hays uk salary & recruiting trends 2015

HAYS UK SALARY & RECRUITING TRENDS 2015

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CONTENTS

Introduction 1

Recruitment trends 2

Salary guide

Accountancy & Finance 14Accountancy support 18Corporate governance 20Credit management 22Payroll 24Part-qualified accountancy 26Qualified accountancy 28Public practice 34Taxation 38Treasury 46

Construction, Engineering & Property 50Construction 56Health and safety 62Surveying consultants 64General practice surveying 68Architecture 78Civil and structural engineering 82Facilities management 88Building services 90Social housing 94

Human Resources 98Generalist 102Reward and benefits 108Learning and development 112Talent and resourcing 116

Information Technology 120Business intelligence 124Cloud 126Development 128Enterprise resource planning 132Infrastructure 138Leadership 140Projects and change management 144Security 146Telecoms 148Testing 150

Legal 154Private practice 158In-house 160Public sector 164Paralegal/legal executives 166Company secretarial 170

Marketing 172Brand and product marketing 176Events 178Insight 180General marketing 182Online and digital 184PR and internal communications 186Public sector 188

Office Support 190Administration 192PA and secretarial 194Contact centres 196

Procurement & Supply Chain 198Procurement 202Public sector procurement 206Manufacturing 208Supply chain 210Logistics 212

About us 216

Contact us 218

INTR

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Hays UK Salary and Recruiting Trends 2015 | 1

EMPLOYEES ON THE MOVE ADAPTING TO THE NEW DYNAMIC

Nigel Heap, Managing Director, Hays UK & Ireland

As part of our commitment to sharing meaningful insight this guide identifies the trends driving hiring in the UK at present and includes a comprehensive analysis of salary, benefits and employment data across the key sectors we recruit for.

The outlook for the UK is positive and organisations are looking to take advantage of the opportunities that a growing economy brings. Recruitment is firmly on the agenda as many organisations adapt to increasing workloads, but employers are finding it difficult to recruit the skills and experience they need as the talent mismatch becomes increasingly acute.

Fierce competition for professionals is starting to drive salary rises in many professions and we are seeing an increase in the number of candidates receiving counter offers as employers look to retain existing employees.

As the market changes, many individuals are becoming more confident to look for new roles and are starting to consider their career options. 61% of the professionals we surveyed anticipate moving jobs in the next year, and whilst salary was an important factor, our research found that many were also looking for career progression.

This is important for employers to think about as they compete to recruit and retain staff, as is a strong benefits package and organisations must be aware of what their competitors are offering in terms of career development and training.

Looking to 2015, investing in apprenticeships and training programmes will be important to UK organisations, not only to fill key skills gaps in their workforce, but also to attract and retain professionals by demonstrating that they are committed to giving them opportunity for career development.

Just as the economic downturn affected each industry differently, we are seeing the pace and influence of recovery differ between sectors, professions and geographic locations. In this guide we provide regional salary data for a broad range of professions, accompanied by detailed commentary on conditions affecting the recruitment market in key sectors.

This is supported by expert opinion from respected UK institutes and professional bodies. We hope you find this guide both useful and informative and look forward to discussing the findings with you.

Nigel Heap

Welcome to our 2015 guide to salary and recruitment trends within the UK. We speak to thousands of employers and jobseekers every day, so we know how important it is for a business to recruit and retain the right people, especially in a time of economic growth.

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RECRUITMENT TRENDS

MethodologyThis guide has been compiled using data gathered during 2014 from 96 Hays offices across the UK. The salary data is based on job listings, job offers and candidate registrations.

The findings of our benefits survey are based on responses from over 10,000 employers and employees from organisations of all sizes throughout the UK.

Thank youWe would like to express our gratitude to all of the professionals, institutes and organisations who provided valuable insight and to those individuals who participated in the collection of data for this year’s guide. Your contribution has allowed us to produce such a comprehensive document, which will help to shape business and career decisions.

UK-8808-1_UK Salary Guide 2015_00_Book.indb 2-3 28/10/2014 09:08

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4 | Hays UK Salary and Recruiting Trends 2015 Hays UK Salary and Recruiting Trends 2015 | 5

Employee mobilityConcern over pay, along with a perceived lack of opportunities for career progression, is why a startling 61% of those questioned anticipate moving jobs within the next 12 months, with 38% thinking of moving within the next six months. This will clearly present a significant challenge to employers.

Looking at why people move provides an indicator for where employers need to focus. 97% of employees think that they have the skills to do the job. However, the findings indicate they are neither happy with their pay nor excited by their current prospects. 57% of respondents state they are dissatisfied with their salary and 49% feel that there is no scope for career progression within their organisation.

This is reflected in employees’ motivations for changing jobs, with 27% citing salary as the key reason for moving and 26% stating that the lack of future opportunities is the reason for leaving. Employers need to be alert here, as only 29% of employees have acted on their salary frustrations by asking for a rise.

61% of those questioned anticipate moving jobs in the next 12 months.

Competing for the bestOver the last twelve months 72% of employers have awarded salary increases. However, despite the competition for talented individuals, this year only 60% of employers are planning to pay more to attract and retain the best professionals. Given the level of employee dissatisfaction it might be prudent to rethink remuneration strategy.

In addition to the salary issue, organisations are very much aware of the growing skills shortages. Only 67% of employers think they have the talent to meet current business objectives. Finding this talent is going to be challenge as 80% of employers expect a shortage of suitable candidates. Of those skills that are sought after, it is leadership and management that appear most in demand, followed by operational and technical skills and then IT and digital.

Organisations are partly addressing this with training, with 25% having increased the training budget and 31% having recruited apprentices. But recruitment seems to be the key response, with 29% targeting candidates from other industries and professions, and 30% increasing their recruitment budget.

Benefits are keyMany of the employers we speak to are placing greater importance on their benefits package in order to secure the best candidates. Above statutory pension, childcare vouchers and financial support for study are the benefits most likely to be offered by employers.

Although just under half of employees rate their work-life balance as very good or good, workers still value their time off, with 36% of employees stating that over 25 days’ annual leave is the most important benefit when considering a new role. Employees are also financially-minded, with 23% stating that an above statutory contributory pension is the most important benefit and 11% looking for financial support for professional studies.

Flexible working is also sought after by employees, with flexitime considered the most important option when considering a new role. 69% of respondents stated that flexitime is very or quite important, followed by 60% who feel that working from home is an important benefit.

However, although it is becoming more commonplace, flexible working doesn’t rate so highly with employers. Only 51% of employers allow flexitime and only 39% said they actively encourage their employees to take up flexible working options.

The year aheadIn summary, the outlook for the coming 12 months is one of growing positivity, increased recruitment activity and ongoing competition for the most in-demand professions and skills.

To attract and retain the individuals needed to make the most of the economic upturn, organisations need to ensure that not only are the pay and benefits on offer attractive, but that their existing workforce is challenged and given the opportunity to further enhance their careers.

A lack of recognition of the importance of this may result in a loss of competitive edge, as high performers and loyal employees with deep expertise choose to build their futures elsewhere.

80% of employers expect a shortage of suitable candidates.

The outlook across the UK is one of growing positivity from employers and employees alike. Organisations are keen to hire new skilled professionals to help them grow, and people are more confident about moving jobs to progress their career.

Recruitment on the agendaWhen asked to look 12 months ahead, two-thirds of organisations we surveyed expect their business activity to increase, which highlights the growing confidence starting to spread across the UK. This is directly translating into significantly increased recruitment activity with seven out of ten employers planning to increase their headcount over the next twelve months.

Over the past five years there has been a preference among many organisations to recruit on a temporary or interim basis, in order to have greater control and improved flexibility on staffing costs. As the economy improves, so does the desire to recruit on a more permanent basis. 62% of organisations plan to hire more permanent staff than last year, compared to 33% expecting to recruit more temporary, contract or interim workers.

Seven out of ten employers are planning to increase headcount.


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ATTRACT AND RETAIN THE BEST IMPROVING PROSPECTS


How will the number of people you recruit compare to the previous 12 months? (%)

Permanent sta�

Temporary, contractor interim sta�

Part-time sta�

School/College leavers

Apprentices

Graduates

Experienced hires from the same profession/sector

Experienced hires fromother professions/sectors

Recruit more No change Recruit fewer Not planning to recruit

62

33

17

14

28

27

43

21

26

33

44

40

31

39

38

44

9

14

5

2

2

3

3

3

3

19

34

43

39

31

16

32

NOTE: Numbers have been rounded to the nearest whole. N/A answers have been excluded.

Top five reasons for wanting to leave:

27% 26%

My salary and/or benefits package

13%

The workitself

10%

LocationLack of futureopportunities

18%

Concerns aboutjob security

When do you anticipate you will next move jobs?

38% 23% 16% 9% 15%Within 6 months Between 6-12 months Between 1-2 years Between 2-3 years More than 3 years

Accountancy

Architecture

Construction

Customer serviceand contact centres

Engineering

Financial services

Human resources

IT

Legal

Marketing, PR andcommunications

O�ceadministration

Procurementand supply chain

Secretary/PA

Within 6 months Between 6-12 months Between 1-2 years Between 2-3 years More than 3 years

36

30

42

51

41

38

35

38

21

26

23

18

16

21

17

21

24

15

27

169

1711

7 1613

6 1116

13 168

10 1512

15 12

916 10

38

37

48

36

35

26

30

21

23

18

1022

17

15

519 15

11 8

6 14

7 9

7 22

Employee mobilityRecruitment on the agenda

In the next 12 months, do you expect your organisation’s activity levels to change?

66% 27% 4%Increase Stay the same Decrease

Are you planning on recruiting staff over the next 12 months?

70% 30%Yes No


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ATTRACT AND RETAIN THE BEST PROGRESSION MATTERS

In the past year, have you asked for a pay rise?

13% 16% 71%Yes, successful Yes, not successful No

Are you satisfied with your salary?

43% 57% Yes No

During the last 12 months, have the salaries of your workforce changed?

21% 28% 23% 25% 2%Increased Increased in line Increased Stayed the same Decreased above inflation with inflation below inflation

Top three challenges employers expect to encounter when recruiting over the next 12 months:

80% 53% 50%

Shortageof suitableapplicants

Competitionfrom otheremployers

Applicants withunrealistic salary

requirements

Over the next 12 months, how do you expect the salaries of your workforce to change?

60% 39% 1%Increase Stay the same Decrease

What action have you taken to address immediate skills shortages within your workforce?

31% 29%

Recruitedapprentices

26%

Allowed employeesstudy leave for

external training

25%

Increasedtraining budget

Recruited fromother industriesor professions

30%

Increasedrecruitment budget

Which of the following skills are most needed by your organisation in order to achieve current business objectives?

57% 45%

Managerial/Leadership

28%

Finance

26%

SalesOperations/Technical

33%

IT/Digital

Is there scope for career progression within your organisation?

51% 49% Yes No

Do you feel you have the skills needed to fulfil your current role?

97% 3% Yes No

Employee mobility (continued) Competing for the best (continued)

Competing for the best

Do you think your organisation has the talent needed to achieve current business objectives?

67% 33%Yes No



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ATTRACT AND RETAIN THE BEST EVERYONE BENEFITS

How would you rate your work-life balance?

12% 35%

Very good

12%

Poor

4%

Very poorGood

37%

Average

Importance of flexible working options when considering a new role: (%)

Part-time working

Flexitime

Job sharing

Home or remote working

Compressed hours

Term-time working

Annual hours

Not important at all Not very important Quite important Very important

55

13

67

17

25

63

58

22

18

22

23

30

20

26

14

43

8

37

33

12

12

9

26

3

23

12

5

4

Which of the following flexible working options does your organisation currently offer?

65% 58% 30%51%

FlexitimePart-timeworking

Jobsharing

25%

Compressedhours

Working from home or remotely

Flexible working

Do you encourage your employees to take up flexible working options?

39% 61% Yes No

Benefits most frequently offered by employers:

63% 60%

Above statutorycontributory pension

49%

Cycle to workscheme

47%

Over 25 days’annual leave

Childcarevouchers

55%

Financial support forprofessional studies

Top five benefits sought by employees:

36% 23% 8% 8%11%

Over 25 days’annual leave

Above statutorycontributory pension

Financial support forprofessional studies

Health insurance orprivate medical cover

Company car orcar allowance

Benefits are key

Work-life balance



SALARY GUIDE


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ACCOUNTANCY & FINANCE AN APPETITE FOR CHALLENGE

Accountancy and accountancy support There is an increased demand for qualified accountants and accountancy support across most sectors, particularly professional services, education, engineering, construction, manufacturing and retail.

We have seen a steady increase in the number of senior appointments across the whole of the UK. However, many employers are still keen to recruit individuals with specific sector experience, rather than look for those with transferable skills.

We are still seeing strong demand for commercially-oriented finance professionals for finance business partner roles, and financial or business analysts with excellent data mining and Excel skills. There has been a significant rise in the demand for newly qualified accountants with 0-3 years’ post-qualification experience in all sectors. This is starting to inflate the salary requirements for candidates, and in turn we are seeing some significant counter offers, with some candidates already being offered up to £10,000 extra salary to remain where they are.

There is a high demand for experienced part-qualified accountants, with a number of employers looking to recruit graduates into these roles to cover a shortage in candidates. As the restraints on training contracts are well and truly lifted we are experiencing a heightened demand for early and mid-stage studiers.

The all important SME market continues to show positive signs and this continues to fuel the demand for experienced bookkeepers and ledger staff.

We have seen a steady increase in the number of senior appointments and many employers are keen to recruit individuals with specific sector experience, rather than look for those with transferable skills.

Corporate governanceThe UK corporate governance market is extremely busy at present, especially given the increased demand for businesses to effectively mitigate risk and meet statutory requirements.

Now that the UK economy is in growth, an increased number of organisations are recruiting internal auditors to replace individuals who have moved internally. Most large organisations see internal audit as a ‘talent pool’ for the business, offering recently qualified accountants from practice their first commercial move into industry.

As a result of the downturn in graduate intake by firms of chartered accountants during the recession, the number of candidates qualifying as ACA, CA and ACCA is lower than in pre-recession times. Organisations are now competing for the top talent and counter offers from existing employers have become commonplace as well as organisations increasing salaries to retain their best staff.

Internal audit functions within blue-chip organisations are now more pro-active, consultative and business focused than ever before. As a result, it is becoming increasingly common for companies to place emphasis on an individual’s communication and influencing skills, rather than purely concentrating on their technical ability.

Employers are increasingly looking to recruit auditors for in-house IT audit functions, reflecting the need for greater assurance around the IT control environment. In order to improve efficiency, many large audit teams use computer aided audit techniques (CAATs) to highlight anomalies in large volumes of data. Those who have practical experience of CAATs are in demand, as are individuals who have some IT general control testing experience.

2014 saw a considerable amount of movement in the accountancy and finance job market in the UK, with both permanent and temporary recruitment accelerating as the economic recovery gathered pace.

Much of this took place from spring 2014 onwards with a much busier job market over the summer months than in preceding years. As private sector organisations continue to grow going into 2015, those skilled finance professionals who can interpret business and financial data, manage cash flow, enhance process efficiency and communicate with a business effectively, will be in demand.

Along with the demand for junior and middle management employees, there has also been a significant uplift in demand for accountancy support professionals, particularly within SMEs. This is a result of many companies, having operated with very lean headcount during the recession, that are now looking to add in the more specialist functions that support growing businesses.

Changes in business leadership and strategy usually mean changes in people. We are seeing more of an appetite from finance leaders looking for a challenge in a new role due to the increase in opportunities available.

The UK finance market remains dominated by permanent recruitment, but we expect demand for temporary and interim staff to pick up rapidly as project work rises and many businesses increase their investment in technology or begin other major business transformation programmes.

Legislative and statutory changes are also affecting employment trends in finance. It is no surprise that real time information (RTI) reporting and pension auto-enrolment are still causing pressure on the payroll sector.

Changes in business leadership and strategy usually mean changes in people.


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ACCOUNTANCY & FINANCE AN APPETITE FOR CHALLENGE


Credit managementThere has been a significant upturn in permanent recruitment at credit controller level with many vacancies being created by people who now have the confidence to move job and further their career.

SMEs are recruiting more credit controllers either as an addition to a small team or into stand-alone roles. The candidates in demand have sales ledger, credit risk and possibly litigation skills. Some SMEs are prepared to pay more for professionals who possess this experience and this is driving salaries forward across the market.

There is also increased demand for those with experience gained in high volume and fast paced credit control roles, both on a temporary and permanent basis.

A good credit manager has strong management skills; commercial nous, systems knowledge and can motivate and inspire a team. The best candidates in this area are in demand, particularly where a business has a short to medium term need, and we have noticed that interim pay rates have increased sharply.

As UK business continues to broaden across international horizons, we have also noticed more calls for candidates with European languages. Where these requirements are very specific, and there is a shortage of relevant candidates, there are pockets of wage inflation in certain areas of the UK.

Training budgets have been reinstated or increased in many companies post-recession, particularly where succession planning and staff retention has come higher up the board agenda. This means that more employers are prepared to offer ICM study support to credit controllers, even at junior levels, in an increased effort to develop and retain talent. The ICM is set to become a chartered institute by the close of 2014 and we are seeing the profile of the ICM qualification increase amongst both employers and employees.

As UK business continues to broaden across international horizons, we have also noticed more calls for candidates with European languages.

PayrollThe payroll profession continues to be as busy as ever due to the workload pressures from auto-enrolment and RTI. Companies are in a race to attract the best payrollers to their organisation.

Smaller businesses approaching their staging dates are struggling with pension auto-enrolment because many simply do not have the knowledge or resources to implement it. Business owners and managers are experiencing growing concern over meeting the requirements or incurring significant penalties.

Some organisations were leaner on headcount in the recession, but as the economic recovery speeds up, companies are hiring more staff. This is putting extra pressure on the recruitment market as businesses battle to attract and retain the best payroll professionals. Salaries are increasing and employers often have to pay above the market average to entice the talent they need.

Prolific payroll hiring is taking place in the big urban centres such as Birmingham, Cardiff, Manchester and London, with employers preferring experienced candidates who can manage the end-to-end payroll process.

Public practice From the Big 4 accountancy firms to regional independent firms, this is a highly competitive market and those looking for jobs in the profession have many options available to them.

The Big 4 are hiring across a number of service lines including compliance and advisory, and candidates continue to benefit from an extremely varied and interesting career path.

Salaries could see an above inflationary increase in response to continued demand for audit professionals, and the majority of firms have increased their entry level recruitment for both graduates and school leavers as they plan for the next few years ahead.

As the market continues to improve, demand for public practice professionals is expected to continue to replace leavers (particularly at newly-qualified level) and to allow for continued business growth. Temporary workers are covering the busy audit season and notice periods, as well as client projects such as insolvency, where a temporary workforce is required for a fixed period of time.

We are also seeing more investment in succession planning and career development strategies to nurture the partners of the future.

Tax and treasury2014 provided a range of challenges in the tax recruitment market with demand for a variety of different profiles and levels of seniority across a wide range of sectors.

We continue to see demand for strong compliance and accounting experience at all levels as the compliance burden and the need to satisfy HMRC continues to dominate the agenda for in-house tax functions.

There is an increase in focus on commercially- driven positions, including VAT and transfer pricing. These types of roles have replaced the classic corporate M&A and transactional roles that were the hallmark of a buoyant market, although recent activity will no doubt lead to an increase in these types of roles.

Furthermore, we have also noticed the return of ‘green-field’ site roles or even re-instating tax functions in some mid-sized groups keen to optimise their tax position, ensuring they are compliant and reducing their reliance on advisers.

We have seen the market improve as companies increasingly look to increase the headcount in their treasury teams. This can be seen across the board from manager level to analysts.

Whilst the market improves, there has been some delay on organisations’ ability to adapt to the increased demand for professionals and the competition for the best talent. This is a stark contrast to the slow recruitment market over the last five years. Treasurers now find themselves with numerous options and companies have to find more appealing ways to attract potential employees.

There is notable demand for professionals with skills in; financial planning, cost analysis, risk management/audit and IFRS reporting.

Public sector Organisations are still under pressure to control costs and increase efficiency, so there must be clear evidence of how additional resource will add value before recruitment is undertaken. However, there is still an increasing level of activity compared to a few years ago.

In general, we have seen a shift towards organisations looking to make more permanent appointments. Given the considerable change that departments and organisations have undergone it made sense to use interims during the transitional period, but as things settle there has been a drive to fill senior positions on a permanent basis.

There is notable demand for professionals with skills in; financial planning, cost analysis, risk management/audit and IFRS reporting. The interim market is still strong and additional resource is being utilised across all sectors, such as streamlining business processes, implementing new systems, assessing new business initiatives, cost analysis and implementing IFRS reporting. Of course, there is continued demand for interims to cover permanent vacancies whilst the recruitment process is progressed.



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London £ Range £ Typical

QBE Finance Manager 35,000-45,000 38,500

Bookkeeper 18,000-35,000 28,000

Assistant Accountant 17,000-30,000 28,000

AAT Studier 23,000-27,500 25,000

Ledger Clerk 20,500-26,000 23,000

South East England £ Range £ Typical


Bookkeeper 22,000-30,000 25,000


AAT Studier 16,000-25,000 20,000

Ledger Clerk 17,000-24,000 20,000

East of England £ Range £ Typical


Bookkeeper 19,000-28,000 24,000


AAT Studier 17,000-25,000 21,000

Ledger Clerk 15,000-22,000 19,600

South West England £ Range £ Typical


Bookkeeper 18,000-25,000 22,000


AAT Studier 16,000-24,000 22,000

Ledger Clerk 16,000-24,000 19,000

Wales £ Range £ Typical


Bookkeeper 19,500-22,000 21,000


AAT Studier 16,000-22,000 18,500

Ledger Clerk 16,000-21,000 19,000

West Midlands £ Range £ Typical


Bookkeeper 19,000-26,000 23,000


AAT Studier 18,000-24,000 20,000

Ledger Clerk 17,000-22,000 19,000

East Midlands £ Range £ Typical


Bookkeeper 19,000-25,350 21,000


AAT Studier 18,000-24,000 20,000

Ledger Clerk 15,000-20,000 17,000

Yorkshire and the Humber £ Range £ Typical


Bookkeeper 18,000-23,000 21,000


AAT Studier 15,000-20,000 17,500

Ledger Clerk 15,000-19,000 17,000

North East England £ Range £ Typical


Bookkeeper 16,000-22,000 18,000


AAT Studier 16,000-20,000 18,000

Ledger Clerk 16,000-25,000 18,000

North West England £ Range £ Typical


Bookkeeper 20,000-25,000 22,750


AAT Studier 16,000-22,000 20,000

Ledger Clerk 14,000-25,750 19,000

Northern Ireland £ Range £ Typical


Bookkeeper 17,000-22,000 19,000


AAT Studier 17,500-22,000 19,000

Ledger Clerk 15,500-20,000 17,500

Scotland £ Range £ Typical


Bookkeeper 17,000-23,000 21,500


AAT Studier 18,000-23,000 20,000

Ledger Clerk 16,000-20,000 18,000

Mark Farrar Chief Executive, AAT

Overall, the market for accounting technicians has not suffered to the extent that other professions have. Numbers have held up well and as the green shoots in the economy start to take hold employers are more willing to recruit.

This is reflected in AAT’s latest annual membership survey, which reveals that unemployment in the sector has fallen by 5%. Likewise, employees are now more likely to consider pastures new to progress their career. This means it is less of a buyers’ market when it comes to recruitment and employers will have to do more to hire and retain the best people.

A growing economy is giving more employers the confidence to focus on expansion while employees are more willing to take the jump into a new position. A recent study by the Organisation for Economic Co-operation and Development (OECD) indicates that, whilst the UK is on its way to becoming a graduate economy, this has not lead to a rise in people who possess skills such as numeracy and literacy. So one issue for employers is finding well-qualified staff, who also have these key skills.

AAT has recently launched a number of qualifications that complement and strengthen our existing offering, particularly for bookkeeping and computerised accounting. These continue our commitment to provide flexible, stimulating and useful educational resources that enhance the skills of everyone from a business owner looking to improve their finance skills to a young person seeking a non-graduate path to a professional career.

ACCOUNTANCY & FINANCE ACCOUNTANCY SUPPORT

Sarah HathawayHead of ACCA UK

ACCA’s 170,000 members globally and 68,000 in the UK are optimistic about prospects in 2015. But they also see challenges and opportunities ahead.

In 2015, it will be crucial for candidates’ qualifications around legislation and business to be relevant. Finance professionals have a wide remit, from dealing with audit to handling a business’s or individual’s tax affairs to compiling corporate reports. Value creation is the next step in the evolution of corporate reporting. We are working closely with the International Integrated Reporting Council (IIRC), a global coalition of regulators, investors, companies, standard setters, the accounting profession and NGOs, to support this new reporting model.

The development of ‘integrated reporting’ (IR) is a new way of presenting financial information about a business to its stakeholders. IR is about explaining what is material to that business and its stakeholders, and this is an exciting development in which accountants will be involved. It puts them in the centre of the organisation, rightly in a place of influence. As a result, we have introduced IR into the ACCA qualification, preparing finance professionals with the skills necessary to report on material issues that matter to stakeholders.

In the wake of the financial crisis, we need to bolster reputational trust for businesses, and also for the public sector too. Public value – which we define as acting in the public interest, promoting ethical business and helping grow economies – is key to the profession’s success. So a focus on ethical standards will become more important, as will the central role of the CFO in a business’s strategy and success. ACCA has put ethics and professionalism at the heart of our qualifications. It is also a central component of the continuous professional development our members undertake.

There is no shortage of people wanting to come into the industry; there is a demand for accountants at all levels. Opportunities abound, making 2015 a time of great potential for accountants and the esteemed discipline of accountancy.



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Head of/Director 80,000-200,000 125,000

Senior Audit Manager 65,000-95,000 87,000

Audit Manager 55,000-80,000 70,000

Senior Auditor 50,000-63,000 58,000

Auditor (Newly Qualified) 45,000-52,000 47,000

Junior Auditor 22,000-42,000 35,000


Head of/Director 75,000-200,000 119,000


Audit Manager 50,000-80,000 68,000

Senior Auditor 42,500-57,500 53,000


Junior Auditor 23,000-43,000 35,000


Head of/Director 70,000-125,000 95,000


Audit Manager 45,000-75,000 59,000

Senior Auditor 40,000-52,500 45,500


Junior Auditor 20,000-35,000 30,000

South West England and Wales £ Range £ Typical

Head of/Director 70,000-150,000 99,000


Audit Manager 45,000-80,000 65,000

Senior Auditor 37,500-55,000 47,000


Junior Auditor 20,000-38,000 31,000


Head of/Director 70,000-150,000 97,000


Audit Manager 45,000-80,000 62,000

Senior Auditor 40,000-55,000 48,000


Junior Auditor 20,000-40,000 34,000


Head of/Director 70,000-135,000 100,000


Audit Manager 45,000-77,500 63,500

Senior Auditor 40,000-55,000 48,000


Junior Auditor 20,000-40,000 33,000


Head of/Director 70,000-140,000 110,000


Audit Manager 45,000-77,500 60,000

Senior Auditor 35,000-53,000 44,000


Junior Auditor 20,000-35,000 29,000


Head of/Director 70,000-110,000 90,000


Audit Manager 55,000-80,000 58,000

Senior Auditor 39,000-52,000 44,000


Junior Auditor 20,000-40,000 29,000


Head of/Director 80,000-120,000 95,000


Audit Manager 50,000-72,500 62,000

Senior Auditor 37,500-56,000 45,500


Junior Auditor 25,000-38,500 28,500


Head of/Director 80,000-150,000 100,000


Audit Manager 47,000-70,000 58,500

Senior Auditor 37,000-50,000 46,500


Junior Auditor 21,000-35,000 29,000

ACCOUNTANCY & FINANCE CORPORATE GOVERNANCE

Ian Peters Chief Executive, Chartered Institute of Internal Auditors

Since the financial crisis, a far brighter light has been shining on internal audit. Policymakers, regulators and business leaders increasingly recognise the role that it can play in supporting boards to improve their corporate governance and manage risk better. This is evident across all sectors, but particularly in the financial services sector, where our Code for Effective Internal Audit in the Financial Services Sector, published in July 2013, is starting to have an impact.

