Financial hit for mothers returning to work after maternity leave

A recent report by the Association of Accounting Technicians has revealed that the average mum returning to work after maternity leave aged 18 to 44 will end up suffering both financially and in her career prospects.

In many cases they are having to accept more junior roles and less money than they were on before they started their maternity leave sometimes as much as  20,000 less, but on average around  9,500 less. This is because they need to find a position that fits around their requirements which can prove tricky.

The report doesn't Clarify why Women Returning to Work Face Cuts

However, the report does not go into detail as to the exact reasons behind these reductions in salaries for women returning to work after maternity leave. It could be because they are working fewer hours rather than because employers are being inflexible and forcing them to do more menial lower-paying jobs.

But if bosses are responsible for the situation, they are not capitalising on the investment which they made in these workers before they fell pregnant. This could amount to thousands of pounds worth of recruiting and training in some cases.

65% OF Women Surveyed Earned Less after Maternity Leave

The Government has not helped the situation 

Although they say they want to boost the economy by getting more women to return to work after maternity leave, they have cut the highest level of support available through the childcare element of Working Tax Credit from 80 per cent of costs to 70 per cent. This has affected over 40,000 families to the tune of hundreds of pounds a year.

Parents who are working and therefore do not get tax credits have also been affected by Government cuts to the childcare vouchers scheme, which allows them to pay the cost of nursery care through pre-tax income.

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We've all heard of the glass ceiling that is so often applied to women's progress through the ranks of business to reach the hallowed heights of senior management and the board.

While we are seeing so many more successful female faces seemingly achieving great things on our television screens, we could be forgiven for thinking that the myth of the glass ceiling is just that a myth. After all, if we believe what we see on Dragon's Den, with Hilary Devey and Deborah Meaden as well as the frequent sightings of Karren Brady, then these days it must be far easier to reach the top of one of Britain's top businesses. 

Sadly though recent research still highlights a lack of strong female talent reaching chief executive positions today. 

In fact, at a recent count just three female CEOs head up FTSE 100 companies and the number of women achieving positions on boards has declined slightly rather than increased. 

Currently women account for around 17-and-a-half per cent of new additions to boards and women are not alone in finding this of concern. The Government has set a target of 25% to be achieved by 2015.

The Business Secretary is encouraging firms to be proactive voluntarily but if the situation does not improve in the near future then quotas have been threatened which will force companies to promote women into positions on the board. 

Rather, they would like to see businesses employ measures to retain leading female talent through understanding the needs of family working practices.For women whose target is a position on the board, research among FTSE 100 companies has indicated some trends that may at least set them on a good path to the top. 

Accountancy seems to be the key. Over half of today's CEOs have a background of finance.

Younger women may certainly have some way to go too as 81 per cent of CEOs are aged 50 or over. While the odds are still firmly stacked against women reaching the board, there are always exceptions to every rule and the more females who challenge the system and strive for excellence in business, the better balance of talent we can expect in tomorrow's boardroom.

Written by Rachael Clarke of Circle Square

Other posts by Rachael Clarke:

Helping Mums Back to Work    Building a High Performance Team   Temporary Workers' New Regulations

Why 2013 Will Be the Year You Quit Your Job    Working whilst you study - Part-Time Jobs 

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After years of lengthy work hours and demanding schedules it is no wonder that more and more women are choosing to have a break from their careers and take some time off to spend quality time with their young children. But for those women who are thinking about getting back in the saddle when it comes to their career, returning to work can be a daunting process.

Flexible Hours Would Help Mums Back to Work

A challenge in itself, motherhood certainly demands a large amount of focus and for those mums who have been away from the workplace for two or more years, finding the right opportunities to return to work can be half the struggle. For many women, returning to work means needing access to flexible office hours and fitting business in around suitable childcare. This is added to the fact that after a few years of absence many mums feel a complete lack of confidence in themselves   even if they have previously held high level positions up until starting a family.

The Government is Certainly Eager to get more Mums Back to Work

The government is introducing incentives to help mums back to work, like shared parental leave from 2015. However, those trying to get back into the workplace now say much of the challenge is changing the mind set of current employers. Mums wanting to restart their careers would really benefit from flexible working opportunities like job shares or the chance to work from home. Thankfully these opportunities are starting to be more readily available as employers see that mums returning to work are valuable members of the team despite their career break.

Mum's Cite a Lack of Confidence Preventing a Return to Work

However, sometimes convincing mums of this is actually the hardest part with the majority of women citing a lack of confidence as the reason for not exploring the opportunities available. Workshops like the Returning Talent schemes run by the city-based Bank of America are hoping to change this. The three day courses hope to give women the right tools and a boost in confidence to have what it takes to secure a job in today's competitive job market.

