchmarking for senior tax professionals

We’d like to mention that we are not intending to produce an In-House Tax Salary Survey this year for the simple reason that the data it tends to produce is too broad and not especially helpful. This is particularly relevant at the more senior level where there can huge variances in the minimum, median and maximum ranges of what a professional can command.

At SRM, we prefer a more bespoke approach to salary benchmarking. We are more than happy to speak with clients and candidates alike who would like a more specific understanding of their basic pay ranges, bonuses and general packages, tailored to their individual circumstances.

So, if you’re looking to hire a senior tax professional, or are wondering what your own earning potential is, then please free to contact me, James Rodgers, on jamesrodgers@srmrecruitment.com or give me a call on +44 (0)7852 322 955.