According to our latest annual survey of heads of internal audit across all sectors, published in October 2014, financial services is the sector investing most heavily in internal audit professionals.

Here, demand for auditors is holding up and even increasing markedly within some institutions. Not surprisingly, in the public sector – particularly local government – the profession remains under pressure to deliver better for less resource, as public spending cuts and the rationalisation of public service delivery continue.

Having the right ethics and culture is key to ensuring that organisations can respond effectively to the higher levels of uncertainty and fast-paced change that now characterise the corporate environment. For example, the complexity and sensitivity of global markets, and the fragility of economic recovery and growth, bring many new risks. The pervasive nature of some newer risk areas, such as cybercrime, supply chains and global warming, means that internal auditors increasingly need to have a strategic and comprehensive understanding of their business and the ability to see risk holistically.

Internal audit teams need to have a broad based mix of skills. These range from the ‘hard’ technical and analytical skills, which enable them to understand and assess the control environment in its entirety, to the ‘softer’ skills of influence and negotiation, which allow them to communicate effectively with senior management and non-executives on the key issues of risk and control. Only by doing this can they help their organisation to achieve its objectives.



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Group Credit Manager/Head of Credit 60,000-80,000 70,000

Credit Manager 40,000-55,000 48,000

Credit Control Supervisor 28,000-35,000 31,000

Credit Controller 22,000-30,000 25,000



Credit Manager 30,000-48,000 38,000





Credit Manager 28,000-40,000 35,000





Credit Manager 28,000-38,000 35,000





Credit Manager 28,000-35,000 32,000





Credit Manager 30,000-50,000 42,000





Credit Manager 30,000-38,000 35,000





Credit Manager 30,000-38,000 35,000





Credit Manager 30,000-38,000 35,000





Credit Manager 27,000-45,000 35,000





Credit Manager 26,000-35,000 31,000





Credit Manager 35,000-45,000 38,000



Philip KingChief Executive, Institute of Credit Management

Credit management professionals are generally feeling very positive about the economic outlook at present. The ICM UK Credit Management Index shows that the volume of rejected credit accounts in the UK is increasing, which is a healthy sign of more demand.

Rather than cutting back on hiring credit professionals in this period of economic growth, businesses are continuing to invest in them because they appreciate the critical role that the function plays in supporting cash flow.

Inevitably, technology is a big driver of change. The credit reference agencies are becoming smarter about using data in different ways. We’ve moved on from getting reports that just summarise an organisation’s last filed accounts.

Now agencies have credit reporting tools that are linked to their client’s ledger and can monitor debt against other information on a daily basis. This enables companies to prioritise better and ensure that they have credit management resource in the right places to achieve maximum impact. Data is becoming more and more important. If a credit management professional is ignoring data, then they are missing out and will get left behind.

Some credit management professionals bemoan the fact that their role is seen as a back-office, cash-collection function and nothing more than that. But I tell them to stand up and be proud of the contribution that they make and the value that they add.

Good credit management requires assessment of risk and determination of who to supply, how much to supply, on what terms to supply, when to supply, and – often more importantly – when not to supply. Many variable factors impact on these decisions so the credit management professional has to make considered, balanced, and rational decisions.

The outlook is bright. Credit management is evolving and we continue to focus on securing recognition of credit management as a profession in its own right.

ACCOUNTANCY & FINANCE CREDIT MANAGEMENTACCOUNTANCY & FINANCE CREDIT MANAGEMENT



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Head of Payroll 65,000-76,000 70,000

Payroll Manager 38,000-55,000 46,000

Payroll Supervisor/Team Leader 32,000-37,000 34,000

Payroll Clerk 23,000-27,500 25,000

Payroll Administrator 18,000-22,000 20,000


Head of Payroll 48,000-55,000 50,000

Payroll Manager 35,000-45,000 42,000


Payroll Clerk 20,000-25,000 23,500



Head of Payroll 48,000-60,000 55,000

Payroll Manager 32,000-45,000 40,000


Payroll Clerk 18,000-24,000 20,000



Head of Payroll 45,000-60,000 50,000

Payroll Manager 35,000-45,000 38,000


Payroll Clerk 17,000-21,000 19,000



Head of Payroll 45,000-60,000 50,000

Payroll Manager 30,000-40,000 36,000


Payroll Clerk 17,500-21,000 19,000



Head of Payroll 55,000-68,000 60,000

Payroll Manager 41,000-50,000 45,000


Payroll Clerk 19,000-25,000 23,000



Head of Payroll 52,000-65,000 58,000

Payroll Manager 38,000-48,000 44,000


Payroll Clerk 17,000-25,000 21,000



Head of Payroll 47,000-55,000 50,000

Payroll Manager 30,000-42,000 35,000


Payroll Clerk 17,000-23,000 21,000



Head of Payroll 45,000-55,000 46,000

Payroll Manager 32,000-40,000 36,000


Payroll Clerk 18,000-21,000 19,000



Head of Payroll 45,000-55,000 48,000

Payroll Manager 27,000-60,000 37,000


Payroll Clerk 19,000-25,000 21,000



Head of Payroll 40,000-44,000 42,000

Payroll Manager 31,000-38,000 35,000


Payroll Clerk 16,000-22,000 19,000



Head of Payroll 40,000-60,000 55,000

Payroll Manager 35,000-50,000 40,000


Payroll Clerk 19,000-24,000 20,000


Elaine GibsonAssociate Director, Qualifications, The Chartered Institute of Payroll Professionals

For the payroll profession, this continues to be a period of tumultuous change. In 2013, the roll-out of the Government’s Real Time Information (RTI) initiative brought the biggest transformation to PAYE since its introduction in 1944. With RTI embedded as a business-as-usual activity, the greatest challenge facing the profession is now automatic enrolment onto workplace pension schemes.

This brings with it a couple of significant issues. The first is that many smaller and medium-sized organisations may not be sufficiently prepared by the time their staging date comes round. The second is that a number of employers appear to be struggling to communicate the benefits of the scheme, particularly to younger employees. As a result, there is a concern that employees are choosing to opt out of the scheme rather than have a portion of their pay automatically diverted into their pension pot, a decision that may not necessarily be in their best interests in the long run.

The much anticipated return to economic growth will also have an impact on the workload of payroll professionals. As employers hire more staff, so they will have more people who need to be paid. This could intensify the fierce competition that already exists among employers for the top payroll candidates and result in salaries rising.

Looking to the future, employers need to consider whether they have future-proofed themselves significantly for the demands that a growing economy will bring. Payroll plays an integral role in the functioning of all organisations and its influence will only increase as time goes on.

ACCOUNTANCY & FINANCE PAYROLL



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ACCA CIMA CIPFA ACA

London £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical

Finalist 35,000-42,000 38,000 35,000-42,000 38,500 28,000-36,500 33,000 28,000-32,000 32,000

Part-Qualified 28,000-35,000 32,000 28,000-35,000 33,000 23,000-30,000 28,000 28,000-31,000 29,000

Trainee 20,000-24,000 22,000 20,000-25,000 23,000 18,000-24,000 22,000 23,000-27,000 24,000

ACCA CIMA CIPFA ACA

South East England £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical

Finalist 28,000-40,000 33,000 28,000-40,000 34,000 28,000-35,000 33,000 27,000-32,000 31,000

Part-Qualified 25,000-35,000 28,000 26,000-35,000 31,000 24,000-30,000 28,000 23,000-29,000 27,000

Trainee 20,000-28,000 24,000 20,000-28,000 23,500 18,000-25,000 22,000 17,000-24,000 19,000

ACCA CIMA CIPFA ACA

East of England £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical

Finalist 25,000-40,000 35,000 28,000-40,000 34,000 24,000-38,000 32,500 27,000-33,000 30,500

Part-Qualified 18,000-35,000 29,000 18,000-35,000 28,000 21,000-30,000 26,000 18,000-30,000 25,000

Trainee 16,000-24,000 20,000 16,000-24,000 20,000 16,000-24,000 21,000 16,000-20,500 20,000

ACCA CIMA CIPFA ACA

South West England £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical

Finalist 28,000-35,000 32,000 28,000-33,000 32,000 28,000-33,000 30,000 28,000-33,000 31,000

Part-Qualified 24,000-30,000 28,000 24,000-32,000 28,000 24,000-30,000 24,000 24,000-30,000 25,000

Trainee 16,000-22,000 18,000 17,000-22,000 20,000 16,000-22,000 18,000 16,000-22,000 18,000

ACCA CIMA CIPFA ACA

Wales £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical

Finalist 24,000-29,000 27,500 24,000-30,000 27,500 23,000-31,000 26,000 22,000-30,000 26,000

Part-Qualified 20,000-25,000 22,000 25,000-32,000 27,000 18,000-23,000 20,500 20,000-25,000 22,000

Trainee 14,000-18,000 16,000 16,000-20,000 18,000 15,000-20,000 17,000 12,000-18,000 15,000

ACCA CIMA CIPFA ACA

West Midlands £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical

Finalist 26,000-32,000 30,000 28,000-35,000 33,000 21,000-29,000 26,000 26,000-30,000 29,500

Part-Qualified 22,000-26,000 24,000 24,000-28,000 25,000 19,000-25,000 21,000 23,000-27,000 25,000

Trainee 16,000-22,000 20,000 19,000-23,000 21,000 15,000-22,000 18,000 18,000-24,000 21,000

ACCA CIMA CIPFA ACA

East Midlands £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical

Finalist 28,000-37,000 31,000 28,000-37,000 31,000 28,000-35,000 30,000 25,000-32,000 29,000

Part-Qualified 22,000-32,000 28,000 22,000-32,000 28,000 22,000-32,000 28,000 22,000-27,000 24,000

Trainee 18,000-25,000 22,000 18,000-25,000 22,000 18,000-23,000 21,000 16,000-22,000 20,000

ACCA CIMA CIPFA ACA

Yorkshire and the Humber £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical

Finalist 27,500-34,000 30,500 27,500-34,000 30,500 27,500-33,500 29,000 25,000-28,500 27,500

Part-Qualified 22,000-27,500 25,000 22,000-27,500 25,000 22,000-26,500 24,500 20,000-26,500 24,500

Trainee 17,000-22,000 20,000 17,000-22,500 20,000 17,750-20,000 18,750 17,000-22,000 18,500

ACCA CIMA CIPFA ACA

North East England £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical

Finalist 26,000-33,000 31,000 28,000-35,000 30,000 28,000-35,000 30,000 24,000-32,000 30,000

Part-Qualified 20,000-28,000 25,000 23,000-30,000 26,000 20,000-28,000 24,000 20,000-26,000 24,000

Trainee 17,000-22,000 18,000 20,000-25,000 22,500 17,000-25,000 18,000 14,000-20,000 17,000

ACCA CIMA CIPFA ACA

North West England £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical

Finalist 27,000-32,000 29,000 28,000-32,000 30,000 24,000-30,000 28,000 25,000-30,000 29,000

Part-Qualified 21,000-28,000 24,000 25,000-33,000 28,500 20,000-25,000 22,000 20,000-28,000 24,000

Trainee 17,000-25,000 18,500 16,000-22,000 18,500 16,000-18,000 17,800 16,500-21,000 18,500

ACCA CIMA CIPFA ACA

Northern Ireland £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical

Finalist 23,000-27,000 26,000 23,000-27,000 26,000 23,000-27,000 26,000 18,000-23,000 23,000

Part-Qualified 20,000-24,000 23,000 20,000-24,000 23,500 20,000-24,000 22,000 16,000-20,000 18,000

Trainee 15,000-20,000 16,500 15,000-20,000 16,500 15,000-20,000 16,500 12,500-16,000 14,000

ACCA CIMA CIPFA ACA

Scotland £ Range £ Typical £ Range £ Typical £ Range £ Typical £ Range £ Typical

Finalist 27,000-32,000 29,000 25,000-35,000 29,500 25,000-35,000 27,000 26,000-32,000 26,000

Part-Qualified 20,000-25,000 24,500 25,000-32,000 27,000 17,000-21,000 19,500 23,000-30,000 24,000

Trainee 16,000-20,000 18,000 20,000-25,000 22,500 15,000-18,000 17,000 15,000-20,000 16,000

ACCOUNTANCY & FINANCE PART-QUALIFIED ACCOUNTANCY



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London £ Range £ Typical £ Range £ Typical

Group FD/CFO* 250,000-500,000 300,000 – –

Financial Director 110,000-175,000 145,000 90,000-150,000 120,000

Financial Controller 70,000-90,000 85,000 60,000-80,000 74,000

Financial Planning & Analysis Manager* 70,000-100,000 80,000 55,000-75,000 65,000

Financial Accountant 45,000-55,000 50,000 44,000-50,000 47,000

Company Accountant – – 40,000-55,000 52,000

Management Accountant 45,000-55,000 50,000 44,000-50,000 47,000

Business/Finance Analyst* 45,000-65,000 55,000 – –

Finance Manager 55,000-65,000 63,000 50,000-60,000 55,000

Business Partner† 60,000-80,000 70,000 – –

Systems Accountant* 50,000-70,000 60,000 – –

5+ Years’ PQE** 65,000-85,000 75,000 60,000-80,000 70,000

2–4 Years’ PQE** 55,000-65,000 60,000 50,000-60,000 55,000

Recently Qualified 50,000-60,000 55,000 45,000-55,000 50,000

Newly Qualified 45,000-55,000 48,000 43,000-50,000 45,000

Corporate SME

South East England £ Range £ Typical £ Range £ Typical

Group FD/CFO* 250,000-500,000 275,000 – –



Financial Planning & Analysis Manager* 60,000-80,000 70,000 – –





Finance Manager 50,000-65,000 58,000 40,000-55,000 45,000



5+ Years’ PQE** 60,000-90,000 70,000 50,000-70,000 63,000

2–4 Years’ PQE** 48,000-60,000 55,000 45,000-58,000 50,000


Newly Qualified 40,000-50,000 42,000 35,000-42,000 40,000

Corporate SME

East of England £ Range £ Typical £ Range £ Typical

Group FD/CFO* 150,000-300,000 200,000 – –








Finance Manager 50,000-65,000 55,000 40,000-55,000 48,000



5+ Years’ PQE** 55,000-90,000 75,000 50,000-80,000 65,000

2–4 Years’ PQE** 45,000-65,000 55,000 42,000-55,000 48,000


Newly Qualified 40,000-48,000 45,000 35,000-45,000 40,000

Corporate SME

South West England £ Range £ Typical £ Range £ Typical

Group FD/CFO* 200,000-500,000 250,000 – –








Finance Manager 45,000-55,000 50,000 30,000-45,000 35,000



5+ Years’ PQE** 55,000-90,000 65,000 50,000-75,000 55,000

2–4 Years’ PQE** 40,000-55,000 47,000 35,000-50,000 45,000


Newly Qualified 35,000-40,000 37,000 28,000-37,000 36,000

* Group FD, Systems Accountant, Financial Planning & Analysis Manager, and Business/Finance Analyst are job titles not typically found within the SME finance structure. The exception to this is within the higher concentration of medium-sized businesses located in the South East and London where you may find Finance Analysts and Financial Planning & Analysis Managers. † In SMEs the role of Business Partner is typically filled by a Management Accountant. ** PQE: Post-qualified experience. NOTE: Absence of figures denotes insufficient salary data.

ACCOUNTANCY & FINANCE QUALIFIED ACCOUNTANCY



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Corporate SME

Wales £ Range £ Typical £ Range £ Typical

Group FD/CFO* 150,000-300,000 200,000 – –








Finance Manager 32,000-45,000 40,000 30,000-45,000 35,000



5+ Years’ PQE** 50,000-75,000 60,000 45,000-70,000 52,000

2–4 Years’ PQE** 40,000-50,000 45,000 35,000-45,000 40,000


Newly Qualified 30,000-36,000 35,000 28,000-34,000 32,000

Corporate SME

Midlands £ Range £ Typical £ Range £ Typical

Group FD/CFO* 200,000-500,000 250,000 – –








Finance Manager 45,000-60,000 50,000 35,000-45,000 40,000



5+ Years’ PQE** 50,000-90,000 70,000 50,000-65,000 60,000

2–4 Years’ PQE** 40,000-60,000 50,000 35,000-40,000 38,000


Newly Qualified 36,000-42,000 40,000 28,000-34,000 32,000

Corporate SME

Yorkshire and the Humber £ Range £ Typical £ Range £ Typical

Group FD/CFO* 175,000-300,000 200,000 – –








Finance Manager 50,000-65,000 56,000 35,000-48,000 42,500



5+ Years’ PQE** 50,000-80,000 64,000 50,000-65,000 55,000

2–4 Years’ PQE** 40,000-55,000 45,000 39,000-45,000 42,000


Newly Qualified 32,000-38,000 35,000 30,000-35,000 33,000

Corporate SME

North East England £ Range £ Typical £ Range £ Typical

Group FD/CFO* 160,000-280,000 200,000 – –








Finance Manager 45,000-55,000 47,000 40,000-50,000 43,000



5+ Years’ PQE** 50,000-80,000 65,000 50,000-75,000 60,000

2–4 Years’ PQE** 45,000-55,000 48,000 40,000-48,000 42,000


Newly Qualified 30,000-40,000 35,000 32,000-38,000 35,000





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Corporate SME

North West England £ Range £ Typical £ Range £ Typical

Group FD/CFO* 200,000–500,000 250,000 – –







Business/Finance Analyst* 35,000-55,000 47,000 - -

Finance Manager 45,000-65,000 55,000 38,000-55,000 47,000



5+ Years’ PQE** 60,000-90,000 75,000 60,000-85,000 65,000

2–4 Years’ PQE** 45,000-55,000 50,000 40,000-50,000 45,000


Newly Qualified 36,000-44,000 40,000 33,000 -37,000 35,000

Corporate SME

Northern Ireland £ Range £ Typical £ Range £ Typical

Group FD/CFO* 100,000-200,000 140,000 – –








Finance Manager 30,000-48,000 40,000 35,000-48,000 36,000



5+ Years’ PQE** 40,000-60,000 50,000 38,000-50,000 44,000

2–4 Years’ PQE** 35,000-45,000 42,000 34,000-42,000 38,000


Newly Qualified 27,000-32,000 29,500 27,000-31,000 28,500

Corporate SME

Scotland £ Range £ Typical £ Range £ Typical

Group FD/CFO* 200,000-500,000 250,000 – –








Finance Manager 40,000-60,000 50,000 40,000-50,000 42,000



5+ Years’ PQE** 55,000-80,000 60,000 45,000-55,000 50,000

2–4 Years’ PQE** 40,000-55,000 45,000 35,000-45,000 40,000


Newly Qualified 35,000-40,000 36,000 30,000-35,000 32,000

Dr Noel TagoeExecutive Director, CIMA Education

From talking to CIMA members, I know that they are confident about the strength of the UK economic recovery, and believe that we will see further improvement despite the uneven recovery in the Eurozone.

At this time, the focus is on helping businesses to take advantage of the improved economic conditions. The question of how to respond to a period of growth is a strategic issue and management accountants are well placed to advise on this.

Management accountants are in demand right across UK industry, but are particularly sought after in the manufacturing sector and small- to medium-sized businesses. As large companies become more active,

they are buying more goods and services from smaller organisations, multiplying the number of management accountancy jobs within supply chains.

Big Data is a major issue both for organisations and for management accountants. Today, a huge amount of information is available to businesses, but they don’t always know what they should do with it. Management accountants can help businesses to develop insight from such data – particularly non-financial data – to guide decision-making and track performance within their organisations.

The challenge that the profession faces is not a lack of understanding about what we need to do; it’s having the competencies in order to do that. We need to have our accounting technical skills and to stay abreast of new techniques and technologies. We also need an understanding of the business context in which organisations operate. Management accountants are very good at this.

Over the past year, CIMA has worked hard to develop the competencies of our members by combining creative conceptual and practice-oriented approaches to our qualifications. Our hope is that through this we will produce technical accounting experts who are also skilled in the art of persuasion. That is what UK business needs and desires.





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Audit and assurance General practice


Salaried Partner 110,000-160,000 140,000 100,000-145,000 120,000

Director 75,000-110,000 98,000 75,000-100,000 90,000

Senior Manager 63,000-72,000 68,000 55,000-68,000 65,000

Manager 53,500-63,000 58,000 52,000-60,000 55,000

Qualified Senior/Executive 39,500-46,000 43,500 38,000-45,000 42,000




Director 75,000-100,000 85,000 70,000-90,000 80,000

Senior Manager 55,000-70,000 60,000 50,000-60,000 55,000

Manager 45,000-55,000 50,000 42,000-55,000 48,000





Director 60,000-80,000 71,000 55,000-76,000 71,000

Senior Manager 52,000-65,000 61,500 46,500-61,000 52,000

Manager 35,000-51,000 43,500 33,500-42,000 39,000





Director 70,000-90,000 80,000 60,000-80,000 75,000

Senior Manager 50,000-70,000 57,000 48,000-58,000 52,000

Manager 40,000-50,000 46,000 35,000-45,000 42,000





Director 60,000-90,000 75,000 55,000-70,000 65,000

Senior Manager 40,000-65,000 53,000 40,000-50,000 47,000

Manager 35,000-50,000 40,000 32,000-40,000 35,000



West Midlands £ Range £ Typical £ Range £ Typical


Director 65,000-90,000 80,000 60,000-85,000 75,000

Senior Manager 50,000-70,000 60,000 45,000-55,000 50,000

Manager 42,000-50,000 45,000 35,000-47,500 42,000



East Midlands £ Range £ Typical £ Range £ Typical


Director 65,000-90,000 80,000 50,000-80,000 70,000

Senior Manager 50,000-65,000 55,000 45,000-55,000 50,000

Manager 42,000-50,000 45,000 30,000-47,500 40,000





Director 60,000-90,000 80,000 60,000-80,000 70,000

Senior Manager 50,000-65,000 55,000 45,000-55,000 50,000

Manager 40,000-50,000 45,000 35,000-48,000 40,000


ACCOUNTANCY & FINANCE PUBLIC PRACTICE



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Director 65,000-90,000 79,000 50,000-80,000 70,000

Senior Manager 50,000-65,000 55,000 35,000-55,000 52,000

Manager 42,000-50,000 45,000 30,000-47,500 40,000





Director 70,000-95,000 80,000 60,000-80,000 70,000

Senior Manager 55,000-70,000 64,000 45,000-60,000 55,000

Manager 42,000-50,000 48,000 35,000-50,000 43,000





Director 60,000-80,000 65,000 60,000-70,000 65,000

Senior Manager 45,000-60,000 55,000 47,000-55,000 50,000

Manager 35,000-40,000 38,000 35,000-40,000 37,000





Director 70,000-90,000 80,000 60,000-75,000 72,000

Senior Manager 50,000-65,000 55,000 46,000-55,000 50,000

Manager 38,000-45,000 42,000 35,000-42,000 39,000


Atholl Duncan Executive Director, UK and Global ICAS

Change is sweeping through the accountancy profession on the back of regulatory and technological developments that have accelerated over the past 12 months. This is particularly evident within audit following the European Parliament and UK Competition and Markets Authority (CMA) rulings that major listed companies must put their audit out for tender every 10 years. While the new reforms have not yet been enacted, they have still led to an increase in the volume of audit retenders on the grounds of good corporate governance.

With so many audits being retendered, the biggest audit firms must assess the skills they have for winning new business and for creating more flexible teams to work in the new environment. This means equipping their professional staff at all levels with networking and new-business skills and encouraging agility.

Earlier this year, we undertook a survey of our members who are finance directors (FDs). Nearly three-quarters (72%) of them expected their organisations to grow modestly over the next 12 months. And from talking to FDs, I know that many are indeed cautiously optimistic. They are investing more and recruiting more as a result. But while confidence is generally improving in response to the UK’s improved economic outlook, smaller businesses don’t tend to be quite as bullish as their larger peers. Small and medium-sized enterprises continue to be frustrated by the terms and inaccessibility of bank finance and the reduced availability of equity funding. The smaller the organisation, the bigger the issue that funding tends to be.

Following the outcome of the Scottish independence referendum in September, businesses are keen to put an end to the uncertainty that impacted on businesses both north and south of the border.

The new uncertainty relates to how powers will be devolved around the UK. Businesses will be keen to understand what that will mean, particularly in the areas of taxation and regulation. It is key to ensure that the changes are good for business and wealth creation.

ACCOUNTANCY & FINANCE PUBLIC PRACTICE

David Woodgate Chief Executive, Institute of Financial Accountants

While the UK’s economy has grown over the past year, the outlook for the country’s small and micro business owners is still uncertain.

The result of the Scottish independence referendum has removed concerns over currency risk and regulation, but ambiguities remain in the form of the outcome of the 2015 General Election, and what effect that will have on the business climate, as well as the possibility of a referendum on membership of the European Union in 2017. Although there is evidence of business confidence returning within the micro and small business segments, political and economic uncertainties continue to be an issue.

Many of our members are either sole practitioners or work in two- or three-partner firms. Their client bases largely consist of small or micro businesses with less than 10 employees. As such, they are acutely tuned in to the issues facing the real economy. Our recent Business Barometer, emphasised three key points. Firstly, cash is still king for SMEs. Secondly, banks are not yet lending sufficiently to the smallest end of the SME sector. Thirdly, red tape is holding back business growth.

Looking to the future, there are question marks over the impact of higher interest rates on the UK economy. A lot of businesses have struggled by while interest rates have been low, but will they be in sufficient financial health to cope with higher borrowing costs once interest rates rise?

Politicians often tout SMEs as being the backbone of the UK economy. While this is true – government figures from 2013 show that they account for 99.9% of all private-sector businesses in the UK and 59.3% of private-sector employment – political leaders from all parties generally struggle to understand SMEs, particularly the very smallest businesses. This is something that they will need to address if they are to put the country on a sustainable economic footing for the future.