Workshops Providing Mum's with Career Advice & Support 

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Be Well Prepared for a chance at a Banking Career

Banking interviews can often consist of many stages, testing the aptitude, skills and flexibility of the candidate in order to determine his or her suitability. Most of all, employers want to know what kind of impact the individual will have on their bottom line.

One of the first things you will be asked is what you know about that particular company. It is important to have done your research thoroughly, as well as to have a satisfactory answer when they ask you why you have chosen banking as your profession.

Competency based questions are a popular method of establishing core skills; the interviewer will ask the candidate to draw on real life experiences of problem-solving, leadership or client management, therefore it is vital to keep a handful of prepared examples in your back pocket.

Specific, finance-related, investment banking questions could include: If you could buy one stock today, what would it be (and why)? What do you mean by ‘cost of capital’? Can you explain the effect of rising interest rates on the economy? What technique do you use to value firms? Be sure to know the role you are applying for inside out, as you could be presented with a hypothetical situation in which to prove your worth.

Behavioural or personality-based questions often probe your ability to work within a team and under pressure. You may be asked where you see yourself in five, ten or fifteen years. You will almost certainly be asked to list your areas of strengths as well as your weaknesses (always try to put a positive spin on this, by thinking of them more as areas for further development).

Always consider your USP – unique selling point. Banking interviewers will be looking for somebody exceptional, somebody who brings a talent or quality to the table that sets them apart from the competition. City CV are banking industry experts and offer a full interview coaching package; to find out how we can help you stand out from the crowd and win your dream job.

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In order to increase employee productivity your main objective should be to ensure that your staff feel valued. It is far more cost effective to hold on to existing employees for as long as possible than to have to repeat the recruitment process – potentially being left without members of your team for long periods of time. Your staff need to feel respected and have the freedom and responsibility they need to succeed. It has become even more important to keep staff motivated to boost productivity in these times of tough economic conditions.

There are several ways you can boost your employee confidence and, in turn, productivity; many of which require very little capital. At the forefront of these methods is improved communication in your workplace. Effective communication throughout your workforce is essential in allowing for effective carry out of even the smallest tasks. Your leaders may need to be proactive and managerial, but they also need to be approachable. 

To boost work output, ensure that the relationship between your employees is one that is not full of anxiety – you won’t get the best from your staff if they feel they are not able to honestly communicate with each other, whether sharing new ideas or discussing problems.

Make sure those at-the-top communicate with their office employees even in the most basic of ways each day; just a simple ‘good morning’ or ‘good bye’ can make sure that your staff don’t feel invisible to their seniors.

Recognition is another large part of increasing employee productivity. If your staff feel appreciated for the work they do for you, they are much more likely to continue with the same momentum. When efforts go unnoticed it can lead to an attitude of ‘why bother’. Praise on-the-spot will have a greater impact than praise that is delivered days or weeks later. Help your staff to celebrate their successes and feel that they are responsible for company successes as a whole too.

Whilst some of these simple tips are cost-free, investing company money into staff training is also hugely beneficial. When you are prepared to invest time and money into your employees this helps emphasise that they are valued and will help them to have a refreshed outlook on their work. Training acts as a form of personal training which will boost self-esteem, teamwork, communication and ultimately – productivity in your workplace.

Don’t forget to regularly reassess your working environments too. Just as the relationships between co-workers need to be relaxed and healthy, so does your office atmosphere. Are your staff coming to work in a space that is clutter-free and inspiring? Do you have comfortable office chairs and reliable equipment? Is your day-to-day business schedule working to provide an enjoyable yet productive work day? If not, now is the time to upgrade your meeting spaces and add informal discussion times to your schedule – give your employees a place to be creative and pro-active.

Finally, how about taking your staff out of the office now and again? This will provide a change of environment and outlook, allowing employees to look at things from a new perspective whilst feeling they have been treated - perhaps to a business lunch or conference event. Hold annual events or conferences in a different setting. Find a venue which will help to motivate and inspire your staff.

Author Bio: This article was brought to you by Conference Care who provide a range of event management and conference finding services.

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You will have the knowledge and support of two world leading specialists to ensure that your visa paperwork and foreign exchange are in safe hands, leaving you to focus on settling in to your new home. 

As a mutual client of Circle Square and Global Visas, you will have access to: 

Free assessment to see which is the best visa for your needs  Personal case managers who will provide much needed expertise and support at every stage of your relocation  Advocacy services to give you the best chance of securing a visa  Expert advise and support throughout your application.    

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Mergers & Acquisitions .... Behind the Scenes

When a smaller company is acquired by a larger one this merger is usually seen in terms of opportunity. For the smaller organisation a takeover is deemed evidence that it is doing something right and has something to offer the wider marketplace. The larger firm gains recognition for being able to identify innovation and being in a position to progress.

All too often the human cost of takeovers is forgotten. If business reorganisation is not successfully managed it can have a detrimental impact on employees in both the acquiring organisation and the one being purchased.

