If you’re looking to leave your current position, finding another full-time, salaried position isn’t your only option. Taking on contract work, rather than full-time, salaried employment, means working with a company on a short-term or per-project basis. For executives, serving on an interim basis and helping companies with current challenges can be exciting for those who love tackling new problems. Whether you’re an analyst or a CFO, contract work may work best with your desired schedule as well as help you build your professional network in case you want to seek permanent employment in the future.
If you’re looking for a cost-efficient solution to managing busy periods, special projects, leave coverage, a resignation, high-volume transactions, or a period of rapid change in your company’s finance department, you might consider hiring independent contractors instead of or in addition to full-time team members.
At amge+ we like to highlight some of the business leaders who inspire us through the work they do and they way they run their business. Jani Barnard of Telstra is a Business Operations Manager for Business Process & IT Operations and is an expert in business improvement and process management strategies. We caught up with Jani about her business style, what makes a great leader, and what she looks for (and avoids) when hiring new candidates.
Last week on the amge+ blog we discussed what employers should know about counter offers, now let’s take a look at counter offers from another perspective. If you’re planning to resign from your current position, it’s a good idea to prepare for the possibility of receiving a counter offer. In order to convince you to stay, your current employer may offer higher compensation, a change in responsibilities, or even the possibility of structural changes within the company. Whether or not it’s a good idea to take the counter offer depends on several factors.
When an executive or other top employee resigns, your first instinct may be to extend a counter offer to entice them to stay. Talent searches are time-consuming and costly, and turnaround negatively affects employee morale, especially in the top tiers of company leadership. While two-thirds of executives say employees usually accept counter offers, 78 per cent of CFOs say they do not extend counter offers as a practice. Here are some of the reasons why you may want to follow suit.
Now that we’ve taken a look at the impact technology will continue to have on finance, let’s take a look at the bigger picture for the future of financial and accounting services:
The finance and accounting industry was one of the first to embrace information and communication technologies, resulting in innovations such as credit cards, ATMs, automation of back-office operations, and online banking. Since the adoption of the internet in the 1990s, technology has been developed to allow for online shopping, cloud storage, offshoring employees, better tracking and reporting capabilities, and the ability to quickly and easily turn data into actionable insights. In the coming years, the tech industry is expected to disrupt financial services just as Uber has donefor the taxi industry. Here’s a look at how finance can keep up.
If you've weighed the pros and cons of offshoring your finance team and have decided to take the leap, here's what you need to know about how to do it right.
As developing countries produce an ever-increasing number of university graduates and technology makes it simpler to work with teams remotely, offshoring company operations has become increasingly popular. A 2012 report from BDO found that 46 per cent of business leaders in the Asia-Pacific region plan to outsource in the next decade, and 40 per cent of those plan to offshore. Finance and accounting services make up about 10 per cent of the global business-process outsourcing market, and we may see that increase in the coming years - Global Industry Analysts estimates this figure could grow to 70 per cent. Though offshoring of financial services is becoming more prevalent, it may not be right for every company.
A recent survey from the Global Leadership Summit in London found that 34 per cent of business leaders expect more than half of their full-time workforce to be working remotely by 2020. Given that remote employees have proven to be more productive, and teleworking arrangements save employers money on office space and other overhead costs, this should be seen as a positive thing. However, the increased prevalence of teleworking presents some interesting challenges for managers who are not used to these arrangements. We’d like to share some advice on how to manage remote employees.