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Head of Tax/Director 100,000-250,000 150,000

Group Tax Manager 80,000-130,000 95,000

Senior/International Tax Manager 60,000-95,000 85,000

Tax Manager 55,000-75,000 65,000

Tax Accountant 40,000-60,000 50,000

Transfer Pricing Manager 65,000-90,000 75,000

VAT Director 60,000-90,000 70,000

VAT Accountant 35,000-50,000 45,000

Customs & Excise Manager 50,000-65,000 60,000





Tax Manager 48,000-60,000 55,000

Tax Accountant 35,000-45,000 42,500


VAT Director 70,000-100,000 80,000

VAT Accountant 40,000-50,000 45,000






Tax Manager 45,000-60,000 55,000

Tax Accountant 35,000-45,000 40,000


VAT Director 60,000-90,000 70,000

VAT Accountant 40,000-60,000 50,000






Tax Manager 40,000-50,000 45,000

Tax Accountant 45,000-55,000 42,000


VAT Director 60,000-90,000 75,000

VAT Accountant 40,000-60,000 45,000


Midlands £ Range £ Typical




Tax Manager 45,000-60,000 55,000

Tax Accountant 35,000-45,000 40,000


VAT Director 60,000-90,000 70,000

VAT Accountant 40,000-60,000 50,000






Tax Manager 48,000-60,000 55,000

Tax Accountant 35,000-46,000 40,000


VAT Director 60,000-90,000 70,000

VAT Accountant 35,000-50,000 42,000






Tax Manager 48,000-60,000 55,000

Tax Accountant 35,000-46,000 40,000


VAT Director 60,000-90,000 70,000

VAT Accountant 35,000-50,000 42,000






Tax Manager 45,000-60,000 55,000

Tax Accountant 35,000-45,000 40,000


VAT Director 60,000-90,000 70,000

VAT Accountant 40,000-60,000 50,000






Tax Manager 40,000-50,000 45,000

Tax Accountant 45,000-55,000 42,000


VAT Director 60,000-90,000 75,000

VAT Accountant 40,000-60,000 45,000


ACCOUNTANCY & FINANCE TAXATION

In-house

FTSE 100/250 FS LTD/SME

London £ Range £ Typical £ Range £ Typical £ Range £ Typical

Head of Tax/Director 100,000-250,000 150,000 120,000-300,000 150,000 85,000-150,000 120,000

Group Tax Manager 80,000-130,000 95,000 80,000-130,000 120,000 70,000-110,000 85,000

Senior/International Tax Manager 60,000-95,000 85,000 70,000-100,000 85,000 60,000-80,000 75,000

Tax Manager 55,000-75,000 65,000 55,000-70,000 62,000 50,000-65,000 60,000

Tax Accountant 40,000-60,000 50,000 43,000-50,000 48,000 35,000-55,000 47,000

Transfer Pricing Manager 65,000-90,000 75,000 50,000-70,000 60,000 50,000-80,000 60,000

VAT Director 85,000-120,000 95,000 80,000-150,000 100,000 80,000-110,000 90,000

VAT Accountant 35,000-50,000 45,000 40,000-50,000 45,000 35,000-45,000 40,000

Customs & Excise Manager 60,000-75,000 65,000 50,000-70,000 65,000 50,000-65,000 55,000

Employee/Expat/Trusts Director 75,000-95,000 80,000 75,000-100,000 80,000 75,000-95,000 75,000

Employee/Expat/Trusts Manager 50,000-75,000 60,000 50,000-85,000 60,000 50,000-75,000 55,000

Employee/Expat/Trusts Assistant 40,000-50,000 45,000 40,000-50,000 45,000 35,000-45,000 40,000



Practice

London Big 4 Top 50 Below Top 50

Corporate/VAT £ Range £ Typical £ Range £ Typical £ Range £ Typical

Partner* 300,000-1,000,000 500,000 100,000-350,000 200,000 70,000-250,000 150,000

Director 100,000-200,000 150,000 90,000-150,000 100,000 70,000-110,000 90,000

Senior Manager 70,000 -110,000 85,000 60,000-85,000 70,000 60,000-80,000 69,000

Manager 50,000-65,000 60,000 48,000-60,000 55,000 45,000-60,000 50,000

Assistant Manager/Supervisor 40,000-55,000 48,000 42,000-50,000 45,000 42,000-50,000 45,000

Senior 38,000-45,000 42,000 34,000-44,000 40,000 32,000-42,000 38,000

Assistant 27,000-35,000 30,000 24,000-32,000 28,000 23,000-28,000 26,000

Personal/Expat/Employee/Trusts £ Range £ Typical £ Range £ Typical £ Range £ Typical

Partner* 300,000-1,000,000 500,000 100,000-350,000 200,000 70,000-250,000 150,000

Director 100,000-200,000 150,000 90,000-150,000 100,000 70,000-110,000 85,000

Senior Manager 70,000 -110,000 85,000 60,000-85,000 70,000 60,000-80,000 69,000

Manager 50,000-65,000 60,000 48,000-60,000 55,000 45,000-60,000 50,000


Senior 38,000-45,000 42,000 34,000-44,000 38,000 32,000-42,000 36,000

Assistant 27,000-35,000 30,000 24,000-32,000 28,000 23,000-28,000 25,000

South East England Big 4 Top 50 Below Top 50


Partner* 200,000-800,000 400,000 100,000-300,000 200,000 70,000-120,000 110,000

Director 80,000-150,000 110,000 90,000-130,000 100,000 65,000-85,000 70,000

Senior Manager 70,000-90,000 80,000 55,000-77,000 65,000 53,000-60,000 56,000

Manager 50,000-65,000 60,000 45,000-55,000 50,000 38,000-53,000 44,000


Senior 36,000-43,000 40,000 26,000-40,000 33,000 25,000-36,000 28,000

Assistant 24,000-30,000 26,500 20,000-27,000 24,000 18,000-25,000 23,000


Partner* 200,000-800,000 400,000 100,000-300,000 200,000 70,000-120,000 110,000

Director 80,000-150,000 110,000 90,000-130,000 100,000 65,000-110,000 70,000

Senior Manager 70,000-90,000 80,000 55,000-70,000 65,000 55,000-60,000 56,000

Manager 50,000-65,000 60,000 45,000-55,000 50,000 40,000-50,000 44,000


Senior 36,000-43,000 40,000 26,000-38,000 32,000 25,000-33,000 29,000

Assistant 22,000-30,000 26,500 20,000-27,000 24,000 18,000-25,000 22,000

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* Tax partner salaries given here are based on total remuneration, including basic salary, bonus, car/car allowance, pension etc.


East of England Big 4 Top 50 Below Top 50


Partner* 200,000-800,000 380,000 95,000-200,000 140,000 70,000-130,000 95,000

Director 80,000-150,000 110,000 75,000-110,000 90,000 65,000-95,000 75,000

Senior Manager 65,000-80,000 70,000 55,000-80,000 65,000 55,000-70,000 60,000

Manager 47,000-65,000 55,000 45,000-58,000 50,000 40,000-55,000 45,000


Senior 28,000-35,000 32,000 25,000-32,000 30,000 23,000-29,000 26,000

Assistant 22,000-27,000 25,000 20,000-25,500 23,000 18,000-22,000 20,000


Partner* 200,000-800,000 380,000 95,000-175,000 120,000 75,000-120,000 90,000

Director 80,000-150,000 110,000 70,000-110,000 85,000 67,000-95,000 75,000

Senior Manager 58,000-80,000 65,000 55,000-70,000 60,000 40,000-60,000 55,000

Manager 45,000-58,000 55,000 45,000-58,000 50,000 35,500-45,000 40,000


Senior 27,000-35,000 32,000 25,000-32,000 28,000 21,000-28,000 25,000

Assistant 21,000-26,500 24,000 19,000-25,000 22,000 16,000-22,000 18,000

South West England Big 4 Top 50 Below Top 50


Partner* 200,000-800,000 400,000 80,000-190,000 150,000 70,000-120,000 85,000

Director 80,000-150,000 110,000 70,000-90,000 80,000 55,000-80,000 65,000

Senior Manager 52,000-85,000 70,000 50,000-70,000 58,000 45,000-60,000 50,000

Manager 42,000-50,000 48,000 40,000-50,000 45,000 35,000-45,000 40,000


Senior 30,000-37,000 35,000 28,000-33,000 30,000 25,000-31,000 28,000

Assistant 20,000-25,000 23,000 18,000-25,000 20,000 18,000- 23,000 19,000


Partner* 200,000-800,000 400,000 80,000-190,000 150,000 70,000-90,000 75,000

Director 80,000-150,000 110,000 70,000-90,000 80,000 55,000-80,000 60,000

Senior Manager 50,000-75,000 70,000 48,000-68,000 58,000 45,000-60,000 50,000

Manager 40,000-50,000 48,000 40,000-50,000 45,000 35,000-45,000 40,000


Senior 30,000-36,000 35,000 28,000-33,000 30,000 25,000-30,000 28,000

Assistant 20,000-25,000 23,000 18,000-25,000 20,000 18,000-23,000 19,000



Yorkshire and the Humber Big 4 Top 50 Below Top 50


Partner* 200,000-800,000 330,000 100,000-200,000 130,000 60,000-150,000 90,000

Director 80,000-150,000 110,000 65,000-120,000 70,000 50,000-80,000 60,000

Senior Manager 55,000-80,000 65,000 50,000-65,000 55,000 40,000-55,000 50,000

Manager 40,000-55,000 48,000 35,000-50,000 45,000 32,000-40,000 38,000


Senior 32,000-37,000 35,000 28,000-35,000 33,000 25,000-30,000 28,000

Assistant 20,000-30,000 25,000 18,000-25,000 23,000 16,000-20,000 18,000


Partner* 200,000-800,000 330,000 100,000-200,000 130,000 60,000-150,000 90,000

Director 80,000-150,000 100,000 65,000-120,000 70,000 50,000-80,000 60,000

Senior Manager 50,000-80,000 65,000 45,000-65,000 55,000 40,000-50,000 50,000

Manager 35,000-55,000 48,000 32,000-45,000 40,000 30,000-36,000 35,000


Senior 30,000-35,000 35,000 26,000-33,000 30,000 25,000-28,000 26,000

Assistant 18,000-28,000 25,000 18,000-25,000 23,000 16,000-20,000 18,000

North East England Big 4 Top 50 Below Top 50


Partner* 200,000-800,000 320,000 100,000-250,000 150,000 70,000-150,000 80,000

Director 80,000-150,000 100,000 70,000-100,000 80,000 60,000-90,000 65,000

Senior Manager 55,000-80,000 70,000 50,000-70,000 60,000 45,000-55,500 50,000

Manager 40,000-50,000 45,000 35,000-50,000 40,000 35,000-45,000 38,000


Senior 30,000-35,000 33,000 28,000-35,000 30,000 22,000-33,000 28,000

Assistant 22,000-27,000 24,000 20,000-25,000 22,000 17,000-22,000 20,000


Partner* 200,000-800,000 320,000 100,000-250,000 150,000 70,000-150,000 80,000

Director 80,000-150,000 100,000 70,000-100,000 80,000 60,000-90,000 65,000

Senior Manager 55,000-75,000 70,000 45,000-60,000 55,000 40,000-50,000 50,000

Manager 35,000-55,000 45,000 32,000-45,000 40,000 30,000-36,000 35,000


Senior 25,000-35,000 32,000 26,000-32,000 30,000 25,000-30,000 28,000

Assistant 17,000-27,000 24,000 18,000-25,000 22,000 16,000-22,000 18,000

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Wales Big 4 Top 50 Below Top 50


Partner* 200,000-800,000 400,000 80,000-150,000 100,000 70,000-90,000 75,000

Director 80,000-150,000 100,000 70,000-90,000 80,000 55,000-80,000 60,000

Senior Manager 52,000-85,000 70,000 50,000-70,000 60,000 45,000-60,000 55,000

Manager 42,000-50,000 48,000 40,000-50,000 45,000 35,000-45,000 38,000


Senior 30,000-37,000 34,000 28,000-33,000 30,000 25,000-31,000 28,000

Assistant 20,000-25,000 22,000 18,000-25,000 20,000 18,000-23,000 18,000


Partner* 200,000-800,000 400,000 80,000-150,000 100,000 70,000-90,000 75,000

Director 80,000-150,000 100,000 70,000-90,000 80,000 55,000-80,000 60,000

Senior Manager 50,000-75,000 70,000 48,000-68,000 60,000 45,000-60,000 55,000

Manager 40,000-50,000 48,000 40,000-50,000 45,000 35,000-45,000 38,000


Senior 30,000-36,000 34,000 28,000-33,000 30,000 25,000-30,000 28,000

Assistant 20,000-25,000 22,000 18,000-25,000 20,000 18,000-23,000 20,000

Midlands Big 4 Top 50 Below Top 50


Partner* 200,000-800,000 380,000 90,000-350,000 200,000 70,000-250,000 130,000

Director 80,000-150,000 110,000 70,000-100,000 80,000 60,000-75,000 70,000

Senior Manager 55,000-85,000 70,000 50,000-75,000 65,000 48,000-60,000 50,000

Manager 42,000-53,000 46,000 40,000-50,000 42,000 35,000-45,000 38,000


Senior 30,000-34,000 32,000 28,000-32,000 30,000 26,000-30,000 27,000

Assistant 23,000-28,000 24,000 21,000-24,000 22,000 20,000-24,000 21,000


Partner* 200,000-800,000 380,000 90,000-350,000 200,000 75,000-250,000 130,000

Director 80,000-150,000 110,000 70,000-100,000 80,000 55,000-75,000 70,000

Senior Manager 53,000-85,000 70,000 50,000-75,000 65,000 45,000-55,000 50,000

Manager 41,000-53,000 45,000 40,000-50,000 42,000 35,000-45,000 38,000


Senior 30,000-34,000 32,000 28,000-32,000 30,000 26,000-30,000 27,000

Assistant 23,000-28,000 24,000 21,000-24,000 22,000 18,000-21,000 20,000




Practice

North West England Big 4 Top 50 Below Top 50


Partner* 200,000-800,000 380,000 90,000-350,000 200,000 70,000-250,000 130,000

Director 80,000-150,000 110,000 70,000-100,000 80,000 55,000-75,000 70,000

Senior Manager 53,000-85,000 70,000 50,000-75,000 64,000 45,000-55,000 50,000

Manager 41,000-53,000 45,000 40,000-50,000 42,000 35,000-45,000 38,000


Senior 30,000-34,000 32,000 28,000-34,000 32,000 26,000-33,000 28,000

Assistant 23,000-28,000 24,000 21,000-24,000 22,000 18,500-21,000 20,000


Partner* 200,000-800,000 380,000 90,000-350,000 200,000 70,000-150,000 90,000

Director 80,000-150,000 110,000 70,000-100,000 80,000 55,000-75,000 70,000

Senior Manager 53,000-85,000 70,000 50,000-75,000 64,000 45,000-55,000 50,000

Manager 41,000-53,000 45,000 40,000-50,000 42,000 35,000-45,000 38,000


Senior 30,000-40,000 33,000 26,000-33,000 32,000 26,000-30,000 28,000

Assistant 23,000-28,000 24,000 21,000-24,000 22,000 18,500-21,000 20,000

Northern Ireland Big 4 Other

Corporate/VAT £ Range £ Typical £ Range £ Typical

Partner* 200,000-600,000 400,000 65,000-90,000 85,000

Director 70,000-100,000 85,000 55,000-70,000 65,000

Senior Manager 50,000-67,000 58,000 45,000-55,000 48,000

Manager 36,000-42,000 40,000 35,000-40,000 37,000

Assistant Manager/Supervisor 31,000-33,000 32,000 31,000-33,000 32,000

Senior 26,000-28,000 27,500 23,000-27,000 24,000

Assistant 14,000-18,000 16,000 14,000-18,000 16,000

Personal/Expat/Employee/Trusts £ Range £ Typical £ Range £ Typical

Partner* 200,000-600,000 400,000 65,000-90,000 85,000

Director 70,000-100,000 85,000 55,000-70,000 65,000

Senior Manager 50,000-67,000 58,000 45,000-55,000 48,000

Manager 36,000-42,000 40,000 35,000-40,000 37,000

Assistant Manager/Supervisor 31,000-33,000 32,000 31,000-33,000 32,000

Senior 26,000-28,000 27,500 23,000-27,000 24,000

Assistant 14,000-18,000 16,000 14,000-18,000 16,000

Scotland Big 4 Top 50 Below Top 50


Partner* 200,000-800,000 400,000 80,000-150,000 100,000 70,000-90,000 75,000

Director 80,000-150,000 100,000 60,000-100,000 75,000 50,000-80,000 60,000

Senior Manager 55,000-85,000 65,000 42,500-65,000 58,000 40,000-60,000 50,000

Manager 41,000-55,000 48,000 40,000-50,000 45,000 34,000-45,000 42,000


Senior 29,000-36,000 34,000 28,000-35,000 32,000 22,500-27,500 24,000

Assistant 20,000-28,000 24,000 18,000-28,000 22,000 17,000-20,000 18,000


Partner* 200,000-800,000 400,000 80,000-150,000 100,000 70,000-90,000 75,000

Director 80,000-150,000 100,000 60,000-100,000 75,000 50,000-80,000 60,000

Senior Manager 50,000-80,000 65,000 40,000-70,000 55,000 40,000-60,000 50,000

Manager 38,000-60,000 48,000 36,000-48,000 45,000 34,000-45,000 42,000


Senior 25,000-35,000 32,000 25,000-34,000 31,000 22,500-27,500 24,000

Assistant 16,750-26,500 22,000 16,500-25,000 20,000 17,000-20,000 18,000

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Peter FanningChief Executive, The Chartered Institute of Taxation

The tax profession has been in the spotlight over the past few years, taking flak, much of it unfair and ill-informed, from politicians and the media. However, as HMRC readily acknowledge, they couldn’t run the tax system without us. Despite attempts by the Government to simplify things, tax remains a complex area, many taxpayers need professional help and demand for tax professionals will continue to grow as the economy improves.

Times change and tax experts work with governments to update tax systems accordingly – as with the current OECD corporate tax project. The internet continues to change the way we do business and the globalisation of business operations adds to the complexity of the tax system, creating demand for skilled professionals.

There are increasing opportunities for tax professionals to move overseas, specialising in international tax or advising businesses and personal taxpayers outside the country on UK tax law.

Leadership at HMRC is more stable than it has been for years and we continue to work closely with them and other government departments to try to make the tax system simpler, clearer and more efficient. For example, we worked with them on the new Real Time Information (RTI) system and managed to persuade them to ease the burdens for smaller businesses. Now we’re trying to persuade them to act more quickly on the data they are collecting so fewer people end up over-paying or under-paying tax each year.

The Government’s proposals for direct recovery of tax debt are a big current concern. Of course the authorities need to be able to collect debt owed, but the record shows HMRC are not infallible. There should be some form of judicial oversight required before anyone, including government departments, can take money directly from a citizen or business’s bank account.

The biggest challenge for 2015 will be how the industry manages with a growing economy as taxpayers seek more help and advice. The general election in May will be watched with interest. A new government with new tax policies will mean more changes for tax advisers to adapt to – but also a wave of new opportunities for the profession.





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FTSE 100/250 SME

London* £ Range £ Typical £ Range £ Typical

Group Treasurer 150,000-200,000 165,000 100,000-150,000 115,000

Assistant Treasurer 100,000-170,000 115,000 70,000-95,000 78,000

Treasury Manager 55,000-80,000 69,000 45,000-60,000 58,000

Treasury Accountant 40,000-70,000 50,000 35,000-50,000 47,000

Treasury Analyst 35,000-50,000 44,500 30,000-40,000 35,000

FTSE 100/250 SME


Group Treasurer 80,000-160,000 120,000 50,000-80,000 74,000





FTSE 100/250 SME


Group Treasurer 90,000-140,000 100,000 50,000-70,000 60,000





FTSE 100/250 SME


Group Treasurer 90,000-140,000 100,000 50,000-70,000 60,000





FTSE 100/250 SME

West Midlands £ Range £ Typical £ Range £ Typical

Group Treasurer 90,000-150,000 110,000 60,000-85,000 80,000





FTSE 100/250 SME

East Midlands £ Range £ Typical £ Range £ Typical

Group Treasurer 90,000–130,000 110,000 60,000-85,000 80,000

Assistant Treasurer 65,000–85,000 80,000 50,000-68,000 64,000

Treasury Manager 40,000–60,000 45,000 40,000-50,000 42,000

Treasury Accountant 35,000–45,000 38,000 30,000-40,000 32,000

Treasury Analyst 24,000–34,000 28,000 25,000-31,000 27,000

FTSE 100/250 SME


Group Treasurer 100,000-140,000 110,000 80,000-90,000 85,000





FTSE 100/250 SME


Group Treasurer 100,000-140,000 110,000 80,000-90,000 85,000





FTSE 100/250 SME


Group Treasurer 80,000-110,000 90,000 50,000-80,000 65,000





* London has seen the introduction of new roles e.g. Treasury Dealer earning 40-55k with typical 50k in FTSE100/250 organisations, or typical 45k in SMEs and Treasury Assistant paying 20-30k with typical 26k in FTSE100/250 organisations and 24k in SMEs.

ACCOUNTANCY & FINANCE TREASURY


48 | Hays UK Salary and Recruiting Trends 2015

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Peter MatzaEngagement Director, Association of Corporate Treasurers

In our view, treasurers are largely cautious about the recovery from the financial crisis. Yet as the global economy builds, growth is high on the corporate agenda and treasurers hold the key to building the infrastructure necessary to achieve businesses’ strategic objectives. The treasury team is at the heart of the growth agenda and the relationship between the treasurer and CFO, and indeed the board as a whole, is vital. They must also extend these relationships to manage dealings with external stakeholders such as investors, regulators and analysts.

Treasurers need to seize the growing opportunities that exist for them. This means knowing how best to structure deals, considering M&A activity (both acquisition and divestment) and looking at corporate restructuring in light of regulatory change. Regulation continues to stay the front of our minds in treasury and there are currently three main issues treasurers have to deal with.

The first of these is the unintended consequences of attempts made by regulators to address systemic issues in the financial services sector, which have had an impact on non-financial corporates. In many instances regulators have paid little heed to the warnings of treasurers about the effects on the real economy, especially in capital raising and effective hedging.

Secondly, regulators have historically not acted on a global basis, which has led to asymmetries between the US and Europe, both in reporting requirements for derivative transactions to authorities, and the trade repositories created with the aim of providing greater pricing transparency.

Thirdly, within the EU even relatively non-systemic issues, such as the introduction of the Single Euro Payments Area (SEPA), have been stymied by individual governmental delays and a lack of consideration for the efficient functioning of the real economy.

Treasurers are pivotal problem-solvers who can facilitate cross-border or technological partnerships that will drive business success. In fact, a treasurer’s problem-solving capacity is unique, encompassing all liability management aspects of the business, including tax, property, insurance and pension issues.

To really optimise their role, and that of the treasury team, treasurers need to capitalise on their position as trusted advisors to the business.

ACCOUNTANCY & FINANCE TREASURY



CONSTRUCTION, ENGINEERING & PROPERTY EMPLOYERS CHALLENGED BY GROWTH

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Construction (operational)The construction recruitment market, which was already at its busiest for a number of years in early 2014, is now operating close to pre-recession levels. All site-based staff are experiencing heavy demand for their services, with freelance and permanent professionals equally sought after. The upbeat mood has permeated all UK regions.

However, the improving conditions are squeezing an already limited supply of talent. With large numbers of projects commencing simultaneously, including high-value and complex residential schemes, site engineers and technical site staff are being rapidly snapped up.

This supply and demand pressure is impacting salaries, with some roles subject to generous pay rises as employers compete both to attract new and retain existing staff. There’s no indication of slowdown in the short to medium term, and employers are having to move faster and look beyond their usual hunting grounds in order to fill vacancies.

Construction (commercial)Over the past six months, the market for commercial roles within construction has continued to pick up. The horizon is bright for professionals with the right skills and backgrounds.

Developers are increasing plot numbers and extending land banks and the ongoing residential construction boom means candidates with housing experience are among the hottest property. The industry-wide shortage of quantity surveyors is being keenly felt. With individuals who have several years’ experience under their belts remaining in short supply, graduate-level opportunities are on the rise.

Many companies that have traditionally favoured freelancers are looking for permanent staff. It’s a mutually beneficial trend; firms want to forge strong teams committed to their business and employees prefer long-term employment stability and security. Competition for candidates is heating up but in some markets, such as Scotland, there is still a mismatch between the salaries on offer from cautious employers and the increasingly confident expectations of professionals.

The ongoing residential construction boom means candidates with housing experience are among the hottest property.

Health and safetySince early 2014, optimism has continued to course through the health and safety sector. In London, an increase in demand for senior professionals has continued, while the availability of junior positions has steadily risen over the past few months as companies grow their teams. Contract work is also on the rise as the market heats up. Further north, candidates’ outlook is positive too as opportunities increase, mostly permanent, with firms looking to invest for the long haul.

Salaries are following a similar pattern, with a steady upward movement in the capital. Some employers elsewhere in the country are still trying to drive a hard bargain, but they’re beginning to lose out on the best candidates as counter offers are becoming more common.

Proposed amendments to the Construction (Design and Management) Regulations 2007 mean that CDM co-ordinator (CDMC) jobs would cease to exist, so many CDMCs are looking for a change. The vacancies they leave behind are likely to get more challenging to recruit for.

Technical surveyingThe market for technical surveyors has improved significantly over the past six months, with major industry players recruiting at all levels and, in some locations, multiple offers on the table for people with the right experience. The outlook is extremely positive for those looking for a change as the sector undergoes a shortage of experienced professionals.

As with other areas, burgeoning confidence is resulting in more permanent roles. This is most noticeable for positions at an intermediate level and below. In regions such as the South East, there’s a split between private sector consultancies recruiting for the longer term and public sector employers favouring contractors because of budget pressures and fluctuating workloads.

Quantity and building surveyors are becoming more sought after, both because of the growth in vacancies and because firms are trying harder to retain staff. Salaries have jumped accordingly in many regions, though it’s anticipated this process may slow as the market settles and employees consider long-term satisfaction rather than quick money-making opportunities.

Recruitment within each of the construction, engineering and property markets has been revitalised in 2014, but there’s still room for improvement. Soaring demand for candidates is continuing to set tough challenges for employers.

Things look brighter than they have at any time since 2007. Key industry reports show strong growth both year-on-year and, importantly, quarter-on-quarter. However, these facts don’t equate to a uniform picture across all professions due to the low ebb most sectors were sitting at during the recession.

On-site construction is approaching pre-crash levels of activity driven by the boom in residential projects. Architecture, meanwhile, has staged a particularly dramatic comeback over the last 12 months. Yet there, and in other areas such as engineering, there is still room for further growth over the coming months.

While most professions are experiencing a highly positive outlook, there’s variance in terms of how much salaries and benefits have improved since the start of 2014. Led by the ever-competitive London market, companies are now finding themselves having to pursue far more proactive and aggressive strategies as they chase talented professionals to regrow their workforces.

Increasingly employers want permanent staff to provide a stable workforce. The search for self-starters with several years’ post-qualified experience is becoming more arduous due to skill shortages in key areas, such as quantity surveying and engineering design.

For people at the right point in their careers it’s a time of great opportunity. Experienced contract professionals remain a crucial resource to take on projects and plug temporary staffing holes but as the talent pool drains the market is opening up for graduates too.

As ever, it’s difficult to peer beyond the short to medium term future. But the outlook for the next six months is of industry-wide confidence, a competitive marketplace (tempered by serious challenges to recruit and retain the best people) and upward pressure on salaries and benefits.



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General practice surveyingConfidence within general practice surveying – visible on the horizon since January 2014 – is now translating into widespread vacancies across the UK. The buoyant London market is predictably leading the way.

Skills shortages are making themselves felt in some sub-sectors. Chief among these is residential valuation surveying. Many professionals left the industry in favour of other general practice strands, leaving a void in some areas of the country. Commercial surveying is also seeing growth. In Wales, for example, there’s a particular call for candidates well-versed in post-acquisition surveying since construction has picked up.

The number of permanent positions has risen as organisations seek to invest for long-term growth and target loyal individuals whom they can develop into high-performing team members. Salaries have increased, plus bonuses and other benefits are back on the table. Over the next year the picture is only likely to improve for the best candidates, while an increasingly flexible approach from employers will also favour graduates.

ArchitectureAfter half a decade of economic difficulty, 2014 has been the first post-crash year in which architectural practices have recruited significantly. Even 12 months ago, oversupply meant there was little, if any, pressure on the market, or on the wages architects could command. But, since the beginning of 2014 the picture has shifted, with the vast majority of employers taking on permanent staff as workloads grow.

Expansion has been driven by private sector developments, growth in retail and leisure, as well as housing and commercial office developments. Public sector work such as NHS and university projects, which was architecture’s main lifeblood during the lean years, has continued alongside this.

As with other areas, skills shortages are intensifying, particularly among design technicians with Revit software experience, but also for core roles such as Part 2 architects. In London, the situation is now advanced enough that firms are looking to recruit non-UK nationals, especially from the Iberian peninsula where the downturn is lingering.

Civil and structural engineeringAcross the UK, 2014 has seen a dramatic pick-up in civil and structural engineering. Quality candidates are scarce, vacancies can be tricky to fill and high-calibre professionals can move easily into new roles.

All areas are buoyant, but housing and infrastructure projects continue to provide the greatest impetus. Demand for those with drainage expertise has escalated, and the Government’s aspiration to have all centrally procured projects hit Level 2 building and information modelling (BIM) by 2016 has seen Revit software experience becoming ever more prized.

Confidence over future work pipelines is fuelling the desire to recruit permanent staff, but as the supply of engineers is limited, companies must move quickly to find the right people. Opportunities for experienced contract engineers who can fill in temporarily are likely to remain throughout 2015.