Mergers & Acquisitions

When two companies come together, no matter how complementary their business activities, there will be differences in how they operate, their culture and style and even their basic business processes. For a merger to be successful this needs to be recognised and managed if a seamless future organisation is to be realised.

Employees are Affected by the Stress of the Acquisition Process 

Change is difficult for many employees, particularly if they have little or no involvement in decision making processes. A general dislike of change, however, can become more pronounced at a time when an acquisition is taking place. The upshot of this is often employee stress, poor morale and an impact of the ability to work effectively.

Successfully Managing the Merging of Two Organisations 

When it comes to successfully managing the merging of two organisations the key to ensuring success is to ensure that excellent communication is at the heart of the business planning process. As much information as possible should be shared with employees about what is happening, how this will impact on the organisation and, in particular, how this will affect individuals. Timescales for any changes should be given and regular updates provided to ensure that employees are not left behind.

It is sensible to assume that there will be a degree of conflict as the two organisations merge. It is inevitable that the ways things were done by the smaller company will need to change in order to meet the needs of the acquiring one, which will also need to adapt to bring a new organisation into its folds.

Employees Fear Job Loss

Additionally, employees of both organisations can be fearful that they will lose their jobs. In such difficult times it is not uncommon for some to leave the company altogether, preferring to find a new job rather than face uncertainty in their existing one.

To Retain Talent it's Essential During Mergers & Acquisitions to Consider Human Impact

If an organisation is to retain its talent it is essential that the human impact of a takeover is acknowledged. If it isn't, employees will look for a better role elsewhere.

Private Equity Firms Facing Strong Competition from Family-run Investors

Family-run Private Equity Firms Long-term Game Plan

These families have notoriously deep pockets and are well-known for seeking to secure their assets for future generations. This desire shows itself in a long-term game plan, including a willingness to wait for good returns, which naturally puts them ahead of the 'fast buck' mentality of PE businesses.

German Family Investors Creating an Empire in the Hot Drinks Sector

For example, Joh A Benckiser (JAB), the investment organisation of the billionaire German family Reimann, bid for the Douwe Egberts brand in recent months. By doing so it will create an empire in the hot drinks sector that will genuinely challenge the current market leaders of Mondolez International and Nestle, even if the strategy takes some years to fully play out.

Family Funded Business Investments are Likely to Continue Growing

The Beverage and Food Industries Continue to be very Attractive Investments

Allowing for real gains from competitive activity, particularly for big-hitting investors with sector specific experience. JAB has already hired a number of industry veterans to manage its investment, including former CFOs and CEOs of Mars.

Other Family Owned Private Equity Firms have the Ability to do Similar Deals 

Most notably, Maxingvest, who are the investment arm of the Herz family. This family owns the massive Tchibo retail business. Equally, a family-owned investment business in Belgium has just invested heavily in a range of consumer businesses, including Remy Cointreau.

Further Options are Available to Family Private Equity Firms who Choose to Co-invest 

Such as 3G, the Brazilian PE firm, which linked up with Berkshire Hathaway to buy Heinz earlier this year for a cool $23.2 billion. The PE ratio for the deal was calculated at 14.6, which is higher than most traditional PE firms will accept.

Family Private Equity Firms Benefiting from Long-term View

Representatives for these powerful families point to the benefit of having a long-term view and the necessary assets and tools to make these investment deals work. Many have a time frame of between 15 and 20 years for their investments to work.

Previous Dominant PE Firms Feeling the Pressure

As result, the previous dominant forces of PE firms are being left in a weak position and desperately attempting to hold ground. They will need to re-evaluate to maintain their viability in an increasingly competitive market.

Written by Ross Stokes of Circle Square - Financial Recruitment

Private Equity Analyst    Investment Executive    Private Equity Associate    Investment Manager    Investment Director / Principal    Private Equity VP / Associate Director

Auditors Facing Hard Times

More specifically, there is the question of who the customers of an audit actually are. Even with supposed restrictions and rules in place, the profession remains one that is fighting for its reputation.

Auditors Under Pressure

Many would see Enron as simply the straw that broke the camel's back. Yet it took the events of 2002 to really put statutory audits under the microscope. The big issue that subsequent reports highlighted was the potential for conflict when auditors find themselves torn between the external pressures of the wider financial world and the internal stress of pleasing the corporation bosses.

Chief Financial Officers Inextricably Linked with Auditors

Some would argue it is the nature of business that chief financial officers become inextricably linked with auditors. Both jobs are numbers based, both jobs require information from each other and both jobs share resources.

The difficulty is that this blurring of boundaries can threaten the much-needed objectivity of the auditor. So as easily explained as these cosy relationships are, it is no surprise that many corporations are still attempting to ensure the distance between the two interested parties is clearly defined.

Clearer Auditing Routines

The Auditor Expected to Report to both the Committee and CEO

Increased Transparency of Auditors