From graduate level upwards, employers are now being more competitive in terms of the money they’re offering. While improvements in other benefits have been less pronounced, firms are beginning to make enquiries as to whether their packages are attractive enough.

Quality candidates are scarce, vacancies can be tricky to fill and high-calibre professionals can move easily into new roles.




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Facilities managementSentiment is positive among facilities management professionals. Opportunities are arising across the UK off the back of construction expansion and via organisations looking to acquire new property.

In terms of desirable skill sets there’s been little in the way of change over the past six months. Employers want multi-talented candidates who boast commercial acumen, a strong customer focus, health and safety awareness and leadership qualities. However, specialist knowledge of areas such as hard services, procurement or property management will continue to set individuals apart from their peers.

Permanent professionals are in the greatest demand, as organisations invest in their businesses and look to staff who will deliver client satisfaction over the long term. High-calibre applicants are beginning to be rewarded both with high salaries (most notably in the South East) and with development opportunities. London remains the pace-setter, with heated competition likely to develop between the top organisations as they hustle for the best talent.

Building servicesAt the start of 2014, building services could be characterised by a feeling of renewed stability. The sector has since pushed on, with some parts of the country reporting a heady appetite for candidates that has been absent since the middle of the last decade.

This is only serving to accentuate skills shortages across a number of areas, especially design. Intermediate-level engineers with building information modelling (BIM) experience continue to be a premium commodity, but there’s strong demand for mechanical and electrical design engineers at all levels. In the South East, an increasing number of employers, not just large consultancies, are trying to source talent direct from universities.

Contract engineers remain popular for project work. However, the shift towards permanent roles is accelerating as firms attempt to insulate themselves from the effects of a shrinking talent pool and prepare for the future. Salaries are experiencing strong upward pressure as a result.

Intermediate-level engineers with BIM experience continue to be a premium commodity.



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CONSTRUCTION, ENGINEERING & PROPERTY CONSTRUCTION

Operational functions

London

Site management £ Range £ Typical

Senior Site Manager 50,000-58,000 54,000

Site Manager 42,000-47,000 44,000

Assistant Site Manager 35,000-40,000 38,000

General Foreman 27,000-35,000 30,000

Contract and project managers £ Range £ Typical

Contract Manager 45,000-60,000 56,000

Project Manager 50,000-57,000 56,000

On-site engineering £ Range £ Typical

Senior Engineer 40,000-45,000 42,000

Engineer 35,000-40,000 38,000

South East England



Site Manager 40,000-44,000 42,000


General Foreman 28,000-32,000 30,000



Project Manager 40,000-65,000 54,000


Senior Engineer 38,000-42,000 40,000

Engineer 30,000-38,000 35,000

East of England



Site Manager 34,000-37,000 36,000


General Foreman 27,000-35,000 30,000



Project Manager 40,000-50,000 45,000


Senior Engineer 32,000-40,000 35,000

Engineer 27,000-32,000 29,000

South West England



Site Manager 35,000-40,000 36,000


General Foreman 22,000-28,000 27,000



Project Manager 48,000-52,000 50,000


Senior Engineer 38,000-42,000 38,000

Engineer 32,000-37,000 35,000

Wales



Site Manager 35,000-40,000 37,000


General Foreman 25,000-28,000 26,000



Project Manager 40,000-53,000 46,000


Senior Engineer 40,000-45,000 42,000

Engineer 32,000-37,000 35,000

West Midlands



Site Manager 32,000-36,000 34,000


General Foreman 26,000-29,000 27,000



Project Manager 35,000-47,000 39,000


Senior Engineer 32,000-40,000 36,000

Engineer 25,000-30,000 30,000

East Midlands



Site Manager 34,000-39,000 38,000


General Foreman 27,000-31,000 29,000



Project Manager 35,000-46,000 45,000


Senior Engineer 36,000-42,000 40,000

Engineer 28,000-35,000 32,000

Yorkshire and the Humber



Site Manager 35,000-42,000 38,000


General Foreman 21,500-30,000 26,000



Project Manager 40,000-55,000 47,000


Senior Engineer 38,000-45,000 40,000

Engineer 32,000-38,000 35,000

North East England



Site Manager 32,000-40,000 38,000


General Foreman 23,000-30,000 27,000



Project Manager 40,000-45,000 42,000


Senior Engineer 40,000-47,000 42,000

Engineer 32,000-40,000 35,000

North West England



Site Manager 35,000-40,000 38,000


General Foreman 24,000-28,000 26,000



Project Manager 40,000-50,000 45,000


Senior Engineer 37,000-45,000 40,000

Engineer 30,000-38,000 32,000

Northern Ireland



Site Manager 30,000-40,000 34,000


General Foreman 26,000-32,000 30,000



Project Manager 36,000-45,000 40,000


Senior Engineer 30,000-36,000 33,000

Engineer 24,000-30,000 28,000

Scotland



Site Manager 35,000-43,000 38,000


General Foreman 27,000-32,000 28,000



Project Manager 43,000-55,000 49,000


Senior Engineer 35,000-39,000 37,000

Engineer 28,000-34,000 33,000



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Commercial functions

London

Quantity surveyors £ Range £ Typical

Senior Quantity Surveyor 50,000-60,000 55,000

Intermediate Quantity Surveyor 40,000-45,000 42,000

Assistant Quantity Surveyor 32,000-36,000 34,000

Planners £ Range £ Typical

Senior Planner 55,000-65,000 58,000

Planner 43,000-50,000 48,000

Assistant Planner 28,000-32,000 30,000

Estimators £ Range £ Typical

Senior Estimator 50,000-58,000 55,000

Estimator 43,000-48,000 46,000

Assistant Estimator 32,000-35,000 33,000

Bid Manager 50,000-55,000 52,000

South East England






Senior Planner 45,000-55,000 50,000

Planner 36,000-42,000 37,000




Estimator 42,000-50,000 45,000


Bid Manager 48,000-55,000 50,000

East of England






Senior Planner 43,000-48,000 46,000

Planner 37,000-42,000 39,000




Estimator 35,000-45,000 40,000


Bid Manager 40,000-50,000 45,000

South West England






Senior Planner 45,000-48,000 46,000

Planner 37,000-43,000 43,000




Estimator 40,000-45,000 44,000


Bid Manager 45,000-50,000 47,000

Wales






Senior Planner 45,000-52,000 47,000

Planner 40,000-45,000 41,000




Estimator 30,000-40,000 39,000


Bid Manager 45,000-50,000 46,500

West Midlands






Senior Planner 43,000-50,000 46,000

Planner 35,000-42,000 37,000




Estimator 35,000-44,000 38,000


Bid Manager 40,000-55,000 49,000

East Midlands






Senior Planner 45,000-55,000 50,000

Planner 37,000-45,000 40,000




Estimator 35,000-45,000 40,000


Bid Manager 45,000-55,000 49,000







Senior Planner 45,000-50,000 48,000

Planner 35,000-40,000 38,000




Estimator 35,000-45,000 42,000


Bid Manager 40,000-55,000 48,000



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Commercial functions

North East England






Senior Planner 43,000-50,000 47,000

Planner 35,000-42,000 38,000




Estimator 33,000-45,000 38,000


Bid Manager 45,000-52,000 49,000

North West England






Senior Planner 44,000-52,000 48,000

Planner 37,000-44,000 38,000




Estimator 38,000-44,000 42,000


Bid Manager 48,000-55,000 50,000

Northern Ireland






Senior Planner 40,000-50,000 43,000

Planner 35,000-40,000 35,000




Estimator 35,000-40,000 36,000


Bid Manager 40,000-50,000 45,000

Scotland






Senior Planner 45,000-55,000 50,000

Planner 36,000-42,000 37,000




Estimator 38,000-45,000 40,000


Bid Manager 48,000-52,000 49,000

Bridget BartlettDeputy Chief Executive, The Chartered Institute of Building

Construction management professionals are always in demand. Before the recession there was a skills shortage and, as the industry picks up speed after a period of economic difficulty, companies are still finding it difficult to recruit the right talent.

There have always been hotspots in construction and as the economy improves we are seeing pinch points across the regions. The speed of recovery in London and the South East is faster than in the rest of the country. Meanwhile, major infrastructure projects like Crossrail and HS2, which extend beyond the South East, are fuelling the momentum and creating a positive outlook for other regions.

Those people who studied construction degrees during the downturn are coming out under much sunnier economic conditions and that can only benefit their career opportunities and the industry.

One of the recent big wins for those who work in construction management is the advent of the Chartered Construction Manager. This is a new designation that members and fellows of the CIOB can use. It benchmarks the discipline against other professions and signals the influence that professional construction managers have within, and beyond, the built environment.

The skills set of the industry is already being influenced by digital technology and in particular building information modelling (BIM). As construction moves ever deeper into digital construction with the drive for Digital Built Britain we will see that increase.

The UK Government is the industry’s largest client and it is driving the implementation of BIM. This has motivated employers to recruit, develop and train people with digital skills. Professional bodies play a key role in the upskilling process and BIM enablement will be an inherent driver in procurement processes in the future. This by its very nature will ensure that the right skills are embodied across many professional roles in the industry and at other levels.

Innovation and adapting to change is a challenge for any sector and perhaps more difficult for one as diverse as construction in terms of the number of industries that sit within the sector. However, construction is a flexible industry delivering major bespoke innovation projects and the drive to move construction to being more of a digital industry brings with it many opportunities, such as the potential to break down diversity barriers and stereotypes.

There is a huge reservoir of next generation talent that the industry could tap into. If you think of the 27m people playing Minecraft (a modern day version of Lego), particularly children, many are already developing their own virtual building skills in a similar vein to today’s cutting edge virtual building techniques.

The UK must learn the lessons of the past when planning future construction strategy. We need to have the right upskilled workforce so the industry can react quickly and take advantage of the improved economic situation here and internationally. Investment in skills will also ensure we are better prepared in the future.



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CONSTRUCTION, ENGINEERING & PROPERTY HEALTH & SAFETY


H&S Director 60,000-95,000 85,000

Senior H&S Manager 50,000-60,000 59,000

H&S Manager 44,000-49,000 48,000

H&S Advisor 28,000-35,000 35,000

CDM Co-ordinator 35,000-45,000 40,000


H&S Director 70,000-85,000 75,000


H&S Manager 43,000-49,000 46,000

H&S Advisor 30,000-35,000 35,000

CDM Co-ordinator 35,000-45,000 38,000


H&S Director 60,000-70,000 65,000


H&S Manager 30,000-40,000 37,000

H&S Advisor 25,000-35,000 29,000

CDM Co-ordinator 30,000-40,000 35,000


H&S Director 60,000-75,000 70,000


H&S Manager 40,000-45,000 40,000

H&S Advisor 30,000-35,000 32,000

CDM Co-ordinator 30,000-40,000 35,000


H&S Director 50,000-60,000 55,000


H&S Manager 33,000-38,000 35,000

H&S Advisor 25,000-30,000 27,000

CDM Co-ordinator 28,000-34,000 32,000


H&S Director 62,000-80,000 62,500


H&S Manager 34,000-45,000 40,000

H&S Advisor 30,000-38,000 34,000

CDM Co-ordinator 35,000-40,000 38,000


H&S Director 65,000-80,000 65,000


H&S Manager 32,500-50,000 42,500

H&S Advisor 27,500-40,000 32,500

CDM Co-ordinator 30,000-40,000 38,000


H&S Director 60,000-80,000 60,000


H&S Manager 30,000-40,000 36,000

H&S Advisor 25,000-35,000 32,000

CDM Co-ordinator 35,000-40,000 38,000


H&S Director 50,000-60,000 55,000


H&S Manager 35,000-40,000 35,000

H&S Advisor 25,000-30,000 25,000

CDM Co-ordinator 30,000-38,000 35,000


H&S Director 55,000-65,000 58,000


H&S Manager 35,000-45,000 40,000

H&S Advisor 25,000-35,000 31,000

CDM Co-ordinator 30,000-45,000 37,000


H&S Director 45,000-55,000 50,000


H&S Manager 30,000-42,000 36,000

H&S Advisor 22,000-28,000 27,000

CDM Co-ordinator 28,000-34,000 32,000


H&S Director 45,000-55,000 51,000


H&S Manager 30,000-40,000 35,000

H&S Advisor 25,000-30,000 28,000

CDM Co-ordinator 28,000-38,000 33,000

By Simon BowenExecutive Director (Membership),Institution of Occupational Safety and Health

As the world’s largest professional body for safety and health, IOSH is in the enviable position of having a leading role in developing the profession. This is critical as we see safety and health move away from a compliance-oriented function towards a competency-based driver of every organisation’s core business values. There is no doubt that a construction or engineering company that embraces the concept of a culture of care, and uses competence rather than compliance as its measure for safety and health success, reaps the rewards. It gains in reputation, improves its resilience and ultimately gets the sort of results every organisation looks for.

The IOSH vision is a world of work that is safe, healthy and sustainable. Our 44,000 members are the backbone of delivering that vision.

It is through them – their commitment, competence and professionalism – that the construction and engineering industries alike are able to tap into a framework for competence that delivers a wealth of knowledge and skills, and enables projects to succeed right through the supply chain.

If the safety, health and wellbeing of our workforces is everyone’s responsibility then ensuring and enabling the culture of care needed to make that happen is every safety and health professional’s responsibility. Illness, death and injury still plagues the construction industry worldwide and it is within the industry’s power to eradicate it. There are clear unequivocal examples that prove it is possible to do just that on a project-by-project basis.

The key to achieving a culture of care is in understanding that competence in safety and health enables proactive engagement with the whole workforce that recognises and rewards positive behaviours while challenging and changing negative behaviours. People can own the outcome of their actions and feel good about it.

Business resilience is made up of many things, not least the people who support and deliver the products and services that create business wealth. There has probably never been a better time to seek a career in safety and health as organisations wake up to the facts and invest in their own futures by investing competence instead of seeking compliance.



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CONSTRUCTION, ENGINEERING & PROPERTY SURVEYING CONSULTANTS

Professional quantity surveyors


Partner/Director 70,000-90,000 75,000

Associate 55,000-80,000 65,000

Senior Surveyor 40,000-60,000 53,000

Newly Qualified Surveyor 35,000-43,000 41,000

Graduate Surveyor 23,000-27,000 25,000

Claims and Dispute Resolution 60,000-85,000 70,000

Project Manager 40,000-65,000 50,000



Associate 50,000-60,000 53,000

Senior Surveyor 40,000-50,000 43,000




Project Manager 46,000-52,000 48,000



Associate 38,000-50,000 44,000

Senior Surveyor 32,000-40,000 38,000




Project Manager 35,000-45,000 40,000



Associate 45,000-50,000 45,000

Senior Surveyor 36,000-44,000 40,000




Project Manager 38,000-47,000 42,000



Associate 40,000-48,000 45,000

Senior Surveyor 35,000-40,000 37,000




Project Manager 40,000-45,000 42,500



Associate 42,000-47,000 45,000

Senior Surveyor 35,000-45,000 40,000




Project Manager 35,000-50,000 40,000



Associate 45,000-48,000 46,000

Senior Surveyor 35,000-45,000 45,000




Project Manager 40,000-45,000 43,000



Associate 45,000-55,000 48,000

Senior Surveyor 37,000-45,000 40,000




Project Manager 37,000-47,000 43,000



Associate 40,000-50,000 45,000

Senior Surveyor 35,000-45,000 40,000




Project Manager 35,000-45,000 40,000



Associate 40,000-55,000 45,000

Senior Surveyor 35,000-45,000 40,000




Project Manager 35,000-50,000 40,000



Associate 38,000-45,000 44,000

Senior Surveyor 33,500-40,000 37,500




Project Manager 35,000-45,000 38,000



Associate 47,000-54,000 50,000

Senior Surveyor 38,000-44,000 40,000




Project Manager 40,000-50,000 45,000



Building surveyors



Associate 55,000-75,000 62,500

Senior Surveyor 45,000-60,000 53,000

Newly Qualified Building Surveyor 37,000-43,000 40,000

Graduate Building Surveyor 20,000-28,000 25,000

Maintenance Surveyor 30,000-40,000 36,000



Associate 45,000-52,000 48,000

Senior Surveyor 38,000-45,000 42,000






Associate 40,000-50,000 45,000

Senior Surveyor 38,000-45,000 40,000






Associate 40,000-50,000 43,000

Senior Surveyor 35,000-42,000 38,000






Associate 40,000-50,000 43,000

Senior Surveyor 35,000-42,000 39,000






Associate 40,000-47,000 45,000

Senior Surveyor 35,000-40,000 38,000






Associate 45,000-50,000 48,000

Senior Surveyor 35,000-45,000 43,000






Associate 39,000-45,000 43,000

Senior Surveyor 36,000-40,000 37,000






Associate 38,000-45,000 43,000

Senior Surveyor 35,000-40,000 38,000






Associate 40,000-50,000 45,000

Senior Surveyor 35,000-40,000 38,000






Associate 38,000-44,000 40,000

Senior Surveyor 28,000-32,000 31,000






Associate 44,000-55,000 47,000

Senior Surveyor 35,000-40,000 38,000




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CONSTRUCTION, ENGINEERING & PROPERTY SURVEYING CONSULTANTS



CONSTRUCTION, ENGINEERING & PROPERTY GENERAL PRACTICE SURVEYING

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General practice surveyors



Associate 45,000-60,000 55,000

Senior Surveyor 40,000-50,000 45,000





Associate 50,000-60,000 55,000

Senior Surveyor 40,000-48,000 42,000





Associate 40,000-50,000 48,000

Senior Surveyor 36,000-40,000 38,000





Associate 40,000-50,000 48,000

Senior Surveyor 37,000-45,000 40,000





Associate 40,000-50,000 48,000

Senior Surveyor 37,000-45,000 38,000





Associate 40,000-50,000 48,000

Senior Surveyor 36,000-40,000 38,000





Associate 40,000-50,000 48,000

Senior Surveyor 36,000-43,000 42,000





Associate 40,000-50,000 48,000

Senior Surveyor 36,000-40,000 38,000





Associate 40,000-50,000 48,000

Senior Surveyor 40,000-45,000 42,000





Associate 40,000-55,000 50,000

Senior Surveyor 35,000-40,000 38,000





Associate 40,000-50,000 48,000

Senior Surveyor 36,000-40,000 38,000





Associate 40,000-50,000 48,000

Senior Surveyor 35,000-40,000 38,000



Property/asset managers



Associate 45,000-65,000 53,500

Senior Surveyor 40,000-50,000 44,500





Associate 45,000-55,000 49,000

Senior Surveyor 35,000-45,000 40,000





Associate 40,000-52,000 43,500

Senior Surveyor 30,000-40,000 35,000





Associate 45,000-52,000 46,500

Senior Surveyor 30,000-42,000 37,000





Associate 45,000-70,000 49,500

Senior Surveyor 30,000-42,000 37,000





Associate 40,000-60,000 47,500

Senior Surveyor 30,000-45,000 37,500





Associate 40,000-60,000 47,500

Senior Surveyor 30,000-45,000 40,000





Associate 43,000-52,000 47,500

Senior Surveyor 36,000-42,000 39,000





Associate 43,000-50,000 47,500

Senior Surveyor 35,000-40,000 40,000





Associate 45,000-65,000 49,000

Senior Surveyor 36,000-45,000 41,000





Associate 40,000-50,000 48,000

Senior Surveyor 35,000-40,000 38,000





Associate 40,000-48,000 45,000

Senior Surveyor 30,000-40,000 35,000





Agency surveyors



Associate 55,000-65,000 58,000

Senior Surveyor 42,000-50,000 48,000





Associate 45,000-55,000 50,000

Senior Surveyor 35,000-45,000 38,000





Associate 45,000-55,000 50,000

Senior Surveyor 35,000-45,000 40,000





Associate 45,000-52,000 47,000

Senior Surveyor 32,000-42,000 37,000





Associate 45,000-52,000 47,000

Senior Surveyor 32,000-42,000 37,000





Associate 40,000-50,000 50,000

Senior Surveyor 38,000-47,000 40,000



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Associate 40,000-50,000 50,000

Senior Surveyor 38,000-47,000 40,000





Associate 40,000-52,000 45,000

Senior Surveyor 34,000-38,000 36,000





Associate 35,000-42,000 40,000

Senior Surveyor 35,000-40,000 38,000





Associate 45,000-55,000 50,000

Senior Surveyor 35,000-40,000 38,000





Associate 40,000-50,000 48,000

Senior Surveyor 35,000-40,000 38,000





Associate 40,000-48,000 45,000

Senior Surveyor 30,000-40,000 35,000






Investment/development surveyors



Associate 55,000-75,000 71,000

Senior Surveyor 38,000-70,000 51,000





Associate 45,000-60,000 52,500

Senior Surveyor 35,000-45,000 40,000





Associate 40,000-50,000 45,000

Senior Surveyor 30,000-40,000 36,000





Associate 45,000-52,000 45,000

Senior Surveyor 30,000-40,000 35,000





Associate 45,000-55,000 45,500

Senior Surveyor 30,000-43,000 37,000





Associate 40,000-50,000 50,000

Senior Surveyor 40,000-47,000 45,000



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Associate 40,000-50,000 47,500

Senior Surveyor 35,000-45,000 40,000





Associate 40,000-52,000 47,500

Senior Surveyor 35,000-45,000 40,000





Associate 35,000-45,000 39,500

Senior Surveyor 35,000-42,000 38,000





Associate 40,000-55,000 49,000

Senior Surveyor 35,000-48,000 40,000





Associate 40,000-50,000 48,000

Senior Surveyor 35,000-40,000 38,000





Associate 40,000-48,000 45,000

Senior Surveyor 30,000-40,000 35,000






Residential valuation



Associate 53,000-63,000 57,000

Senior Surveyor 40,000-48,000 46,000


APC Surveyor 24,000-30,000 28,000




Associate 50,000-60,000 55,000

Senior Surveyor 42,000-48,000 46,000


APC Surveyor 25,000-30,000 28,000




Associate 40,000-52,000 45,000

Senior Surveyor 35,000-45,000 40,000


APC Surveyor 20,000-25,000 23,000




Associate 45,000-52,000 46,000

Senior Surveyor 30,000-40,000 35,500


APC Surveyor 20,000-25,000 24,000




Associate 45,000-52,000 45,000

Senior Surveyor 30,000-40,000 37,000


APC Surveyor 20,000-25,000 24,000




Associate 50,000-55,000 50,000

Senior Surveyor 35,000-47,000 40,000


APC Surveyor 20,000-25,000 23,000




Associate 40,000-52,000 45,000

Senior Surveyor 30,000-40,000 40,000


APC Surveyor 20,000-25,000 24,000




Associate 40,000-48,000 45,000

Senior Surveyor 33,000-38,000 36,000


APC Surveyor 22,000-28,000 24,000




Associate 38,000-42,000 40,000

Senior Surveyor 32,000-38,000 36,000


APC Surveyor 20,000-25,000 24,000




Associate 45,000-55,000 50,000

Senior Surveyor 35,000-45,000 40,000


APC Surveyor 25,000-28,000 26,000




Associate 40,000-50,000 48,000

Senior Surveyor 35,000-40,000 38,000


APC Surveyor 20,000-25,000 23,000




Associate 40,000-48,000 45,000

Senior Surveyor 30,000-40,000 35,000


APC Surveyor 20,000-25,000 24,000


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Landlord and tenant surveyors



Associate 50,000-65,000 57,000

Senior Surveyor 38,000-45,000 44,000


APC Surveyor 24,000-30,000 28,000




Associate 50,000-60,000 55,000

Senior Surveyor 35,000-45,000 40,000


APC Surveyor 24,000-30,000 26,000




Associate 40,000-50,000 45,000

Senior Surveyor 30,000-40,000 35,000


APC Surveyor 20,000-25,000 23,000




Associate 45,000-52,000 46,000

Senior Surveyor 30,000-40,000 35,000


APC Surveyor 20,000-25,000 24,000




Associate 45,000-52,000 47,000

Senior Surveyor 30,000-40,000 37,000


APC Surveyor 20,000-25,000 24,000




Associate 50,000-55,000 50,000

Senior Surveyor 40,000-47,000 42,000


APC Surveyor 25,000-30,000 27,000




Associate 40,000-55,000 48,000

Senior Surveyor 35,000-45,000 41,000


APC Surveyor 25,000-30,000 27,000




Associate 45,000-52,000 50,000

Senior Surveyor 35,000-40,000 38,000


APC Surveyor 24,000-27,000 25,000




Associate 42,000-50,000 45,000

Senior Surveyor 35,000-40,000 38,000


APC Surveyor 23,000-26,000 25,000




Associate 42,000-55,000 50,000

Senior Surveyor 35,000-42,000 38,000


APC Surveyor 24,000-28,000 26,000




Associate 40,000-50,000 48,000

Senior Surveyor 35,000-40,000 38,000


APC Surveyor 20,000-25,000 23,000




Associate 40,000-48,000 45,000

Senior Surveyor 30,000-40,000 35,000


APC Surveyor 20,000-25,000 24,000


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Simon RubinsohnChief Economist, Royal Institution of Chartered Surveyors

Fears that the recovery in UK economy would run out of steam this year have proved unduly pessimistic and it now looks likely that growth over the whole of 2014 will comfortably exceed the 3% mark.

A key benefit of this stronger performance has been the sharp rise in the number of people in work. Yet despite this, wage growth has been unusually subdued helping to keep inflation in check. As a result, interest rates remain at historically low levels.

Against this benign backdrop, activity levels have continued to pick up in both the commercial and residential real estate markets and more encouragingly, the firmer tone has begun to spread out across the country rather than being so narrowly focused on London and a few other hot spots.

Critically, the more widespread upturn in transactions has also provided a welcome boost for the construction

sector which has, to some extent, been caught out by the strength of demand and, in the process, had to grapple with shortages of skills and materials.

The underlying momentum in the economy provides reason for encouragement that the positive growth trend will persist into 2015. However as the recovery becomes more embedded, the Bank of England will gradually look to normalise monetary policy; this will see interest rates move gradually upwards.

Moreover, the uncertainty surrounding the forthcoming general election (in the spring of 2015) could also have an adverse impact on both business and consumer confidence. As a result, the rate of economic expansion may turn out to be a little more modest next year than this. A slightly less robust performance could also be visible in the property sector with modestly higher borrowing costs having some impact on investor behaviour.

Even so, with the cost of money still historically low and concerns about shortages of both commercial and residential stock ongoing, the likelihood is that these markets will remain resilient in the face of a slightly more challenging set of macro conditions.

Our property market surveys are widely used by the Bank of England and major financial institutions as the best lead indicator of the property market. We are working with employers across property and construction to harness the confidence of this buoyant market to ensure a recovery based on knowledge, skills and professional standards.



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London

Architects £ Range £ Typical


Associate 57,500-67,500 62,000

Architect 38,000-47,000 43,500

Architectural Assistant, Part II 26,000-32,000 29,500

Architectural Assistant, Part I 18,000-21,000 20,500

Architectural CAD technicians £ Range £ Typical

Senior CAD Technician 34,000-39,000 37,000

Technician 29,000-35,000 31,000

CAD Technician 26,000-31,000 28,250

Interior designers £ Range £ Typical

Senior Interior Designer 40,000-46,000 43,000

Interior Designer 33,000-38,000 36,000

South East England



Associate 45,000-50,000 47,500

Architect 38,000-42,000 40,000





Technician 28,000-32,000 30,000

CAD Technician 25,000-28,000 26,000




East of England



Associate 38,000-43,000 40,000

Architect 35,000-40,000 38,000





Technician 24,000-28,000 26,000

CAD Technician 22,000-26,000 24,000




South West England



Associate 35,000-42,000 39,000

Architect 31,000-37,000 35,000





Technician 24,000-28,000 26,000

CAD Technician 22,000-27,000 25,000




Wales



Associate 33,000-40,000 36,000

Architect 30,000-35,000 33,000





Technician 20,000-27,000 23,000

CAD Technician 19,000-27,000 22,000




West Midlands



Associate 38,000-45,000 42,000

Architect 30,000-40,000 35,000





Technician 24,000-28,500 27,000

CAD Technician 21,000-28,000 25,000




East Midlands



Associate 37,500-45,500 42,000

Architect 30,000-38,000 35,000





Technician 24,500-29,500 27,500

CAD Technician 24,500-27,500 26,500







Associate 37,000-46,000 43,000

Architect 27,500-33,000 32,000





Technician 24,500-31,000 29,000

CAD Technician 21,000-26,500 24,000






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North East England



Associate 35,000-40,000 36,000

Architect 27,000-36,000 30,000





Technician 24,000-30,000 28,000

CAD Technician 21,000-26,000 24,000




North West England



Associate 38,000-46,000 43,000

Architect 28,000-36,000 33,000





Technician 26,000-34,000 30,000

CAD Technician 20,000-26,000 24,000




Northern Ireland



Associate 35,000-45,000 38,000

Architect 27,000-36,000 32,000





Technician 20,000-25,000 23,000

CAD Technician 18,000-23,000 20,000




Scotland



Associate 38,000-45,000 42,000

Architect 28,000-34,000 32,000





Technician 16,000-22,000 20,000

CAD Technician 16,000-20,000 19,000




Harry RichChief Executive, Royal Institute of British Architects

Current sentiment in the architecture profession is positive. Practices of all sizes are predicting that overall workloads will improve, although there is a long way to go to regain the position before the financial crash.

Our Future Trends Survey asks practices to forecast future workloads and staffing levels for the next three months. The value of work in progress for architects began to recover in the second half of 2013 and has been in strong positive territory since. We have now seen a period of consistent growth running at an annualised rate of about 10%.

This improvement is largely being driven by a strong private housing and commercial market in London, the South East and Scotland, although we are seeing evidence of growth taking hold more widely across the UK.

There remain challenges for our industry. Many RIBA chartered practices report that, although overall workloads are increasing, the market remains highly competitive and margins very tight. We have not yet seen a significant increase in employment levels as practices tried to retain as many staff as possible during the downturn and therefore there remains substantial spare capacity in the architectural profession.

We expect this slack to be gradually taken up in the next 12 months, with some signs already apparent of increased demand for staff with project running and building information modelling (BIM) experience in hot spots such as London and North East Scotland. However, constraints on profitability are impacting on the ability of practices to increase staffing levels and invest in BIM capability.



David Lloyd-RoachDirector of Membership, The Institution of Civil Engineers (ICE)

Since it was founded in 1818, the role of ICE has been to foster and promote the art and science of civil engineering. We now represent around 80,000 members worldwide and continue to work hard to change the industry’s image, focusing on promoting the positive impact civil engineering has on society.

There is a need to attract more young people to the profession and we welcome government support for apprenticeships and want to encourage flexible routes into civil engineering.

Academic qualifications, supplemented by further learning, provide a good start to a civil engineering career, but you no longer have to be a graduate to become a chartered engineer. You can leave school early, get an apprenticeship and then enjoy part-time study. The outlook is good for apprentices and technicians, who have felt rather unloved in recent years.

Our Big Bang Fair, the largest celebration of science, technology, engineering and maths for young people in the UK, demonstrates how many exciting and rewarding opportunities there are in engineering if you have the right experience and qualifications.

Civil engineering is in a recovery phase and the signs are positive for the future with the increased investment in infrastructure such as transport and energy presenting some exciting opportunities for our members.

Over the next few years civil engineers will need to operate in a construction market where the aim is to reduce hours on site, where clients want quicker responses and lower build and lifecycle costs.

There is room for some radical thinking and we believe this industry is up to the challenge.

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Civil engineers


Associate Engineer 55,000-65,000 57,000

Senior Engineer 38,000-48,000 43,000

Engineer 30,000-38,000 34,000

Graduate Engineer 24,000-28,000 26,000



Senior Engineer 35,000-45,000 39,000

Engineer 26,000-35,000 32,000




Senior Engineer 35,000-45,000 39,000

Engineer 26,000-35,000 32,000




Senior Engineer 32,000-43,000 38,000

Engineer 26,000-32,000 30,000




Senior Engineer 35,000-45,000 39,000

Engineer 28,000-35,000 31,000




Senior Engineer 33,000-43,000 40,000

Engineer 27,000-33,000 33,000




Senior Engineer 35,000-44,000 40,000

Engineer 30,000-38,000 33,000




Senior Engineer 33,000-36,000 34,500

Engineer 26,500-32,500 30,000




Senior Engineer 33,000-39,000 36,000

Engineer 26,000-33,000 30,000




Senior Engineer 32,000-40,000 38,000

Engineer 23,000-33,000 31,000




Senior Engineer 30,000-36,000 32,000

Engineer 23,000-29,000 26,500




Senior Engineer 31,000-40,000 35,500

Engineer 26,000-32,000 29,000




Structural engineers



Senior Engineer 40,000-50,000 45,000

Engineer 34,000-40,000 37,000




Senior Engineer 35,000-45,000 40,000

Engineer 26,000-35,000 32,000




Senior Engineer 35,000-45,000 40,000

Engineer 26,000-35,000 32,000




Senior Engineer 32,000-43,000 38,000

Engineer 26,000-33,000 31,000




Senior Engineer 34,000-45,000 39,000

Engineer 28,000-32,000 30,000




Senior Engineer 31,000-43,000 40,000

Engineer 27,000-33,000 33,000




Senior Engineer 35,000-45,000 41,000

Engineer 32,000-37,000 34,000




Senior Engineer 33,000-40,000 38,500

Engineer 27,500-31,000 30,000




Senior Engineer 32,000-39,000 37,500

Engineer 27,000-31,000 30,000




Senior Engineer 33,000-40,000 38,000

Engineer 26,000-34,000 32,000




Senior Engineer 28,000-36,000 30,000

Engineer 23,000-29,000 27,000




Senior Engineer 31,000-40,000 36,000

Engineer 25,500-32,000 29,000


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CAD technicians


CAD Manager 44,000-50,000 47,000

Senior CAD Team Leader 35,000-44,000 39,500

CAD Technician 27,000-35,000 31,000


CAD Manager 32,000-38,000 35,000


CAD Technician 22,000-28,000 26,000


CAD Manager 35,000-40,000 37,500


CAD Technician 23,000-29,000 26,000


CAD Manager 31,000-35,000 34,000


CAD Technician 20,000-28,000 26,000


CAD Manager 34,000-40,000 35,000


CAD Technician 21,000-26,000 24,000


CAD Manager 31,000-37,000 36,000


CAD Technician 25,000-28,000 28,000


CAD Manager 32,000-38,000 35,000


CAD Technician 25,000-30,000 30,000


CAD Manager 32,500-38,000 36,000


CAD Technician 23,000-29,000 26,000


CAD Manager 32,000-37,000 35,000


CAD Technician 19,000-24,000 22,000


CAD Manager 34,000-42,000 38,000


CAD Technician 21,000-28,000 25,000


CAD Manager 26,000-32,000 28,000


CAD Technician 23,000-26,000 25,000


CAD Manager 34,000-38,000 36,000


CAD Technician 25,000-29,000 27,000

Environmental/geotechnical engineers



Senior Engineer 40,000-50,000 42,000

Engineer 30,000-35,000 32,500




Senior Engineer 32,000-40,000 38,000

Engineer 26,000-32,000 29,000




Senior Engineer 32,000-40,000 38,000

Engineer 26,000-32,000 29,000




Senior Engineer 30,000-38,000 35,000

Engineer 25,000-30,000 27,000




Senior Engineer 32,000-38,000 35,000

Engineer 27,000-31,000 29,000




Senior Engineer 32,000-38,000 36,500

Engineer 25,000-28,000 27,000




Senior Engineer 30,000-36,000 32,000

Engineer 26,500-30,000 28,000




Senior Engineer 32,000-37,000 35,500

Engineer 25,000-30,000 28,000




Senior Engineer 33,000-37,000 35,500

Engineer 28,000-32,000 30,000




Senior Engineer 33,000-42,000 38,500

Engineer 25,000-32,000 30,000




Senior Engineer 34,000-40,000 35,000

Engineer 25,000-30,000 25,000




Senior Engineer 32,000-38,000 36,000

Engineer 23,000-29,000 26,000


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CONSTRUCTION, ENGINEERING & PROPERTY FACILITIES MANAGEMENT


Facilities Director 75,000-100,000 85,000

Facilities Manager 35,000-50,000 45,000

Facilities Assistant 24,000-27,000 25,000

Facilities Consultant 50,000-60,000 57,500

Electrical or Mechanical Engineer 28,000-32,000 30,000

Technical Services Manager 45,000-55,000 50,000

Technical Services Supervisor 37,000-44,000 40,000





































































































Gareth TancredCEO, British Institute of Facilities Management

Facilities management (FM) as a career choice offers many opportunities and an interesting and diverse working life. No two days are ever the same. It is challenging, interesting and crucial to ensuring a company operates effectively and provides a safe, enjoyable and efficient working environment.

This is a heavily regulated sector but organisations must not approach this aspect as a tick-box exercise. Legislative compliance is important, but organisations and FM professionals must also take a proactive approach to improving sustainability.

Technology has the potential to lift the work that FM does to another level. For instance, our FM and the Trust Dividend report, which explores the attitudes of organisations towards FM departments and suppliers, explains the benefits of supplying real-time data and

relevant business information. The research confirms what is frequently said by those in the profession about the way FM should be run. An ongoing commitment by senior personnel to establish and routinely measure FM’s value – what it brings to operational performance and productivity – leads to more trusting partnerships. This results in improved levels of service quality as FM teams can concentrate on being proactive in improving customer experience and driving innovation rather than focussing on cost cutting and compliance.

As the UK economy recovers these are exciting times for FM professionals and we are seeing huge contracts being won. However, organisations are still putting cost pressures on service providers.

With job titles often not reflecting the true scope of the role and a certain amount of stigma still attached to the work FMs do, the FM profession can be easily misunderstood. However, our professionals are getting better at understanding the role they play and the importance of the work they do, which is further helped as more business leaders look at the role of the ‘workplace’ which is an area FMs can own.

Our work with the Chartered Institute of Personnel and Development (CIPD) on the future of the workplace is further promoting this understanding by bringing together two communities of professionals. I can only see these improvements continuing as changes in the way people work bring a host of new developments and challenges.



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CONSTRUCTION, ENGINEERING & PROPERTY BUILDING SERVICES

Consulting


Director 70,000-90,000 80,000

Associate 58,000-68,000 65,000

Senior Design Engineer (M&E) 45,000-60,000 52,000

Intermediate Design Engineer (M&E) 32,000-38,000 35,000

Junior Design Engineer (M&E) 22,000-28,000 26,000

Revit/BIM Technician 32,000-45,000 36,000

CAD Technician 28,000-35,000 32,000


Director 62,000-67,000 66,000

Associate 52,000-58,000 56,000





CAD Technician 26,000-30,000 28,000


Director 49,000-59,000 55,000

Associate 35,000-50,000 45,000





CAD Technician 22,000-26,000 24,000


Director 52,000-57,000 53,000

Associate 40,000-50,000 45,000





CAD Technician 23,000-28,000 25,000


Director 52,000-57,000 53,000

Associate 40,000-50,000 45,000





CAD Technician 23,000-28,000 25,000


Director 50,000-60,000 55,000

Associate 45,000-55,000 50,000





CAD Technician 21,000-27,000 25,000


Director 50,000-65,000 55,000

Associate 45,000-55,000 50,000





CAD Technician 21,000-28,000 25,000


Director 42,000-54,000 50,000

Associate 42,000-48,000 45,000





CAD Technician 22,000-28,000 25,000


Director 42,000-54,000 50,000

Associate 38,000-45,000 42,000





CAD Technician 21,000-25,000 24,000


Director 47,000-57,000 55,000

Associate 45,000-55,000 50,000





CAD Technician 22,000-28,000 25,000


Director 45,000-70,000 60,000

Associate 38,000-46,000 42,000





CAD Technician 18,000-23,000 20,000


Director 42,000-54,000 50,000

Associate 45,000-50,000 47,000





CAD Technician 18,000-22,000 20,000



Contractors


Director 70,000-90,000 80,000

Senior Contracts Manager 45,000-60,000 55,000

Contract Quantity Surveyor 40,000-60,000 48,000

Estimator 40,000-55,000 48,000

Project Manager 50,000-60,000 55,000

Project Engineer 30,000-42,000 37,000

CAD Technician 28,000-38,000 32,000


Director 62,000-67,000 66,000



Estimator 42,000-50,000 43,000

Project Manager 45,000-55,000 52,000


CAD Technician 26,000-30,000 28,000


Director 49,000-59,000 55,000



Estimator 32,000-45,000 40,000

Project Manager 35,000-45,000 40,000


CAD Technician 22,000-26,000 24,000


Director 52,000-60,000 55,000



Estimator 30,000-37,000 33,000

Project Manager 37,000-42,000 39,000


CAD Technician 24,000-30,000 25,000


Director 52,000-60,000 53,000



Estimator 30,000-37,000 33,000

Project Manager 37,000-42,000 39,000


CAD Technician 24,000-34,000 25,000


Director 45,000-55,000 50,000



Estimator 28,000-38,000 35,000

Project Manager 35,000-50,000 42,000


CAD Technician 21,000-27,000 25,000


Director 45,000-55,000 50,000



Estimator 33,000-40,000 37,500

Project Manager 38,500-50,000 42,500


CAD Technician 23,500-29,500 26,500


Director 42,000-54,000 50,000



Estimator 25,000-35,000 33,000

Project Manager 35,000-55,000 42,000


CAD Technician 21,000-26,500 24,000


Director 42,000-54,000 50,000



Estimator 27,500-35,000 34,000

Project Manager 35,000-55,000 42,000


CAD Technician 21,000-25,000 24,000


Director 46,000-56,000 50,000



Estimator 28,000-36,000 34,000

Project Manager 40,000-45,000 42,000


CAD Technician 23,000-27,000 25,000


Director 50,000-75,000 55,000



Estimator 30,000-36,000 31,000

Project Manager 33,000-36,000 35,000


CAD Technician 23,000-29,000 28,000


Director 45,000-55,000 50,000



Estimator 30,000-38,000 34,000

Project Manager 35,000-40,000 37,500


CAD Technician 18,000-22,000 20,000

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CONSTRUCTION, ENGINEERING & PROPERTY BUILDING SERVICES

We have seen an increasing number of employers in the Building Services sector re-establish their graduate training and development schemes with CIBSE and we hope that this means the future is looking brighter for graduates out there.

CIBSE recognises and celebrates the companies and individuals that are setting the standards in recruiting and developing young talent in the annual Young Engineers’ Awards. These bring together the CIBSE ASHRAE Graduate of the Year award and the Employer of the Year award and highlight the talent available to engineering employers while also demonstrating the importance of providing young engineers with opportunities to advance their careers. As well as rewarding and showcasing the innovative thinking, hard work and skills of graduate engineers, the awards scheme also picks out those employers who do the most to develop and encourage young talent. To find out about the winners of the 2014 winners and details of how you could enter in 2015, visit www.cibse.org/youngengineersawards.

7% of CIBSE members are female, although there is still a low number women staying in the industry long term. The importance of a diverse workforce is recognised by CIBSE and as an institution we are passionate about improving building performance and sharing knowledge.

A new panel to promote diversity in the engineering sector was officially launched by CIBSE in the last year. The Diversity for Improved Business Performance Panel aims to break down the barriers to under-represented groups in the building services industry. CIBSE President George Adams said: ‘The vision is for CIBSE to be the leader among construction and engineering professionals in the built environment.’

Through encouraging diversity we can help change behaviour of the industry and work towards a more diverse work place in the future. The employment and retention of a varied workforce is integral to meet the building services engineering skills gap and to therefore improve building performance.

Carilyn ClementsDirector of Membership, CIBSE



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CONSTRUCTION, ENGINEERING & PROPERTY SOCIAL HOUSING

Social housing The general needs of the social housing market have been mixed since the beginning of 2014, though some UK regions report a strong last few months. A number of housing association mergers and restructures have completed, meaning a return to stability and recruitment among frontline staff. With the streamlining of top-level structures among such organisations, the environment has, however, been less positive for senior social housing professionals.

The effects of the Government’s welfare reform programme – including the delayed rollout of Universal Credit – are still rippling across the sector. This means that individuals with relevant skills, such as income management, are among the most sought after. Salaries are rising within this sector as housing providers look to attract the best candidates from both the public and private sectors.

Elsewhere, local authority cuts have triggered an influx of supported housing staff looking to transfer into general needs – as well as demand for agency staff to support stretched homelessness and housing advice teams. Uncertainty in the industry over what lies beyond the 2015 general election may see temporary contracts being favoured over the coming months.


Housing Manager 38,000-43,000 40,000

Senior Housing Officer 34,000-36,000 35,000

Housing Officer 28,000-32,000 30,000

Housing Assistant 19,500-22,500 22,000

Area Housing Manager 43,000-48,000 45,000

Scheme Manager 18,000-23,500 21,000

Project Worker 18,000-23,500 21,000

Support Worker 21,000-24,500 22,000

Anti-Social Behavior/ Community Safety Officer 27,000-33,000 30,500

Income Recovery Officer 25,000-30,000 28,000

Resident Involvement Manager 32,000-37,000 35,000


Housing Manager 32,000-38,000 36,000


Housing Officer 20,000-28,000 24,500



Scheme Manager 19,000-24,000 20,000

Project Worker 16,000-20,000 18,000

Support Worker 15,500-20,000 16,500





Housing Manager 27,000-36,500 31,000


Housing Officer 21,000-27,500 24,500



Scheme Manager 18,500-22,500 21,000

Project Worker 17,500-20,000 18,500

Support Worker 16,500-19,500 17,500





Housing Manager 30,000-42,000 35,000


Housing Officer 19,000-26,000 24,000



Scheme Manager 14,000-21,000 17,500

Project Worker 15,500-21,000 18,000

Support Worker 15,500-22,000 17,000





Housing Manager 30,000-39,000 35,000


Housing Officer 22,000-29,000 25,000



Scheme Manager 17,500-23,000 19,000

Project Worker 12,500-21,000 17,000

Support Worker 15,000-21,000 18,000





Housing Manager 28,000-35,000 32,000


Housing Officer 19,000-24,000 22,000



Scheme Manager 14,000-20,000 19,000

Project Worker 16,000-21,000 18,000

Support Worker 14,000-20,000 17,000





Housing Manager 30,000-35,000 32,500


Housing Officer 21,000-26,000 23,500



Scheme Manager 16,000-20,000 19,000

Project Worker 16,000-19,000 18,000

Support Worker 14,000-19,000 17,000





Housing Manager 29,000-36,000 32,000


Housing Officer 21,000-26,500 23,500



Scheme Manager 15,500-21,000 18,000

Project Worker 17,000-22,000 18,500

Support Worker 14,000-19,500 17,000





Housing Manager 32,000-35,000 33,500


Housing Officer 18,500-22,000 21,500



Scheme Manager 17,500-21,000 18,500

Project Worker 16,000-20,000 18,000

Support Worker 13,500-17,000 15,750






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Housing Manager 32,000-38,000 34,000


Housing Officer 18,500-26,000 23,000



Scheme Manager 15,500-20,000 18,000

Project Worker 15,000-19,500 17,500

Support Worker 14,000-18,000 16,000





Housing Manager 33,000-37,000 35,000


Housing Officer 18,000-22,000 20,000



Scheme Manager 17,000-22,000 19,000

Project Worker 17,000-22,000 20,000

Support Worker 16,000-19,000 17,000





Housing Manager 28,000-42,000 35,000


Housing Officer 20,000-29,000 26,000



Scheme Manager 17,000-22,000 19,000

Project Worker 17,000-22,000 20,000

Support Worker 15,800-21,000 17,800





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HUMAN RESOURCES BUILDING STRATEGIC PARTNERSHIPS

HR generalistOrganisations understand the benefit that HR can bring and want strong HR generalists to help drive their business forward. True business partnering is highly valued, especially when HR business partners can demonstrate a deep understanding of both business and commercial drivers and also external macro-economic factors. We are seeing an increasing number of vacancies for both temporary and permanent positions across the UK. For example, the retail, manufacturing, financial services and not-for-profit sectors are hiring in higher numbers.

Employers need to be aware that the most talented individuals often receive multiple job offers and therefore their own recruitment experience can influence their decision. Because of this, we are seeing a boost in the number of temporary contracts as organisations want to ensure that unfilled posts are covered.

Reward and benefitsReward was traditionally an analytical and number-crunching role, particularly at a junior level, but as reward strategies become more closely aligned to business goals, this function’s core competencies are changing.

We have seen an increase in finance professionals moving into reward roles as the skills required are seen as transferable. Another way organisations have combated skills shortages is to move towards dual-focus leadership positions, combining reward with another department.

Organisations are beginning to take a longer-term approach to the challenge of reward whereas until recently the focus had been on quick fixes. Recruitment has historically been mainly on a contract basis to address specific issues, this has now shifted towards long-term attraction and retention and attainment of organisational objectives. We are therefore seeing an increase in the number of permanent roles available.

Reward is an important area to get right because candidates are becoming more focused on total reward packages including lifestyle choices and training and development rather than purely pay.

Learning and development As the economy improves, organisations need to retain their best people and attract the right talent to meet business objectives. For many this means a renewed focus on L&D. Companies now have the confidence to invest in their best people with an outcome of both increased productivity and employee engagement. L&D programmes are being used as a compelling element of employer value propositions as jobseekers want organisations to invest in their development.

Many companies are bringing the function in-house for cost saving and strategic and operational control reasons. We are seeing those L&D professionals that set up their own companies during the recession being tempted back to in-house roles. This also offers good opportunities for more generalist HR practitioners who wish to specialise and make the move into L&D.

There has been an increased requirement for L&D professionals across the industrial sector, especially at the mid-range employee level, as companies invest in talent management, management development and employee engagement. More specific training roles such as systems trainer and sales trainer positions are also in demand within distribution and manufacturing.

Financial services and large companies are hiring in the greatest numbers but SMEs are also starting to create new L&D roles as they grow in size.

We are starting to see a shift in focus; whereas previously the trend was to recruit on an interim basis, employers are now looking for more permanent members of staff. However, there is still a need for interim professionals for large scale projects and to help up skill in-house teams.

Organisations understand the benefit that HR can bring and want strong HR generalists to help drive their business forward.

The potential for HR to influence and drive business strategy has arguably never been stronger as employers realise they need to invest in the right staff as the economy improves.

In the next two years, experienced and talented HR professionals will be in a stronger position to negotiate pay rises and better benefits, whether they stay where they are or decide to move on.

2015 will see resourcing rise in importance as organisations look to hire talented recruiters who can find people with the right skills to make the most of the economic upturn.

Learning and development (L&D), which lacked investment during the downturn, is now bouncing back. We are seeing a continued focus in this area as organisations want to retain the most talented individuals and have clear succession plans in place. There are opportunities for those with delivery and strategy experience, and in the public sector employers are retraining and upskilling long-serving L&D experts as their organisations evolve.

As unemployment falls across most sectors, regions and industries we are expecting an increase in the need for HR generalists on a permanent basis over the next 12 months. Employers require professionals who understand the commercial environment in which their organisation operates and who can ensure that HR services are aligned to business goals.

Companies are more conscious of the need to effectively reward employees to boost productivity and retain their most valued staff members. This means reward is an improved market with the growing number of vacancies mirroring the upturn in L&D recruitment.

There was a significant increase in interim HR vacancies within the public sector during 2014, particularly for those specialising in change management, organisational development and employee relations.

As unemployment falls, we are expecting an increase in the need for HR generalists on a permanent basis over the next 12 months.


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HUMAN RESOURCES BUILDING STRATEGIC PARTNERSHIPS

Talent and resourcingAs organisations grow in confidence and look to increase their workforce, recruitment is becoming one of the busiest areas within HR.

Salaries have begun to increase gradually as the demand, and therefore competition, for the best talent has increased. Benefits packages have started to focus on flexible working, with the ability to occasionally work from home beginning to take precedence over salary in some cases. Some organisations already reward on performance-related factors and we will see this trend continue as the focus on cost saving and proven results increases.

Recruitment project experience is in demand and a rare skill to find – some candidates are gaining PRINCE2 qualifications in order to improve skills and show proficiency in this area. Specific recruitment system experience and analytical skills (in particular advanced use of Microsoft Excel) are always desired to quantify results and to back up and confirm that recruiters are reducing the average cost of hire and proving their worth as an in-house resource.

Naturally the utilisation of social media to source talent is now a given in the majority of recruitment and resourcing positions. Organisations are also putting an emphasis on the knowledge that candidates have of the trends within the UK and international labour market.

Public servicesThe public sector needs talented people to help drive it forward. With increasing confidence within the private sector, attracting and retaining the right people is a challenge.

Professionals with change management, organisational development, TUPE and employee relations experience are in high demand, especially on an interim and contract basis. This is noticeable in local government, NHS, housing associations and education. It takes real HR skill to deliver under tough budgetary constraints.

Many of the sectors have shown a preference to pay interim or new staff at a lower banding, but they may have to move to a higher pay scale to attract and retain the best people as 2015 progresses.

True business partnering is highly valued, especially when HR business partners can demonstrate a deep understanding of both business and commercial drivers and also external macro-economic factors.



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London Commerce and industry Public sector

HR generalist £ Range £ Typical £ Range £ Typical

HR Director 80,000-170,000 130,000 60,000-90,000 85,000

Head of HR 60,000-120,000 80,000 50,000-65,000 60,000

HR Business Partner 38,000-80,000 50,000 40,000-60,000 50,000

HR Manager 38,000-55,000 45,000 35,000-50,000 45,000

HR Officer/Advisor 23,000-40,000 35,000 23,000-38,000 32,000

HR Assistant/Administrator 20,000-28,000 26,000 18,000-25,000 23,000

Employee relations/IR £ Range £ Typical £ Range £ Typical

Head of ER/IR 60,000-120,000 85,000 50,000-70,000 65,000

Manager 40,000-70,000 60,000 40,000-60,000 50,000

Officer/Advisor 25,000-45,000 38,000 25,000-45,000 35,000

Organisational development £ Range £ Typical £ Range £ Typical

Head of OD 70,000-110,000 90,000 60,000-80,000 65,000

Manager 55,000-85,000 70,000 40,000-70,000 55,000

Equality and diversity £ Range £ Typical £ Range £ Typical

Head of Equality & Diversity – – 55,000-70,000 62,500

Manager – – 45,000-60,000 52,500

Officer/Advisor – – 30,000-40,000 35,000

South East England Commerce and industry Public sector


HR Director 50,000-90,000 75,000 50,000-80,000 70,000

Head of HR 40,000-80,000 65,000 40,000-70,000 60,000


HR Manager 35,000-50,000 40,000 30,000-45,000 38,000




Head of ER/IR 40,000-80,000 70,000 50,000-65,000 60,000

Manager 40,000-60,000 45,000 40,000-60,000 45,000

Officer/Advisor 23,000-40,000 35,000 28,000-35,000 32,000


Head of OD 50,000-90,000 75,000 55,000-75,000 60,000

Manager 50,000-70,000 60,000 45,000-60,000 50,000



Manager – – 35,000-45,000 40,000

Officer/Advisor – – 23,000-32,000 28,000

East of England Commerce and industry Public sector


HR Director 60,000-110,000 75,000 60,000-80,000 70,000

Head of HR 45,000-70,000 60,000 50,000-65,000 58,000


HR Manager 35,000-55,000 45,000 35,000-50,000 40,000




Head of ER/IR 50,000-80,000 70,000 50,000-65,000 60,000

Manager 38,000-55,000 48,000 40,000-60,000 45,000

Officer/Advisor 28,000-35,000 28,000 28,000-35,000 28,000


Head of OD 70,000-90,000 80,000 55,000-75,000 60,000

Manager 50,000-75,000 65,000 45,000-60,000 50,000



Manager – – 35,000-45,000 40,000

Officer/Advisor – – 23,000-32,000 28,000

South West England Commerce and industry Public sector


HR Director 55,000-120,000 75,000 60,000-90,000 70,000

Head of HR 50,000-80,000 60,000 45,000-80,000 60,000


HR Manager 35,000-50,000 40,000 32,000-38,000 35,000




Head of ER/IR 45,000-65,000 60,000 35,000-60,000 50,000

Manager 35,000-50,000 40,000 30,000-45,000 40,000

Officer/Advisor 22,000-35,000 33,000 25,000-32,000 30,000


Head of OD 50,000-80,000 60,000 45,000-70,000 58,000

Manager 45,000-55,000 50,000 35,000-50,000 42,000



Manager – – 35,000-45,000 38,000

Officer/Advisor – – 23,000-32,000 28,000

NOTE: Absence of figures denotes insufficient salary data.



Wales Commerce and industry Public sector


HR Director 50,000-85,000 60,000 50,000-85,000 60,000

Head of HR 35,000-60,000 45,000 35,000-60,000 45,000


HR Manager 28,000-45,000 38,000 33,000-45,000 35,000




Head of ER/IR 38,000-58,000 50,000 38,000-58,000 50,000

Manager 35,000-50,000 40,000 35,000-50,000 40,000

Officer/Advisor 25,000-32,000 27,000 25,000-32,000 27,000


Head of OD 50,000-80,000 60,000 32,000-55,000 45,000

Manager 45,000-55,000 48,000 26,000-36,000 32,000



Manager – – 27,000-38,000 32,000

Officer/Advisor – – 20,000-26,000 25,000

West Midlands Commerce and industry Public sector


HR Director 60,000-120,000 75,000 50,000-80,000 70,000

Head of HR 50,000-80,000 65,000 45,000-70,000 60,000


HR Manager 30,000-45,000 40,000 30,000-40,000 35,000




Head of ER/IR 45,000-60,000 50,000 50,000-60,000 55,000

Manager 35,000-48,000 42,000 35,000-45,000 40,000

Officer/Advisor 27,000-35,000 30,000 25,000-32,000 30,000


Head of OD 50,000-70,000 60,000 50,000-65,000 58,000

Manager 40,000-55,000 50,000 30,000-50,000 45,000



Manager – – 35,000-45,000 40,000

Officer/Advisor – – 25,000-35,000 28,000

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East Midlands Commerce and industry Public sector


HR Director 60,000-100,000 80,000 60,000-90,000 80,000

Head of HR 50,000-70,000 60,000 50,000-65,000 60,000


HR Manager 30,000-50,000 40,000 30,000-40,000 35,000




Head of ER/IR 45,000-60,000 50,000 50,000-60,000 55,000

Manager 40,000-50,000 45,000 35,000-50,000 45,000

Officer/Advisor 27,000-35,000 30,000 25,000-32,000 30,000


Head of OD 50,000-70,000 65,000 55,000-65,000 60,000

Manager 40,000-60,000 50,000 40,000-50,000 48,000



Manager – – 35,000-45,000 40,000

Officer/Advisor – – 25,000-35,000 30,000

Yorkshire and the Humber Commerce and industry Public sector


HR Director 55,000-100,000 80,000 50,000-70,000 60,000

Head of HR 45,000-75,000 60,000 45,000-60,000 50,000


HR Manager 30,000-50,000 35,000 30,000-45,000 35,000




Head of ER/IR 55,000-65,000 60,000 50,000-60,000 55,000

Manager 35,000-55,000 45,000 30,000-45,000 40,000

Officer/Advisor 20,000-35,000 28,000 20,000-35,000 26,000


Head of OD 50,000-70,000 60,000 45,000-65,000 55,000

Manager 40,000-55,000 50,000 35,000-50,000 45,000



Manager – – 30,000-45,000 40,000

Officer/Advisor – – 25,000-35,000 30,000




North East England Commerce and industry Public sector


HR Director 55,000-80,000 70,000 55,000-70,000 65,000

Head of HR 45,000-65,000 55,000 45,000-55,000 50,000


HR Manager 32,000-40,000 38,000 32,000-40,000 35,000




Head of ER/IR 50,000-70,000 65,000 50,000-60,000 55,000

Manager 40,000-50,000 48,000 40,000-50,000 40,000

Officer/Advisor 24,000-35,000 32,000 22,000-32,000 28,000


Head of OD 45,000-60,000 60,000 45,000-65,000 58,000

Manager 35,000-45,000 42,000 35,000-45,000 42,000



Manager – – 30,000-40,000 36,000

Officer/Advisor – – 23,000-30,000 27,000

North West England Commerce and industry Public sector


HR Director 65,000-90,000 75,000 60,000-90,000 70,000

Head of HR 50,000-70,000 65,000 45,000-80,000 60,000


HR Manager 30,000-50,000 40,000 30,000-38,000 35,000




Head of ER/IR 65,000-90,000 75,000 60,000-80,000 60,000

Manager 50,000-70,000 65,000 35,000-45,000 40,000

Officer/Advisor 25,000-45,000 35,000 25,000-30,000 28,000


Head of OD 60,000-80,000 70,000 60,000-75,000 65,000

Manager 35,000-60,000 50,000 35,000-50,000 45,000



Manager – – 35,000-45,000 40,000

Officer/Advisor – – 25,000-35,000 30,000

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Northern Ireland Commerce and industry Public sector


HR Director 50,000-65,000 60,000 40,000-80,000 58,000

Head of HR 40,000-55,000 45,000 45,000-80,000 50,000


HR Manager 30,000-40,000 35,000 22,000-38,000 28,000




Head of ER/IR 30,000-55,000 49,000 40,000-50,000 45,000

Manager 35,000-40,000 35,000 28,000-42,000 32,000

Officer/Advisor 22,000-30,000 25,000 20,000-30,000 24,000


Head of OD 50,000-70,000 55,000 32,000-55,000 40,000

Manager 45,000-55,000 45,000 26,000-36,000 31,000



Manager – – 27,000-38,000 31,000

Officer/Advisor – – 20,000-26,000 22,000

Scotland Commerce and industry Public sector


HR Director 65,000-90,000 75,000 60,000-85,000 65,000

Head of HR 50,000-65,000 55,000 45,000-60,000 52,000


HR Manager 30,000-50,000 42,000 28,000-45,000 38,000




Head of ER/IR 45,000-65,000 60,000 40,000-60,000 52,000

Manager 38,000-50,000 45,000 38,000-48,000 42,000

Officer/Advisor 25,000-32,000 28,000 22,000-30,000 26,000


Head of OD 55,000-70,000 65,000 45,000-70,000 60,000

Manager 40,000-55,000 48,000 33,000-58,000 45,000



Manager – – 32,000-43,000 38,000

Officer/Advisor – – 24,000-30,000 26,000





£ Range £ Typical £ Range £ Typical

Director of Reward & Benefits 60,000-80,000 70,000 40,000-60,000 50,000

Head of Reward & Benefits 50,000-70,000 60,000 38,000-50,000 45,000

Manager 45,000-60,000 50,000 26,000-44,000 34,000

Analyst 30,000-38,000 35,000 24,000-35,000 28,000

Officer/Advisor 22,000-30,000 26,000 20,000-27,000 24,000





Manager 40,000-55,000 45,000 30,000-45,000 42,000

Analyst 30,000-38,000 35,000 25,000-40,000 35,000

Officer/Advisor 25,000-35,000 30,000 25,000-35,000 29,000





Manager 40,000-55,000 45,000 30,000-45,000 42,000

Analyst 30,000-40,000 35,000 28,000-40,000 35,000

Officer/Advisor 25,000-35,000 30,000 25,000-30,000 28,000





Manager 35,000-55,000 45,000 35,000-45,000 40,000

Analyst 25,000-35,000 32,000 18,000-35,000 30,000

Officer/Advisor 18,000-30,000 25,000 16,000-30,000 25,000





Manager 40,000-60,000 55,000 40,000-60,000 55,000

Analyst 30,000-45,000 38,000 25,000-38,000 35,000

Officer/Advisor 25,000-35,000 32,000 22,000-32,000 30,000





Manager 40,000-60,000 52,000 40,000-60,000 50,000

Analyst 28,000-45,000 38,000 28,000-45,000 35,000

Officer/Advisor 24,000-32,000 28,000 24,000-32,000 28,000





Manager 40,000-60,000 55,000 40,000-55,000 50,000

Analyst 30,000-45,000 36,000 28,000-45,000 35,000

Officer/Advisor 24,000-35,000 30,000 25,000-35,000 28,000





Manager 45,000-60,000 50,000 35,000-45,000 40,000

Analyst 30,000-38,000 35,000 25,000-38,000 32,000

Officer/Advisor 22,000-30,000 26,000 20,000-30,000 26,000

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HUMAN RESOURCES REWARD & BENEFITS







Manager 35,000-50,000 40,000 30,000-45,000 40,000

Analyst 22,000-32,000 30,000 22,000-30,000 28,000

Officer/Advisor 22,000-30,000 26,000 22,000-30,000 26,000





Manager 40,000-60,000 45,000 35,000-45,000 40,000

Analyst 30,000-40,000 35,000 25,000-38,000 34,000

Officer/Advisor 25,000-35,000 28,000 25,000-31,000 28,000





Manager 45,000-60,000 48,000 26,000-44,000 32,000

Analyst 30,000-38,000 30,000 24,000-35,000 27,500

Officer/Advisor 18,000-26,000 24,000 20,000-27,000 22,000





Manager 42,000-50,000 48,000 38,000-48,000 42,000

Analyst 30,000-40,000 37,000 28,000-38,000 33,000

Officer/Advisor 25,000-33,000 28,000 23,000-30,000 26,000

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HUMAN RESOURCES REWARD & BENEFITS

Susannah ClementsDeputy Chief Executive, Chartered Institute of Personnel and Development

It’s a great time to be in HR. As we emerge from recession and a financial crisis that accelerated already declining trust in business, some of the biggest challenges facing modern organisations are people, culture and skills issues. And businesses are investing in HR and L&D talent to help them tackle those challenges – a fact reflected in ONS figures showing the number of HR and L&D practitioners reaching a new high of over 461,000, having declined during the recession.

But it isn’t just about the numbers. The profession is responding to, and in many cases leading, new approaches in organisations and the world of work. We hear a lot about the profession needing to step up to new challenges, and our positive response to this challenge is demonstrated by the many examples that I see through our work at the CIPD of practice that is leading the way. Organisations where professionals are reshaping the role of performance systems, reward and cultural change.

At the CIPD, we are focused on building a profession for the future, equipping more HR professionals with the skills to deliver the agile practice needed to drive sustainable business success. We increasingly see technology deployed to make processes more efficient and effective. And we see new relationships of trust

between HR and managers allowing other overly complex and bureaucratic processes to be stripped away. For example, we see talent management systems being rolled back, in favour of trusting managers to know who is performing well in their teams, to have the right conversations and to manage them accordingly.

In the field of diversity, we’re seeing a greater confidence to focus on ethnic and gender diversity, and also to think through more holistic approaches to ensuring we’ve built teams with a wide diversity of background and experience. So, for example, are we helping managers to get the right mix of introverts and extroverts to deliver more balanced and effective teams? And are we balancing the generations in our workplaces to ensure a mix of perspectives and experience?

These developments in practice mean that as a profession we need to ensure we’re providing the right mix of entry routes to support an ever more skilled set of roles. So alongside more traditional routes where professionals started out as administrators and studied for their qualifications whilst learning the job, we’re seeing more students pursuing academically rigorous Masters qualifications in HR before entering the world of work. We need to ensure these people can find jobs that make full use of their talents. Just as we need to be able to recognise the contribution to the profession that is being made by people who have transferred into HR and L&D from more operational, commercial or specialist technical backgrounds – be that through delivering more relevant advanced level qualifications, or being able to assess and accredit experience gained in the workplace.

I know from my own experience what a great business career path HR can be. We have such an important role to play in shaping a more sustainable, more productive, better world of work. More and more organisations are recognising this, and investing in the HR skills and capabilities they know they need to achieve their business objectives.





Training/L&D Director 50,000-75,000 60,000 47,000-75,000 55,000

Head of Training/L&D 40,000-60,000 50,000 30,000-50,000 45,000

Training/L&D Manager 27,500-35,000 30,000 30,000-35,000 30,000

Training/L&D Officer 18,000-28,000 24,000 18,000-25,000 22,000

Training/L&D Co-ordinator 15,000-20,000 19,000 16,000-19,000 18,500


















































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HUMAN RESOURCES LEARNING & DEVELOPMENT































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HUMAN RESOURCES LEARNING & DEVELOPMENT





Talent/Resourcing Director 40,000-70,000 60,000 42,000-65,000 50,000

Head of Talent/Resourcing 36,000-58,000 46,000 35,000-45,000 40,000

Talent/Resourcing Manager 26,000-36,000 32,000 25,000-35,000 30,000

Talent/Resourcing Officer 17,000-21,000 20,000 18,000-22,000 20,000

Talent/Resourcing Assistant 16,000-18,000 17,000 15,000-18,000 17,000


















































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HUMAN RESOURCES TALENT & RESOURCING































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HUMAN RESOURCES TALENT & RESOURCING


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INFORMATION TECHNOLOGY PROJECT RESTARTS DRIVE COMPETITION

Business intelligenceThe number of vacancies in business intelligence (BI), analytics and Big Data roles are increasing, particularly in major cities such as Birmingham, Leeds, London and Manchester.

Analysts and BI professionals are required in a broad range of sectors including; energy, banking, financial services, insurance, media and marketing. Employers are looking for those with strong communication skills who can explain complex data to senior stakeholders.

Contractors remain in strong demand to help companies achieve quick results as businesses kick-start IT projects. However, permanent positions outnumber contractor roles by more than two-to-one and employers are being flexible on salaries to secure the right person.

CloudThe cloud sector is moving at a rapid pace with more imaginative methods of sharing, using and delivering data coming of age.

A recent survey by Cloud Industry Forum found that 48% of organisations in the UK already use some cloud-based services and predicted that 98% of UK SMEs will adopt cloud services over the next few years.

Smaller organisations are now paying their employees more, which is driving the rewards packages for cloud-based roles. Larger companies are less nimble but we are seeing pre-emptive revisions of salaries in advance of vacancies being released, to attract skilled people from what is a small but highly-skilled talent pool.

DevelopmentThe web development profession continues to enjoy strong growth with demand ever increasing in the private and public sectors, in mobile as well as front and back-end development. Companies want developers to streamline their operations and to capitalise on advances in areas such as HTML(5), Java, .net and C#. User interface developers are also needed.

A lack of formal national apprenticeship structure has created a shortage of candidates and few companies have taken on graduate developers. However, this is beginning to change as employers realise that securing talented individuals early makes sense. This includes hiring school leavers with a particular interest in IT.

Young people are now being encouraged to consider web development as a career from an early age following the introduction of computer programming into the national curriculum. There are also voluntary initiatives such as CoderDojo, a global movement of open source coding clubs for children and teenagers.

To bridge the gap between supply and demand in the short term, some companies are widening their search to attract experienced developers from overseas.

Contract work remains attractive to many developers because it is possible, in some cases, to earn double the rate of a permanent member of staff. However, we expect developers employed on a permanent basis to see pay rises in 2015.

Enterprise resource planningThe ERP market has traditionally been dominated by consultants, but in 2015 we expect the trend towards building managerial, change and communications teams in-house will develop further.

Demand for full-time consultants and permanent staff will continue as ERP becomes more visible to the general workforce. The technology is filtering down to all employees and becoming far more collaborative, giving additional workers the power of the network at their fingertips. Phones and tablets are now commonly used to access ERP systems.

Salaries are improving slightly, particularly in new generation areas such as HANA, mobile and cloud technology. As companies become more confident about running their own programmes, the pay disparity between contractors and permanent ERP-trained staff is narrowing.

IT infrastructureThe need to ensure that technology is maintained, up-to-date and compliant means that IT infrastructure is a crucial area to get right. The public sector is busy with NHS organisations investing heavily in infrastructure projects.

For many individuals, technical support roles are an entry point into the industry and there is an abundance of junior first line jobs being created. To fill these service desk positions, organisations tend to employ those with a customer service background.

Candidates are now often receiving multiple offers, which is driving salaries upwards as organisations compete for the best. We expect the shortage of infrastructure experts to continue throughout 2015.

Demand for IT professionals grows increasingly acute as more organisations release money for projects they postponed during the economic downturn.

This is further compounded by the adoption of cloud technology, SAAS, Big Data, analytics, enterprise resource planning (ERP) and increased use of mobile and tablet devices driving demand. Many organisations are looking for project managers with a successful track record to ensure that projects are run effectively on time and on budget.

Technical knowledge is not enough on its own to succeed. Good communication skills and business acumen continue to be essential, as professionals have to be able to clearly explain to directors and board members how investment in IT can give their organisation a competitive advantage.

Infrastructure is being adapted to suit mobile and tablet devices with more investment in the cloud as companies question the need to own their systems. Meanwhile, media attention and greater public awareness of information security issues is stimulating ongoing demand for those with information security expertise.

The acute shortage of professionals versus the abundance of development jobs available is creating intense competition for experienced developers. Permanent salaries are rising to boost retention rates, although the contractor route still appeals to many who are keen to maximise their earnings.

Many organisations are looking for project managers with a successful track record to ensure that projects are run effectively on time and on budget.



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INFORMATION TECHNOLOGY PROJECT RESTARTS DRIVE COMPETITION

LeadershipThere is an increase in head of IT positions being advertised and demand for leaders who can deliver outcomes quickly and explain to the board the benefits that investment in IT can bring to an organisation.

Demand for permanent staff is strongest in the public sector, pharma, retail, consultancy and among software vendors. Interims are still being hired for short-term projects, such as change programmes, the implementation of new IT solutions, transitioning and restructuring.

Those who can demonstrate strong technical, strategic and operational skills, work across different functions and liaise effectively with finance and marketing will be first in line for permanent roles.

Salaries and benefits packages are nudging forward as organisations fight for the best people and employers also need to focus on retaining the good leaders they have. This is happening through guaranteed career progression, further education and share options.

Project managementThe outlook for project management within IT is healthy as funds become available to drive complex, strategic and business intelligence led technology projects. Organisations want long-term efficiencies from their technology, so project managers and business analysts will be key hires in 2015.

Organisations want to bolster their permanent talent pool by setting up project management offices and centres of excellence. Demand for specialist contractors remains high for specific projects.

Success in project management lies in not only having the required technical and business skills, but also understanding the culture of the organisation. Salaries are increasing for specialist roles with contractors commanding excellent rates in industry-specific niches.

IT securityPolitical support is bolstering this market with the UK Government taking cybercrime more seriously.

Following media attention and greater public awareness of information security issues, employers want candidates with ITIL qualifications and professionals who understand Infosec frameworks (for example, PCI DSS and ISO 27001).

Information security professionals are being snapped up quickly, particularly to work in industries with a large online presence, such as retail. An increasing number of SMEs are now also hiring security professionals. Organisations want security architects who can anticipate security threats as well as deal with the aftermath of a security breach.

TelecomsThe telecoms industry continues to grow rapidly as a range of technologies become more widely adopted in the UK. Employers in the financial, ISP and service provider industries are recruiting both permanent staff and contractors, particularly skilled cloud and virtualisation consultants, and network engineers with Avaya, Mitel and VoIP skills.

Telecoms professionals with expertise in mobile applications development, infrastructure, cloud technology and security are hard to find and counter offers are becoming increasingly common. The contract market is stable but many employers are now challenging tenure, which will create high staff turnover.

As market confidence increases we expect salaries will rise in 2015 with pay and bonuses for permanent staff varying by sector.

IT testingTesting is becoming more entwined with the development team. Testers are now expected to have aspects of a developer skills set, as opposed to a developer knowing how to test which was the case in the past.

Manual testing is taking a back seat and testers are now expected to work alongside developers to build extensive test automation frameworks and unit tests. We are also seeing more organisations adopting a ‘pair programming’ approach, which allows developers to challenge each other on their code with the help of a tester.

A resurgence of technical start-ups in the London and Manchester markets demonstrates faith in the economy. Although contractor rates remain the same, salaries for those in permanent positions have increased incrementally, driven by demand for skilled and experienced automation testers.

In 2015, we envisage more testers expanding into development and manual testers learning more skills in test automation.

Testers are now expected to work alongside developers to build extensive test automation frameworks and unit tests.



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INFORMATION TECHNOLOGY BUSINESS INTELLIGENCE


BI/Data Warehouse Architect 68,000-80,000 72,500

BI Manager 66,000-73,000 70,000

MI Manager 62,000-68,000 65,000

Data Manager 55,000-63,000 58,000

Information Manager 60,000-66,000 62,500

Database Designer 48,000-65,000 55,000

Database Administrator 45,000-55,000 50,000

Database Developer 37,000-50,000 45,000

ETL Developer 45,000-53,000 49,000

BI Developer 39,000-53,000 48,000

MI Developer 35,000-45,000 42,000

Performance Analyst 40,000-53,000 45,000

BI Analyst 39,000-53,000 48,000

MI Analyst 35,000-45,000 42,000



BI Manager 60,000-66,000 62,500

MI Manager 49,000-56,000 52,000

Data Manager 50,000-55,000 52,500





ETL Developer 30,000-45,000 38,000

BI Developer 35,000-45,000 42,000

MI Developer 30,000-40,000 35,000


BI Analyst 35,000-45,000 41,500

MI Analyst 30,000-40,000 35,000



BI Manager 60,000-65,000 62,500

MI Manager 49,000-55,000 52,000

Data Manager 49,000-56,000 53,000





ETL Developer 35,000-47,000 40,000

BI Developer 34,000-45,000 37,000

MI Developer 25,000-35,000 30,500


BI Analyst 34,000-45,000 38,000

MI Analyst 25,000-35,000 30,000



BI Manager 58,000-65,000 62,000

MI Manager 50,000-55,000 52,000

Data Manager 45,000-50,000 48,000





ETL Developer 35,000-41,000 36,000

BI Developer 35,000-45,000 38,000

MI Developer 30,000-35,000 31,000


BI Analyst 35,000-45,000 37,000

MI Analyst 30,000-35,000 31,000



BI Manager 55,000-60,000 59,000

MI Manager 48,000-55,000 50,000

Data Manager 44,000-51,000 47,500





ETL Developer 35,000-41,000 36,000

BI Developer 35,000-45,000 36,000

MI Developer 30,000-33,000 31,000


BI Analyst 34,000-40,000 36,000

MI Analyst 28,000-32,000 31,000



BI Manager 57,000-65,000 60,000

MI Manager 47,000-55,000 50,000

Data Manager 43,000-52,000 47,000





ETL Developer 30,000-39,000 36,000

BI Developer 30,000-40,000 36,000

MI Developer 28,000-37,000 32,000


BI Analyst 30,000-40,000 36,000

MI Analyst 28,000-37,000 34,000



BI Manager 54,000-62,000 57,000

MI Manager 45,000-50,000 48,000

Data Manager 45,000-56,000 50,000





ETL Developer 28,000-40,000 35,000

BI Developer 29,000-39,000 35,000

MI Developer 25,000-35,000 31,000


BI Analyst 29,000-39,000 33,000

MI Analyst 25,000-35,000 31,000



BI Manager 45,000-54,000 50,000

MI Manager 42,000-50,000 45,000

Data Manager 35,000-48,000 43,000





ETL Developer 30,000-39,000 34,000

BI Developer 28,000-35,000 32,000

MI Developer 21,000-32,000 29,000


BI Analyst 28,000-35,000 32,000

MI Analyst 21,000-32,000 28,000



BI Manager 55,000-60,000 57,500

MI Manager 46,000-53,000 50,000

Data Manager 45,000-54,000 49,000





ETL Developer 30,000-43,000 36,000

BI Developer 35,000-45,000 37,000

MI Developer 26,000-39,000 32,000


BI Analyst 28,000-39,000 34,000

MI Analyst 26,000-39,000 32,000



BI Manager 45,000-55,000 52,000

MI Manager 40,000-45,000 43,000

Data Manager 43,000-50,000 45,000





ETL Developer 30,000-40,000 35,000

BI Developer 30,000-40,000 35,000

MI Developer 25,000-35,000 30,000


BI Analyst 28,000-35,000 32,000

MI Analyst 25,000-34,000 28,000



BI Manager 45,000-65,000 55,000

MI Manager 35,000-50,000 42,000

Data Manager 40,000-55,000 47,000





ETL Developer 40,000-50,000 42,000

BI Developer 35,000-50,000 40,000

MI Developer 30,000-40,000 33,000


BI Analyst 27,000-45,000 38,000

MI Analyst 22,000-35,000 28,000



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INFORMATION TECHNOLOGY CLOUD


Enterprise Architect

AWS 80,000-90,000 85,000

Citrix 60,000-70,000 65,000

VMware 75,000-90,000 80,000

Architect

AWS 70,000-80,000 75,000

Citrix 60,000-65,000 62,500

VMware 70,000-80,000 75,000

Project Manager

AWS 65,000-80,000 72,500

Citrix 60,000-80,000 70,000

VMware 60,000-80,000 70,000

Senior Engineer

AWS 50,000-60,000 55,000

Citrix 50,000-55,000 52,500

VMware 55,000-60,000 57,500

Engineer

AWS 47,000-55,000 52,500

Citrix 45,000-50,000 47,500

VMware 45,000-55,000 50,000



AWS 75,000-85,000 80,000

Citrix 58,000-65,000 62,000

VMware 65,000-80,000 72,500

Architect

AWS 70,000-72,000 71,000

Citrix 55,000-60,000 58,500

VMware 60,000-75,000 67,000

Project Manager

AWS 55,000-70,000 65,000

Citrix 53,000-65,000 58,000

VMware 50,000-70,000 62,000

Senior Engineer

AWS 50,000-55,000 52,500

Citrix 46,000-51,000 48,000

VMware 48,000-60,000 53,000

Engineer

AWS 44,000-52,000 48,000

Citrix 40,000-45,000 42,500

VMware 44,000-48,000 46,000



AWS 75,000-85,000 80,000

Citrix 60,000-65,000 62,500

VMware 70,000-80,000 75,000

Architect

AWS 65,000-75,000 70,000

Citrix 55,000-65,000 60,000

VMware 60,000-75,000 67,000

Project Manager

AWS 65,000-75,000 70,000

Citrix 60,000-75,000 67,500

VMware 60,000-75,000 67,500

Senior Engineer

AWS 45,000-55,000 50,000

Citrix 45,000-50,000 47,500

VMware 45,000-55,000 50,000

Engineer

AWS 45,000-50,000 47,500

Citrix 40,000-45,000 42,500

VMware 40,000-50,000 45,000



AWS 79,000-87,000 83,000

Citrix 62,000-68,000 65,000

VMware 70,000-85,000 77,500

Architect

AWS 65,000-70,000 70,000

Citrix 55,000-63,000 60,000

VMware 63,000-73,000 70,000

Project Manager

AWS 55,000-70,000 62,500

Citrix 55,000-75,000 66,000

VMware 53,000-80,000 65,000

Senior Engineer

AWS 49,000-50,000 50,000

Citrix 42,000-51,000 47,000

VMware 47,500-55,000 50,000

Engineer

AWS 49,000-52,000 51,000

Citrix 43,000-46,000 43,000

VMware 45,000-47,500 45,000



AWS 75,000-77,000 75,000

Citrix 55,000-60,000 57,500

VMware 68,000-77,000 73,000

Architect

AWS 69,000-70,000 69,000

Citrix 52,000-57,000 55,000

VMware 60,000-70,000 65,000

Project Manager

AWS 55,000-70,000 60,000

Citrix 45,000-62,000 51,000

VMware 45,000-60,000 50,000

Senior Engineer

AWS 48,000-50,000 48,500

Citrix 44,000-48,000 45,000

VMware 47,000-57,000 52,000

Engineer

AWS 47,000-51,000 49,000

Citrix 43,000-48,000 43,000

VMware 42,000-45,000 42,000



AWS 75,000-85,000 80,000

Citrix 60,000-65,000 62,500

VMware 70,000-80,000 75,000

Architect

AWS 65,000-75,000 70,000

Citrix 55,000-65,000 60,000

VMware 60,000-75,000 67,000

Project Manager

AWS 60,000-75,000 67,500

Citrix 55,000-75,000 65,000

VMware 55,000-75,000 65,000

Senior Engineer

AWS 47,000-55,000 51,500

Citrix 45,000-52,000 48,500

VMware 50,000-55,000 52,500

Engineer

AWS 45,000-52,000 48,500

Citrix 40,000-47,000 43,500

VMware 45,000-50,000 47,500



AWS 75,000-82,000 77,000

Citrix 55,000-61,000 56,500

VMware 65,000-80,000 77,000

Architect

AWS 68,000-71,000 69,000

Citrix 55,000-63,000 59,500

VMware 62,000-72,000 67,000

Project Manager

AWS 55,000-70,000 62,500

Citrix 48,000-74,000 60,000

VMware 49,000-77,000 65,000

Senior Engineer

AWS 46,000-52,000 47,000

Citrix 44,000-49,000 46,000

VMware 47,000-55,000 50,000

Engineer

AWS 46,000-51,000 48,000

Citrix 44,000-48,000 45,000

VMware 44,000-48,000 46,000



AWS 80,000-82,000 81,000

Citrix 61,000-65,000 63,000

VMware 70,000-75,000 72,500

Architect

AWS 69,000-72,000 71,500

Citrix 52,000-55,000 53,500

VMware 60,000-70,000 65,000

Project Manager

AWS 62,000-66,000 63,000

Citrix 55,000-60,000 57,500

VMware 53,000-60,000 57,000

Senior Engineer

AWS 45,000-52,000 48,000

Citrix 45,000-48,000 46,500

VMware 47,000-49,000 48,000

Engineer

AWS 46,000-50,000 48,000

Citrix 41,000-43,000 42,000

VMware 44,000-45,500 45,000



AWS 86,000-90,000 89,000

Citrix 62,000-64,000 63,000

VMware 70,000-80,000 75,000

Architect

AWS 68,000-70,000 69,000

Citrix 55,000-59,000 58,000

VMware 65,000-69,000 67,000

Project Manager

AWS 66,000-78,000 70,000

Citrix 56,000-58,000 57,500

VMware 60,000-65,000 62,500

Senior Engineer

AWS 51,000-54,000 53,000

Citrix 48,000-50,000 48,750

VMware 55,000-60,000 57,000

Engineer

AWS 48,000-50,000 49,000

Citrix 44,500-47,000 45,000

VMware 47,250-48,000 47,250



AWS 60,000-80,000 70,000

Citrix 59,000-70,000 62,000

VMware 60,000-75,000 66,000

Architect

AWS 51,000-60,000 55,000

Citrix 45,000-55,000 50,000

VMware 50,000-57,000 54,000

Project Manager

AWS 50,000-55,000 50,500

Citrix 44,000-54,000 50,000

VMware 45,000-60,000 52,000

Senior Engineer

AWS 40,000-50,000 45,000

Citrix 37,000-42,000 39,000

VMware 38,000-47,000 40,000

Engineer

AWS 37,000-45,000 41,000

Citrix 35,000-40,000 38,000

VMware 35,000-45,000 40,000



AWS 65,000-70,000 67,000

Citrix 55,000-60,000 58,000

VMware 60,000-70,000 65,000

Architect

AWS 58,000-60,000 59,000

Citrix 53,000-55,000 54,000

VMware 55,000-58,000 56,500

Project Manager

AWS 45,000-52,000 48,000

Citrix 42,000-48,000 46,000

VMware 45,000-50,000 47,500

Senior Engineer

AWS 42,000-50,000 47,000

Citrix 38,000-44,000 41,000

VMware 40,000-46,000 43,000

Engineer

AWS 40,000-50,000 45,000

Citrix 36,500-42,000 39,000

VMware 38,000-45,000 41,000



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INFORMATION TECHNOLOGY DEVELOPMENT


Development Director 70,000-90,000 80,000

Development Manager 60,000-80,000 70,000

Software Architect

C#/ASP.net 50,000-80,000 70,000

Java 60,000-80,000 75,000

VB.net 50,000-75,000 65,000

Technical Lead

C#/ASP.net 50,000-70,000 60,000

Java 55,000-70,000 60,000

VB.net 50,000-70,000 60,000

Senior/Analyst Developer

C#/ASP.net 45,000-65,000 55,000

Java 50,000-80,000 60,000

VB.net 45,000-60,000 55,000

Developer

C#/ASP.net 35,000-50,000 45,000

Java 40,000-50,000 45,000

VB.net 35,000-45,000 40,000

Junior Developer

C#/ASP.net 25,000-30,000 28,000

Java 30,000-35,000 32,000

VB.net 25,000-30,000 27,000

Mobile Developer iOS/Android/Win 40,000-70,000 50,000

Web Developer PHP/Ruby/Perl/etc 30,000-70,000 45,000

Front End Web Developer HTML/CSS/XML/etc 25,000-60,000 40,000

Sharepoint Developer 40,000-60,000 50,000

Analyst Programmer C/C++ 40,000-60,000 50,000

Database Developer MSSQL/PL/SQL 30,000-65,000 45,000




Software Architect

C#/ASP.net 50,000-80,000 70,000

Java 60,000-80,000 70,000

VB.net 50,000-70,000 60,000

Technical Lead

C#/ASP.net 50,000-60,000 55,000

Java 50,000-60,000 55,000

VB.net 50,000-60,000 55,000


C#/ASP.net 40,000-60,000 45,000

Java 50,000-65,000 55,000

VB.net 45,000-55,000 50,000

Developer

C#/ASP.net 40,000-50,000 45,000

Java 40,000-50,000 42,000

VB.net 35,000-45,000 40,000

Junior Developer

C#/ASP.net 25,000-30,000 27,000

Java 25,000-30,000 27,000

VB.net 25,000-30,000 27,000










Software Architect

C#/ASP.net 60,000-80,000 70,000

Java 60,000-80,000 70,000

VB.net 50,000-70,000 60,000

Technical Lead

C#/ASP.net 50,000-60,000 55,000

Java 60,000-70,000 60,000

VB.net 50,000-60,000 55,000


C#/ASP.net 40,000-60,000 50,000

Java 50,000-65,000 55,000

VB.net 40,000-60,000 50,000

Developer

C#/ASP.net 30,000-45,000 38,000

Java 35,000-45,000 42,000

VB.net 30,000-40,000 35,000

Junior Developer

C#/ASP.net 20,000-30,000 25,000

Java 20,000-30,000 25,000

VB.net 20,000-30,000 25,000










Software Architect

C#/ASP.net 50,000-70,000 60,000

Java 50,000-70,000 62,000

VB.net 50,000-70,000 60,000

Technical Lead

C#/ASP.net 45,000-55,000 50,000

Java 45,000-55,000 50,000

VB.net 45,000-55,000 48,000


C#/ASP.net 40,000-55,000 43,000

Java 40,000-55,000 43,000

VB.net 36,000-45,000 38,000

Developer

C#/ASP.net 30,000-40,000 36,000

Java 30,000-40,000 36,000

VB.net 30,000-40,000 35,000

Junior Developer

C#/ASP.net 20,000-28,000 25,000

Java 20,000-28,000 25,000

VB.net 20,000-28,000 25,000










Software Architect

C#/ASP.net 50,000-65,000 57,000

Java 50,000-65,000 57,000

VB.net 50,000-60,000 55,000

Technical Lead

C#/ASP.net 40,000-50,000 46,000

Java 40,000-50,000 46,000

VB.net 40,000-50,000 45,000


C#/ASP.net 40,000-48,000 45,000

Java 40,000-48,000 43,000

VB.net 35,000-45,000 43,000

Developer

C#/ASP.net 30,000-40,000 35,000

Java 30,000-40,000 35,000

VB.net 30,000-38,000 35,000

Junior Developer

C#/ASP.net 20,000-26,000 25,000

Java 20,000-25,000 25,000

VB.net 20,000-25,000 25,000










Software Architect

C#/ASP.net 50,000-70,000 60,000

Java 50,000-70,000 60,000

VB.net 45,000-60,000 55,000

Technical Lead

C#/ASP.net 45,000-55,000 50,000

Java 50,000-60,000 55,000

VB.net 45,000-55,000 50,000


C#/ASP.net 40,000-50,000 45,000

Java 45,000-55,000 50,000

VB.net 40,000-50,000 45,000

Developer

C#/ASP.net 30,000-40,000 38,000

Java 35,000-45,000 42,000

VB.net 30,000-40,000 35,000

Junior Developer

C#/ASP.net 22,000-30,000 26,000

Java 22,000-30,000 26,000

VB.net 20,000-30,000 26,000










Software Architect

C#/ASP.net 50,000-70,000 60,000

Java 60,000-80,000 68,000

VB.net 50,000-70,000 60,000

Technical Lead

C#/ASP.net 40,000-50,000 47,000

Java 45,000-55,000 52,000

VB.net 40,000-55,000 53,000


C#/ASP.net 40,000-50,000 45,000

Java 45,000-55,000 50,000

VB.net 40,000-50,000 45,000

Developer

C#/ASP.net 25,000-38,000 35,000

Java 32,000-40,000 38,000

VB.net 30,000-40,000 35,000

Junior Developer

C#/ASP.net 23,000-28,000 26,000

Java 23,000-28,000 26,000

VB.net 23,000-28,000 26,000










Software Architect

C#/ASP.net 50,000-70,000 60,000

Java 60,000-80,000 65,000

VB.net 50,000-70,000 60,000

Technical Lead

C#/ASP.net 40,000-50,000 45,000

Java 40,000-60,000 50,000

VB.net 40,000-50,000 45,000


C#/ASP.net 35,000-50,000 40,000

Java 40,000-50,000 45,000

VB.net 35,000-45,000 40,000

Developer

C#/ASP.net 25,000-35,000 32,000

Java 30,000-40,000 35,000

VB.net 25,000-35,000 30,000

Junior Developer

C#/ASP.net 22,000-26,000 24,000

Java 22,000-26,000 24,000

VB.net 22,000-26,000 24,000









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INFORMATION TECHNOLOGY DEVELOPMENT




Software Architect

C#/ASP.net 50,000-70,000 60,000

Java 50,000-70,000 68,000

VB.net 45,000-70,000 58,000

Technical Lead

C#/ASP.net 40,000-50,000 47,000

Java 47,000-57,000 52,000

VB.net 40,000-55,000 50,000


C#/ASP.net 40,000-50,000 45,000

Java 45,000-55,000 50,000

VB.net 40,000-50,000 45,000

Developer

C#/ASP.net 30,000-38,000 35,000

Java 35,000-45,000 40,000

VB.net 30,000-40,000 35,000

Junior Developer

C#/ASP.net 20,000-28,000 25,000

Java 20,000-28,000 25,000

VB.net 20,000-28,000 25,000










Software Architect

C#/ASP.net 40,000-50,000 45,000

Java 40,000-50,000 45,000

VB.net 40,000-50,000 45,000

Technical Lead

C#/ASP.net 35,000-45,000 40,000

Java 35,000-45,000 40,000

VB.net 35,000-45,000 40,000


C#/ASP.net 28,000-35,000 33,000

Java 28,000-35,000 33,000

VB.net 28,000-35,000 33,000

Developer

C#/ASP.net 24,000-28,000 26,000

Java 24,000-28,000 26,000

VB.net 24,000-28,000 26,000

Junior Developer

C#/ASP.net 18,000-25,000 22,000

Java 18,000-25,000 22,000

VB.net 18,000-25,000 22,000










Software Architect

C#/ASP.net 45,000-60,000 50,000

Java 45,000-60,000 50,000

VB.net 45,000-60,000 50,000

Technical Lead

C#/ASP.net 45,000-60,000 50,000

Java 45,000-60,000 50,000

VB.net 45,000-60,000 50,000


C#/ASP.net 38,000-50,000 45,000

Java 38,000-50,000 45,000

VB.net 38,000-50,000 45,000

Developer

C#/ASP.net 30,000-40,000 37,500

Java 30,000-40,000 37,500

VB.net 25,000-40,000 30,750

Junior Developer

C#/ASP.net 20,000-30,000 25,000

Java 20,000-30,000 25,000

VB.net 20,000-30,000 25,000







Bill LiaoCo-Founder, CoderDojo

CoderDojo is an open source, volunteer-led, global movement of free coding clubs for young people. Founded in June 2011, our aim is to bring coding to the next generation. We offer children and teenagers a more social environment in which to learn coding, shedding the geeky and nerdy image that some still associate with computer programming.

As technology continues to advance at a rapid pace and become more integrated and interwoven into our daily lives, every career and industry will require some level of coding knowledge. While schools are now introducing children to coding from the age of five, so they can create and debug simple programs and, hopefully, understand algorithms, there is still a more pressing need to increase coding knowledge among older teenagers, who are closer to entering employment.

Dojos provide an inclusive learning environment to develop talent among under 18s; to further their understanding and exposure to open data and provide a creative and fun atmosphere for them to meet like-minded individuals.

Businesses want candidates who are not only experts in coding but who can interact well with others. At our events children get to solve civic problems through code and to mentor each other, giving both the technical and softer people skills required in the modern workplace.

As with many scientific and technical careers, women are greatly under represented with around 90% of those working in IT being male. The Dojos are a great way to get more girls interested in coding, with the split attending our events being around 50/50 between boys and girls.

There are a number of interesting partnerships taking shape between Dojos and business. One club partnered with Virgin Media to create a game that teaches parents and children new digital skills that will improve their career prospects in the long term.

In the UK, following CoderDojo at Buckingham Palace, we have an exciting new partnership with Barclays Bank and their Digital Eagles Programme where we have already rolled out more than 20 new Dojos in their Wifi-enabled branches.

We want to get more industries involved in supporting Dojos and also want to find more opportunities to work with public sector organisations.



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INFORMATION TECHNOLOGY ENTERPRISE RESOURCE PLANNING

SAP


Programme Manager 80,000-90,000 85,000

Project Manager 60,000-70,000 65,000

Solution Architect 70,000-85,000 78,000

Technical Architect 70,000-85,000 78,000

AFS Consultant 55,000-75,000 65,000

APO Consultant 55,000-75,000 66,500

BASIS Consultant 45,000-65,000 55,500

BI Consultant 55,000-75,000 65,500

BI-BO Consultant 55,000-75,000 65,500

CRM Consultant 55,000-80,000 70,500

CS Consultant 55,000-75,000 65,000

FI/CO Consultant 55,000-75,000 65,000

HCM Consultant 55,000-75,000 65,000

IS-Automotive Consultant 55,000-75,000 67,000

IS-Oil Consultant 70,000-90,000 80,000

IS-Public Services Consultant 55,000-75,000 65,000

IS-Retail Consultant 55,000-75,000 66,000

IS-Utilities Consultant 55,000-75,000 68,000

Netweaver Consultant 55,000-75,000 66,000

PP/PI Consultant 55,000-75,000 65,000

SD/MM Consultant 55,000-75,000 65,000

SRM Consultant 55,000-75,000 67,000

WM/QM/PP Consultant 55,000-75,000 65,000

ABAP Developer 40,000-60,000 51,500

Oracle


UCM Developer 55,000-75,000 65,000

ODI Developer 55,000-75,000 65,000

OBIEE Developer 55,000-75,000 65,000

HR Consultant 50,000-75,000 62,000

Procurement Consultant 50,000-75,000 62,000

Financials Consultant 50,000-75,000 62,000

SAP



Project Manager 55,000-65,000 60,000



AFS Consultant 55,000-75,000 65,000

APO Consultant 55,000-65,000 60,000


BI Consultant 55,000-75,000 65,000

BI-BO Consultant 55,000-75,000 65,000

CRM Consultant 55,000-80,000 70,000

CS Consultant 55,000-65,000 60,000

FI/CO Consultant 55,000-65,000 61,000

HCM Consultant 55,000-65,000 61,000







PP/PI Consultant 55,000-65,000 61,500

SD/MM Consultant 55,000-65,000 61,000

SRM Consultant 55,000-65,000 62,000


ABAP Developer 40,000-60,000 51,500

Oracle


UCM Developer 45,000-60,000 55,000

ODI Developer 55,000-65,000 60,000

OBIEE Developer 55,000-65,000 61,000

HR Consultant 55,000-65,000 61,000



SAP



Project Manager 55,000-65,000 60,000



AFS Consultant 50,000-65,000 60,000

APO Consultant 45,000-65,000 55,000


BI Consultant 45,000-65,000 55,000

BI-BO Consultant 45,000-65,000 55,500

CRM Consultant 50,000-70,000 62,000

CS Consultant 45,000-65,000 55,000

FI/CO Consultant 45,000-65,000 55,000

HCM Consultant 45,000-65,000 55,000







PP/PI Consultant 45,000-65,000 55,000

SD/MM Consultant 45,000-65,000 55,000

SRM Consultant 45,000-65,000 55,000


ABAP Developer 40,000-60,000 45,000

Oracle


UCM Developer 50,000-70,000 60,000

ODI Developer 50,000-70,000 60,000

OBIEE Developer 50,000-70,000 60,000

HR Consultant 55,000-75,000 61,500



SAP



Project Manager 55,000-65,000 60,000



AFS Consultant 50,000-65,000 60,000

APO Consultant 45,000-65,000 55,000


BI Consultant 45,000-65,000 55,000

BI-BO Consultant 45,000-65,000 55,500

CRM Consultant 50,000-70,000 62,000

CS Consultant 45,000-65,000 55,000

FI/CO Consultant 45,000-65,000 55,000

HCM Consultant 45,000-65,000 55,000







PP/PI Consultant 45,000-65,000 55,000

SD/MM Consultant 45,000-65,000 55,000

SRM Consultant 45,000-65,000 55,000


ABAP Developer 35,000-50,000 45,000

Oracle


UCM Developer 45,000-60,000 55,000

ODI Developer 45,000-55,000 50,000

OBIEE Developer 45,000-55,000 50,000

HR Consultant 45,000-55,000 50,000





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Project Manager 55,000-65,000 60,000



AFS Consultant 50,000-65,000 60,000

APO Consultant 45,000-65,000 55,000


BI Consultant 45,000-65,000 55,000

BI-BO Consultant 45,000-65,000 55,500

CRM Consultant 50,000-70,000 62,000

CS Consultant 45,000-65,000 55,000

FI/CO Consultant 45,000-65,000 55,000

HCM Consultant 45,000-65,000 55,000







PP/PI Consultant 45,000-65,000 55,000

SD/MM Consultant 45,000-65,000 55,000

SRM Consultant 45,000-65,000 55,000


ABAP Developer 35,000-50,000 45,000

Oracle


UCM Developer 45,000-60,000 55,000

ODI Developer 45,000-55,000 50,000

OBIEE Developer 45,000-55,000 50,000

HR Consultant 45,000-55,000 50,000



SAP



Project Manager 55,000-65,000 60,000



AFS Consultant 50,000-65,000 60,000

APO Consultant 45,000-65,000 55,000


BI Consultant 45,000-65,000 55,000

BI-BO Consultant 45,000-65,000 55,500

CRM Consultant 50,000-70,000 62,000

CS Consultant 45,000-65,000 55,000

FI/CO Consultant 45,000-65,000 55,000

HCM Consultant 45,000-65,000 55,000







PP/PI Consultant 45,000-65,000 55,000

SD/MM Consultant 45,000-65,000 55,000

SRM Consultant 45,000-65,000 55,000


ABAP Developer 35,000-55,000 45,000

Oracle


UCM Developer 45,000-60,000 55,000

ODI Developer 45,000-55,000 51,000

OBIEE Developer 45,000-55,000 52,000

HR Consultant 45,000-55,000 50,000



SAP



Project Manager 55,000-65,000 60,000



AFS Consultant 50,000-65,000 60,000

APO Consultant 45,000-65,000 55,000


BI Consultant 45,000-65,000 55,000

BI-BO Consultant 45,000-65,000 55,500

CRM Consultant 50,000-70,000 62,000

CS Consultant 45,000-65,000 55,000

FI/CO Consultant 45,000-65,000 55,000

HCM Consultant 45,000-65,000 55,000







PP/PI Consultant 45,000-65,000 55,000

SD/MM Consultant 45,000-65,000 55,000

SRM Consultant 45,000-65,000 55,000


ABAP Developer 35,000-50,000 45,000

Oracle


UCM Developer 45,000-60,000 55,000

ODI Developer 45,000-55,000 51,000

OBIEE Developer 45,000-55,000 52,000

HR Consultant 45,000-55,000 50,000



SAP



Project Manager 55,000-65,000 60,000



AFS Consultant 50,000-65,000 60,000

APO Consultant 45,000-65,000 55,000


BI Consultant 45,000-65,000 55,000

BI-BO Consultant 45,000-65,000 55,500

CRM Consultant 50,000-70,000 62,000

CS Consultant 45,000-65,000 55,000

FI/CO Consultant 45,000-65,000 55,000

HCM Consultant 45,000-65,000 55,000







PP/PI Consultant 45,000-65,000 55,000

SD/MM Consultant 45,000-65,000 55,000

SRM Consultant 45,000-65,000 55,000


ABAP Developer 35,000-55,000 42,000

Oracle


UCM Developer 45,000-60,000 55,000

ODI Developer 45,000-55,000 51,000

OBIEE Developer 45,000-55,000 52,000

HR Consultant 45,000-55,000 50,000





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Project Manager 55,000-65,000 60,000



AFS Consultant 50,000-65,000 60,000

APO Consultant 45,000-65,000 55,000


BI Consultant 45,000-65,000 55,000

BI-BO Consultant 45,000-65,000 55,500

CRM Consultant 50,000-70,000 62,000

CS Consultant 45,000-65,000 55,000

FI/CO Consultant 45,000-65,000 55,000

HCM Consultant 45,000-65,000 55,000







PP/PI Consultant 45,000-65,000 55,000

SD/MM Consultant 45,000-65,000 55,000

SRM Consultant 45,000-65,000 55,000


ABAP Developer 35,000-55,000 43,000

Oracle


UCM Developer 45,000-60,000 55,000

ODI Developer 45,000-55,000 51,000

OBIEE Developer 45,000-55,000 52,000

HR Consultant 45,000-55,000 50,000



SAP



Project Manager 55,000-65,000 60,000



AFS Consultant 50,000-65,000 60,000

APO Consultant 45,000-65,000 55,000


BI Consultant 45,000-65,000 55,000

BI-BO Consultant 45,000-65,000 55,500

CRM Consultant 50,000-70,000 62,000

CS Consultant 45,000-65,000 55,000

FI/CO Consultant 45,000-65,000 55,000

HCM Consultant 45,000-65,000 55,000







PP/PI Consultant 45,000-65,000 55,000

SD/MM Consultant 45,000-65,000 55,000

SRM Consultant 45,000-65,000 55,000


ABAP Developer 32,000-45,000 41,000

Oracle


UCM Developer 45,000-55,000 55,000

ODI Developer 35,000-55,000 50,000

OBIEE Developer 35,000-55,000 50,000

HR Consultant 35,000-55,000 50,000





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INFORMATION TECHNOLOGY INFRASTRUCTURE


Infrastructure Specialist/Architect 50,000-80,000 65,000

Service Delivery Manager 38,000-60,000 50,000

Network Engineer 33,000-50,000 42,500

Server Support Engineer 30,000-50,000 40,000

Field Engineer 25,000-37,000 32,000

Service Desk Manager 35,000-50,000 42,000

Systems Administrator 30,000-55,000 40,000

Application Support Analyst 30,000-45,000 35,000

Desktop Support Analyst 25,000-34,000 30,000

Helpdesk/Service Desk Analyst 21,000-26,000 24,000






Field Engineer 25,000-40,000 30,000











Field Engineer 22,000-40,000 30,000











Field Engineer 25,000-35,000 30,000











Field Engineer 26,000-35,000 29,000











Field Engineer 20,000-35,000 30,000











Field Engineer 20,000-35,000 28,000











Field Engineer 22,000-30,000 26,000











Field Engineer 25,000-35,000 28,000











Field Engineer 18,000-25,000 23,000











Field Engineer 23,000-35,000 25,000








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INFORMATION TECHNOLOGY LEADERSHIP


Transformation Director 100,000-140,000 125,000

CIO

FTSE 100 150,000-220,000 175,000

FTSE 250 100,000-140,000 120,000

SME 70,000-120,000 95,000

CTO

FTSE 100 110,000-150,000 130,000

FTSE 250 80,000-120,000 100,000

SME 70,000-110,000 90,000

IT Director

FTSE 100 120,000-160,000 140,000

FTSE 250 80,000-120,000 100,000

SME 80,000-100,000 90,000

Chief Information Security Officer 80,000-130,000 100,000

Head of IT Security 70,000-100,000 85,000

Head of IT 60,000-90,000 77,000

Head of Development 60,000-90,000 77,000

Head of Infrastructure 60,000-90,000 77,000

Head of Service Delivery 60,000-90,000 77,000

Head of Business Intelligence 70,000-100,000 87,000

Business Architect 65,000-95,000 73,000

Enterprise Architect 70,000-100,000 87,000


IT Manager 45,000-65,000 57,000



CIO 70,000-120,000 95,000

CTO 70,000-110,000 92,000

IT Director 80,000-100,000 92,000



Head of IT 60,000-90,000 77,000








IT Manager 45,000-65,000 57,000



CIO 70,000-100,000 87,000

CTO 70,000-90,000 82,000

IT Director 65,000-100,000 82,000



Head of IT 50,000-80,000 67,000








IT Manager 40,000-60,000 52,000



CIO 70,000-100,000 90,000

CTO 70,000-90,000 82,000

IT Director 65,000-95,000 84,000



Head of IT 50,000-80,000 67,000








IT Manager 40,000-60,000 52,000



CIO 70,000-100,000 87,000

CTO 60,000-90,000 82,000

IT Director 65,000-95,000 83,000



Head of IT 50,000-70,000 63,000








IT Manager 40,000-60,000 52,000



CIO 70,000-100,000 90,000

CTO 70,000-90,000 82,000

IT Director 65,000-95,000 84,000



Head of IT 50,000-80,000 67,000








IT Manager 40,000-60,000 52,500



CIO 70,000-100,000 87,000

CTO 70,000-90,000 82,000

IT Director 65,000-95,000 82,000



Head of IT 50,000-80,000 67,000








IT Manager 40,000-60,000 52,000



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CIO 70,000-100,000 87,000

CTO 70,000-90,000 82,000

IT Director 65,000-95,000 82,000



Head of IT 50,000-80,000 67,000








IT Manager 40,000-60,000 52,000



CIO 70,000-100,000 90,000

CTO 70,000-90,000 82,000

IT Director 65,000-100,000 82,000



Head of IT 50,000-80,000 67,000








IT Manager 40,000-60,000 52,000



CIO 70,000-100,000 85,000

CTO 60,000-90,000 80,000

IT Director 65,000-95,000 80,000



Head of IT 50,000-70,000 60,000








IT Manager 40,000-60,000 45,000



CIO 80,000-120,000 90,000

CTO 80,000-120,000 82,000

IT Director 65,000-100,000 85,000



Head of IT 50,000-80,000 67,000








IT Manager 40,000-60,000 50,000



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INFORMATION TECHNOLOGY PROJECTS & CHANGE MANAGEMENT


Programme Director 80,000-125,000 105,000


Portfolio Manager 60,000-85,000 75,000

Head of Projects/Change 60,000-90,000 70,000

Project Manager – Senior 65,000-75,000 70,000

Project Manager – Mid 45,000-65,000 60,000

Project Manager – Junior 30,000-40,000 32,000

Change Manager 55,000-75,000 65,000

Release Manager 55,000-70,000 62,500

Business Analyst – Senior 55,000-70,000 65,000

Business Analyst – Mid 40,000-60,000 55,000

Business Analyst – Junior 25,000-40,000 35,000

PMO Manager 50,000-65,000 57,500

PMO Analyst/Coordinator 32,500-45,000 40,000









Change Manager 45,000-60,000 52,500

Release Manager 45,000-60,000 50,000




PMO Manager 45,000-60,000 55,000










Change Manager 45,000-60,000 50,000

Release Manager 45,000-60,000 50,000




PMO Manager 45,000-55,000 47,000










Change Manager 37,500-55,000 42,500

Release Manager 40,000-55,000 45,000




PMO Manager 45,000-60,000 52,500










Change Manager 40,000-55,000 45,000

Release Manager 40,000-55,000 45,000




PMO Manager 47,500-55,000 52,500










Change Manager 45,000-60,000 55,000

Release Manager 40,000-57,000 47,500




PMO Manager 45,000-60,000 52,500










Change Manager 40,000-50,000 45,000

Release Manager 30,000-50,000 42,000




PMO Manager 45,000-60,000 52,500










Change Manager 30,000-45,000 42,500

Release Manager 35,000-45,000 40,000




PMO Manager 40,000-50,000 45,000










Change Manager 40,000-55,000 47,500

Release Manager 40,000-50,000 45,000




PMO Manager 40,000-55,000 50,000










Change Manager 35,000-45,000 40,000

Release Manager 35,000-45,000 40,000




PMO Manager 35,000-45,000 40,000










Change Manager 40,000-55,000 45,000

Release Manager 40,000-55,000 45,000




PMO Manager 45,000-55,000 50,000




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INFORMATION TECHNOLOGY SECURITY


Information Security Architect 60,000-75,000 73,000

Information Security Manager 55,000-70,000 65,000

Information Security Software Developer 45,000-55,000 52,000

Information Security Engineer 45,000-55,000 52,500

Information Security Analyst 37,000-50,000 46,000

Information Security Administrator 37,000-45,000 44,000

CLAS Consultant 50,000-75,000 68,000

Penetration Tester 50,000-75,000 68,000








CLAS Consultant 50,000-75,000 67,000









CLAS Consultant 50,000-70,000 60,000









CLAS Consultant 50,000-70,000 60,000









CLAS Consultant 50,000-70,000 60,000









CLAS Consultant 50,000-70,000 60,000









CLAS Consultant 50,000-70,000 60,000









CLAS Consultant 50,000-70,000 60,000









CLAS Consultant 50,000-70,000 60,000









CLAS Consultant 50,000-70,000 60,000









CLAS Consultant 50,000-70,000 60,000




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INFORMATION TECHNOLOGY TELECOMS



Project Manager 60,000-75,000 70,000

Project Coordinator 30,000-45,000 40,000

Business Analyst 45,000-65,000 55,000

IP & Ethernet Engineer 40,000-60,000 56,500

Network Deployment & Support Engineer 40,000-57,500 50,000

PDH/SDH Transmission Design Engineer 35,000-50,000 45,000

NOC/NMC Support Engineer 35,000-60,000 45,000

Provisioning Engineer 28,000-40,000 37,500

Voice & Contact Centre Engineer 35,000-55,000 52,000

Network Capacity Planning Engineer 45,000-60,000 52,500

RAN/RF Engineers 35,000-45,000 42,500

Mobile Network Architect 60,000-80,000 78,000

OSS/BSS Solutions Architect 60,000-80,000 75,000

Product Manager 45,000-75,000 68,000



Project Manager 45,000-65,000 60,000










RAN/RF Engineers 35,000-50,000 42,500



Product Manager 45,000-65,000 60,000



Project Manager 50,000-65,000 60,000










RAN/RF Engineers 30,000-40,000 36,000



Product Manager 45,000-65,000 60,000



Project Manager 45,000-65,000 55,000










RAN/RF Engineers 35,000-50,000 42,500



Product Manager 45,000-60,000 55,000



Project Manager 45,000-65,000 50,000










RAN/RF Engineers 30,000-50,000 35,000



Product Manager 45,000-55,000 50,000



Project Manager 45,000-65,000 60,000










RAN/RF Engineers 30,000-40,000 35,000



Product Manager 45,000-65,000 55,000



Project Manager 45,000-65,000 53,000










RAN/RF Engineers 30,000-40,000 34,000



Product Manager 45,000-65,000 50,000



Project Manager 45,000-65,000 56,000










RAN/RF Engineers 30,000-40,000 34,000



Product Manager 45,000-65,000 50,000



Project Manager 45,000-65,000 58,000










RAN/RF Engineers 30,000-40,000 34,000



Product Manager 45,000-65,000 55,000



Project Manager 45,000-65,000 58,000










RAN/RF Engineers 30,000-40,000 35,000



Product Manager 45,000-65,000 50,000



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INFORMATION TECHNOLOGY TESTING

Functional testing Non-functional testing


QA Analyst 38,000-49,000 43,500 38,000-51,000 45,500

Senior Test Analyst 40,000-55,000 47,500 45,000-55,000 50,000

Technical Lead 45,000-70,000 60,000 50,000-75,000 62,000

Test Analyst 35,000-45,000 40,000 35,000-50,000 42,500

Test Lead 50,000-60,000 55,000 50,000-65,000 57,000

Test Manager 55,000-75,000 65,000 65,000-80,000 72,500



QA Analyst 35,000-42,000 37,500 40,000-45,000 42,500


Technical Lead 50,000-60,000 52,000 45,000-65,000 55,000

Test Analyst 30,000-40,000 35,000 32,000-42,000 38,000

Test Lead 40,000-50,000 44,000 40,000-50,000 47,000

Test Manager 50,000-60,000 56,000 58,000-74,000 62,000



QA Analyst 30,000-42,000 36,000 35,000-45,000 40,000


Technical Lead 40,000-55,000 47,500 45,000-60,000 52,500

Test Analyst 32,000-38,000 34,000 34,000-40,000 36,000

Test Lead 39,000-50,000 44,000 40,000-50,000 47,000

Test Manager 50,000-60,000 55,000 55,000-65,000 60,000



QA Analyst 30,000-35,000 35,000 35,000-42,000 38,000


Technical Lead 50,000-55,000 52,000 52,000-56,000 53,000

Test Analyst 26,000-33,000 31,000 27,000-32,000 35,000

Test Lead 40,000-45,000 41,000 45,000-50,000 47,000

Test Manager 50,000-62,000 55,000 57,000-65,000 60,000



QA Analyst 30,000-37,000 35,000 32,000-40,000 38,000


Technical Lead 42,000-46,000 45,000 50,000-57,000 53,000

Test Analyst 24,000-30,000 30,000 28,000-35,000 35,000

Test Lead 36,000-42,000 40,000 42,000-50,000 47,000

Test Manager 50,000-55,000 52,000 55,000-60,000 56,000


Midlands £ Range £ Typical £ Range £ Typical

QA Analyst 28,000-38,000 32,000 30,000-40,000 35,000


Technical Lead 40,000-55,000 46,000 45,000-58,000 50,000

Test Analyst 28,500-35,000 32,000 30,000-38,000 33,000

Test Lead 40,000-48,000 45,000 42,000-50,000 47,000

Test Manager 50,000-60,000 55,000 53,000-70,000 56,000



QA Analyst 28,000-38,000 33,000 30,000-40,000 35,000


Technical Lead 40,000-55,000 48,000 45,000-58,000 50,000

Test Analyst 28,500-35,000 32,000 30,000-38,000 33,000

Test Lead 40,000-48,000 42,000 42,000-50,000 47,000

Test Manager 50,000-60,000 53,000 53,000-70,000 56,000



QA Analyst 26,000-35,000 30,000 27,500-38,000 33,000


Technical Lead 34,000-46,000 43,000 39,000-50,000 45,000

Test Analyst 25,000-35,000 29,000 27,000-36,000 32,000

Test Lead 32,000-42,000 38,000 35,000-45,000 42,000

Test Manager 38,000-50,000 45,000 40,000-55,000 50,000



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INFORMATION TECHNOLOGY TESTING



QA Analyst 30,000-38,000 35,000 32,000-40,000 35,000


Technical Lead 45,000-50,000 48,000 45,000-58,000 50,000

Test Analyst 28,500-35,000 32,000 30,000-38,000 33,000

Test Lead 40,000-48,000 42,000 42,000-52,000 46,000

Test Manager 45,000-55,000 53,000 53,000-70,000 57,000



QA Analyst 28,000-33,000 29,000 29,000-35,000 32,000


Technical Lead 35,000-43,000 38,000 38,000-45,000 42,000

Test Analyst 25,000-30,000 27,000 27,000-32,000 30,000

Test Lead 30,000-38,000 35,000 33,000-40,000 36,000

Test Manager 40,000-50,000 45,000 45,000-60,000 52,000



QA Analyst 35,000-43,000 39,000 40,000-47,500 41,000


Technical Lead 50,000-58,000 52,000 52,000-62,000 56,000

Test Analyst 30,000-38,000 33,500 32,000-40,000 36,000

Test Lead 42,000-50,000 46,000 45,000-55,000 50,000

Test Manager 45,000-55,000 55,000 50,000-70,000 60,000


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LEGAL GROWTH IN CONFIDENCE

The trend and desire to lower external legal spend and secure cost savings means that workloads continue to be relatively high in-house, in the private and public sectors and regulatory bodies. In some quarters, where budgets permit, additional headcount is being authorised to cope with the increased workloads on a fixed-term contract basis. There is particular demand for those who can work on community and property projects linked to regeneration across the country.

Private practiceA number of areas are now experiencing skills shortages following low levels of recruitment and relevant hands-on experience over the past few years. Property, corporate and construction lawyers are in short supply and those looking to move have a healthy choice of jobs.

The finance sector is also suffering from shortages, especially for those with 3-5 years’ PQE, who are also being tempted by the attraction of in-house roles at financial institutions.

Trainee retention rates have improved across the board with junior lawyers enjoying increased job security on qualifying. At the other end of the scale, there is an active interest in partners with proven business winning talent due to the lateral partner market increasing.

As banks loosen the purse strings and companies once again have access to finance, there is more demand for professionals across corporate, commercial and IT sectors as more deals are commissioned and executed.

Salaries are rising by between 4-7% and many firms are increasingly moving away from the traditional PQE system of rewarding and incentivising their high performers through a meritocratic system of bandings and bonuses.

The economic recovery is driving active interest in a range of specialist legal skills as more transactions are being planned and completed.

In-houseChanges in regulation and an increased focus in this area have resulted in financial services and compliance lawyers attracting particular interest and a salary premium.

Interim lawyers who can advise on complex regulated structures are required in greater numbers. Recruitment activity is increasing in the asset management space following new regulations spearheaded by the Alternative Investment Fund Managers Directive. We have seen interim rates in financial services rise by 5-10% over the past few years, although permanent salaries remain relatively static, we are expecting these to begin to rise as we move into 2015.

We are seeing increased demand for legal professionals in niche sectors such as oil and gas, technology and life sciences. There is an uplift in telecommunications and media after a number of years of decline.

Going forward, we expect the trend for growth in quasi legal and compliance roles to continue, with associated salaries gradually increasing. The UK clearing banks will continue to review their structures and this will lead to pockets of increased demand for corporate and M&A lawyers as groups realign around core businesses and dispose of non-core assets.

Public sector Central and local government and other regulatory bodies want specific skills and there remains a heavy reliance on contract and temporary recruitment to afford the flexibility required from approved and renewed budgets against a shared services model.

Salaries remain relatively low for lawyers in central and local government, but professionals are attracted by the experience, and to some degree, the greater security gained in government-linked legal teams. Outside of government, other public bodies and not-for-profit organisations tend to operate with more autonomy when it comes to hiring on a permanent or fixed-term contract basis.

The past 12 months have brought positive signs of growth in the legal services sector and, in turn, the legal recruitment market.

Sentiment is notably more confident, leading to increased commercial activity as organisations are once again focused on hiring for growth and competing for the skills and talent that they need to meet client demand.

The economic recovery is driving active interest in a range of specialist legal skills as more transactions are being planned and completed.

While on the face of it, there are fairly high numbers of qualified lawyers in the UK, there is a distinct shortage of those with certain specialist experience. In private practice, lawyers with significant knowledge of corporate, commercial property and banking are highly sought after, but in short supply due to a lack of transactional activity in recent years. The scaling back of trainee hiring has also meant that the pool of 1-3 years’ PQE lawyers is smaller than it has been in the past.

Smaller and mid-size firms are facing a harsh economic environment with some traditional legal services becoming increasingly commoditised and delivered through cheaper alternative business structures.

2015 will see more change as many firms seek mergers both in the UK and further afield as management teams look to secure greater operational efficiencies, whilst at the same time providing the specialist legal services that their clients require.

A move in-house, for those who have a couple of years’ qualified experience under their belts, remains a popular destination for lawyers wanting more business facing, commercial roles for personal interest and in some cases, lifestyle. We are seeing a rise in in-house vacancies across the country as risk and compliance roles increasingly merge into the legal function and vice versa.

The UK is following a long-standing US trend of using specialist paralegals and non-qualified staff to deliver certain categories of legal advice in an expert yet cost efficient way. For many who seek a legal career, this can be a route into the world of legal services, a stepping stone or a longer-term option. Many organisations have implemented apprenticeship schemes and are intending to increase their commitment to them, particularly in the professional services sector.

Financial belt-tightening continues in the public sector leading to ongoing restructuring and consolidation across central and local government and within local authorities. Moving to shared service models also remains popular.


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ParalegalsThere is growing demand for experienced paralegal support to help deliver legal services at a competitive price and this trend is set to continue. The supply of candidates continues to outstrip the number of jobs available, however paralegals with valuable experience can command a higher salary.

Those lacking experience on their CVs can find it difficult to get their first job. Paralegals with language skills or relevant experience, but perhaps gained in another jurisdiction, often have an advantage in securing a role.

The trend towards hiring paralegals, once the principal domain of London, is now being seen across the major UK cities where legal services are often sub-divided.

Company secretarialWhere there is regulatory upheaval, there is growing demand for company secretaries. As a result there has been increased activity and demand in this sector in recent years.

Most secretariats have been strengthening their teams, with particularly heated activity in financial services. The retail and investment banks who were first impacted by regulatory scrutiny 18 months ago, have now been overtaken by the insurance sector.

Some of the oldest and most well-established brokers have found themselves in need of company secretarial support for the first time. The much larger insurers have also moved to bolster teams, all with a particular penchant for candidates with a banking background.

In commerce and industry there is less demand, but we have seen an increase in contract work here. Some corporates have outsourced company secretarial functions to cut costs. For the most part, the large listed companies are always keen on those with professional experience from similarly-sized public businesses, as well as company secretaries with significant corporate governance project skills. We expect this to continue throughout 2015.

Some of the oldest and most well-established brokers have found themselves in need of company secretarial support for the first time.

LEGAL GROWTH IN CONFIDENCE



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LEGAL PRIVATE PRACTICE

London law firms

US – New York £ Range £ Typical

7+ Years’ PQE* 140,000-185,000 160,000

6 Years’ PQE 130,000-170,000 145,000

5 Years’ PQE 120,000-160,000 135,000

4 Years’ PQE 112,000-145,000 124,000

3 Years’ PQE 102,000-135,000 114,000

2 Years’ PQE 95,000-120,000 105,000

1 Year PQE 88,000-112,000 96,000

Newly Qualified 82,000-104,000 86,000

US – Mid-Atlantic £ Range £ Typical

7+ Years’ PQE 120,000-165,000 140,000

6 Years’ PQE 110,000-140,000 128,000

5 Years’ PQE 105,000-130,000 115,000

4 Years’ PQE 96,000-120,000 108,000

3 Years’ PQE 90,000-108,000 97,000

2 Years’ PQE 80,000-98,000 86,000

1 Year PQE 75,000-90,000 81,000

Newly Qualified 70,000-86,000 76,000

City (Large) £ Range £ Typical

7+ Years’ PQE 95,000-125,000 105,000

6 Years’ PQE 92,000-115,000 95,000

5 Years’ PQE 86,000-105,000 90,000

4 Years’ PQE 81,000-100,000 85,000

3 Years’ PQE 76,000-90,000 79,000

2 Years’ PQE 68,000-84,000 74,000

1 Year PQE 63,000-74,000 67,000

Newly Qualified 59,000-68,000 61,000

City (Mid-size) £ Range £ Typical

7+ Years’ PQE 95,000-125,000 90,000

6 Years’ PQE 82,000-95,000 84,000

5 Years’ PQE 76,000-90,000 79,000

4 Years’ PQE 72,000-84,000 74,000

3 Years’ PQE 66,000-79,000 69,000

2 Years’ PQE 60,000-73,000 65,000

1 Year PQE 56,000-67,000 61,000

Newly Qualified 52,000-59,000 56,000

Holborn £ Range £ Typical

7+ Years’ PQE 75,000-95,000 85,000

6 Years’ PQE 72,000-87,000 80,000

5 Years’ PQE 66,000-81,000 75,000

4 Years’ PQE 61,000-76,000 70,000

3 Years’ PQE 56,000-71,000 65,000

2 Years’ PQE 53,000-65,000 61,000

1 Year PQE 48,000-60,000 57,000

Newly Qualified 44,000-56,000 52,000

West End £ Range £ Typical

7+ Years’ PQE 72,000-90,000 80,000

6 Years’ PQE 68,000-87,000 75,000

5 Years’ PQE 62,000-80,000 68,000

4 Years’ PQE 57,000-73,000 62,000

3 Years’ PQE 52,000-66,000 57,000

2 Years’ PQE 46,000-61,000 52,000

1 Year PQE 41,000-57,000 48,000

Newly Qualified 36,000-52,000 44,000

Regional law firms


7+ Years’ PQE 50,000-85,000 60,000

5 Years’ PQE 45,000-55,000 50,000

6 Years’ PQE 45,000-60,000 50,000

4 Years’ PQE 40,000-50,000 44,000

3 Years’ PQE 35,000-47,000 40,000

2 Years’ PQE 33,000-45,000 35,000

1 Year PQE 30,000,40,000 34,000

Newly Qualified 30,000-39,000 32,000


7+ Years’ PQE 38,000-80,000 60,000

6 Years’ PQE 36,000-60,000 50,000

5 Years’ PQE 34,000-58,000 47,000

4 Years’ PQE 32,000-55,000 44,000

3 Years’ PQE 30,000-50,000 41,000

2 Years’ PQE 28,000-49,000 39,000

1 Year PQE 26,000-46,000 37,000

Newly Qualified 25,000-45,500 36,000


7+ Years’ PQE 32,000-65,000 48,000

6 Years’ PQE 30,000-55,000 45,000

5 Years’ PQE 28,000-48,000 42,000

4 Years’ PQE 26,000-46,000 40,000

3 Years’ PQE 25,000-43,000 38,000

2 Years’ PQE 24,000-41,000 36,000

1 Year PQE 23,000-40,000 34,000

Newly Qualified 22,000-39,000 32,000


7+ Years’ PQE 42,000-65,000 55,000

6 Years’ PQE 40,000-60,000 52,000

5 Years’ PQE 38,000-60,000 49,000

4 Years’ PQE 35,000-52,000 45,000

3 Years’ PQE 34,000-48,000 42,000

2 Years’ PQE 33,000-44,000 39,000

1 Year PQE 32,000-42,000 36,000

Newly Qualified 30,000-38,000 34,000


7+ Years’ PQE 42,000-70,000+ 55,000+

6 Years’ PQE 40,000-60,000+ 52,000+

5 Years’ PQE 38,000-60,000 49,000

4 Years’ PQE 35,000-52,000 45,000

3 Years’ PQE 32,000-51,000 42,000

2 Years’ PQE 30,000-46,000 39,000

1 Year PQE 28,000-45,000 36,000

Newly Qualified 27,000-38,000 34,000

North East and Yorkshire £ Range £ Typical

7+ Years’ PQE 42,000-70,000+ 55,000+

6 Years’ PQE 40,000-60,000+ 52,000+

5 Years’ PQE 38,000-60,000 49,000

4 Years’ PQE 35,000-52,000 45,000

3 Years’ PQE 32,000-51,000 42,000

2 Years’ PQE 30,000-46,000 39,000

1 Year PQE 28,000-45,000 36,000

Newly Qualified 27,000-38,000 34,000


7+ Years’ PQE 50,000-70,000 50,000

6 Years’ PQE 44,000-55,000 48,000

5 Years’ PQE 35,000-45,000 40,000

4 Years’ PQE 30,000-38,000 35,000

3 Years’ PQE 28,000-35,000 30,000

2 Years’ PQE 26,000-30,000 28,000

1 Year PQE 22,000-28,000 25,000

Newly Qualified 18,000-25,000 22,000


7+ Years’ PQE 55,000-70,000 60,000

6 Years’ PQE 45,000-60,000 55,000

5 Years’ PQE 38,000-56,000 50,000

4 Years’ PQE 34,000-47,000 45,000

3 Years’ PQE 32,000-43,000 40,000

2 Years’ PQE 30,000-43,000 37,000

1 Year PQE 27,000-37,000 33,000

Newly Qualified 25,000-35,000 30,000

* PQE: Post-qualified experience



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Commerce and industry


7+ Years’ PQE 80,000+ 90,000+

6 Years’ PQE 73,000-80,000 76,000

5 Years’ PQE 68,000-78,000 74,000

4 Years’ PQE 62,000-75,000 70,000

3 Years’ PQE 58,000-65,000 62,000

2 Years’ PQE 53,000-60,000 57,000

1 Year PQE 48,000-55,000 52,000

Newly Qualified 45,000-55,000 50,000


7+ Years’ PQE 75,000+ 75,000+

6 Years’ PQE 70,000-75,000 75,000

5 Years’ PQE 60,000-70,000 65,000

4 Years’ PQE 57,000-65,000 60,000

3 Years’ PQE 48,000-57,000 55,000

2 Years’ PQE 45,000-50,000 48,000

1 Year PQE 43,000-47,000 45,000

Newly Qualified 38,000-45,000 42,000


7+ Years’ PQE 73,000+ 73,000+

6 Years’ PQE 70,000-75,000 70,000

5 Years’ PQE 60,000-70,000 65,000

4 Years’ PQE 57,000-65,000 60,000

3 Years’ PQE 48,000-57,000 55,000

2 Years’ PQE 45,000-50,000 48,000

1 Year PQE 43,000-47,000 45,000

Newly Qualified 40,000-45,000 42,000


7+ Years’ PQE 55,000+ 55,000+

6 Years’ PQE 52,000-60,000 56,000

5 Years’ PQE 48,000-54,000 52,000

4 Years’ PQE 45,000-50,000 47,000

3 Years’ PQE 40,000-45,000 42,000

2 Years’ PQE 36,000-43,000 40,000

1 Year PQE 33,000-38,000 35,000

Newly Qualified 30,000-35,000 32,000


7+ Years’ PQE 70,000+ 70,000+

6 Years’ PQE 55,000-70,000 65,000

5 Years’ PQE 50,000-65,000 55,000

4 Years’ PQE 45,000-52,000 45,000

3 Years’ PQE 40,000-48,000 42,000

2 Years’ PQE 38,000-45,000 40,000

1 Year PQE 35,000-42,000 38,000

Newly Qualified 30,000-40,000 38,000


7+ Years’ PQE 60,000+ 60,000+

6 Years’ PQE 48,000-60,000 53,000

5 Years’ PQE 45,000-55,000 50,000

4 Years’ PQE 42,000-50,000 46,000

3 Years’ PQE 36,000-47,000 43,000

2 Years’ PQE 34,000-42,000 40,000

1 Year PQE 32,000-38,000 36,000

Newly Qualified 28,000-36,000 33,000


7+ Years’ PQE 60,000+ 60,000+

6 Years’ PQE 48,000-60,000 53,000

5 Years’ PQE 45,000-55,000 50,000

4 Years’ PQE 42,000-50,000 46,000

3 Years’ PQE 36,000-47,000 43,000

2 Years’ PQE 34,000-42,000 40,000

1 Year PQE 32,000-38,000 36,000

Newly Qualified 28,000-36,000 33,000


7+ Years’ PQE 40,000+ 40,000+

6 Years’ PQE 38,000-60,000 45,000

5 Years’ PQE 35,000-45,000 40,000

4 Years’ PQE 32,000-38,000 36,000

3 Years’ PQE 28,000-35,000 32,000

2 Years’ PQE 26,000-34,000 28,000

1 Year PQE 22,000-30,000 25,000

Newly Qualified 18,000-25,000 22,000


7+ Years’ PQE 58,000+ 58,000+

6 Years’ PQE 50,000-60,000 54,000

5 Years’ PQE 45,000-55,000 50,000

4 Years’ PQE 40,000-48,000 43,000

3 Years’ PQE 38,000-42,000 40,000

2 Years’ PQE 34,000-40,000 37,000

1 Year PQE 32,000-35,000 35,000

Newly Qualified 28,000-35,000 30,000



LEGAL IN-HOUSE

Financial services


7+ Years’ PQE 90,000+ 90,000+

6 Years’ PQE 82,000-92,000 90,000

5 Years’ PQE 82,000-90,000 85,000

4 Years’ PQE 75,000-85,000 80,000

3 Years’ PQE 70,000-75,000 73,000

2 Years’ PQE 60,000-70,000 65,000

1 Year PQE 52,000-62,000 60,000

Newly Qualified 48,000-55,000 53,000


7+ Years’ PQE 65,000+ 65,000+

5 Years’ PQE 55,000-65,000 60,000

6 Years’ PQE 55,000-65,000 60,000

4 Years’ PQE 50,000-60,000 55,000

3 Years’ PQE 50,000-55,000 50,000

2 Years’ PQE 45,000-50,000 45,000

1 Year PQE 40,000-45,000 40,000

Newly Qualified 35,000-40,000 37,000


7+ Years’ PQE 75,000+ 75,000+

6 Years’ PQE 70,000-80,000 75,000

5 Years’ PQE 60,000-70,000 65,000

4 Years’ PQE 57,000-65,000 60,000

3 Years’ PQE 48,000-57,000 55,000

2 Years’ PQE 45,000-50,000 48,000

1 Year PQE 43,000-47,000 45,000

Newly Qualified 40,000-45,000 42,000


7+ Years’ PQE 60,000+ 60,000+

6 Years’ PQE 52,000-60,000 56,000

5 Years’ PQE 48,000-54,000 52,000

4 Years’ PQE 45,000-50,000 47,000

3 Years’ PQE 40,000-45,000 42,000

2 Years’ PQE 36,000-43,000 40,000

1 Year PQE 33,000-38,000 35,000

Newly Qualified 30,000-35,000 32,000


7+ Years’ PQE 55,000+ 55,000+

6 Years’ PQE 50,000-60,000 58,000

5 Years’ PQE 49,000-58,000 56,000

4 Years’ PQE 40,000-54,000 52,000

3 Years’ PQE 38,000-50,000 43,000

2 Years’ PQE 35,000-45,000 40,000

1 Year PQE 32,000-40,000 38,000

Newly Qualified 30,000-35,000 32,000


7+ Years’ PQE 60,000+ 60,000+

6 Years’ PQE 48,000-60,000 53,000

5 Years’ PQE 45,000-55,000 50,000

4 Years’ PQE 36,000-47,000 46,000

3 Years’ PQE 36,000-47,000 43,000

2 Years’ PQE 34,000-42,000 40,000

1 Year PQE 32,000-38,000 36,000

Newly Qualified 28,000-36,000 33,000


7+ Years’ PQE 60,000+ 60,000+

6 Years’ PQE 48,000-60,000 53,000

5 Years’ PQE 45,000-55,000 50,000

4 Years’ PQE 36,000-47,000 46,000

3 Years’ PQE 36,000-47,000 43,000

2 Years’ PQE 34,000-42,000 40,000

1 Year PQE 32,000-38,000 36,000

Newly Qualified 28,000-36,000 33,000


7+ Years’ PQE 50,000+ 50,000+

6 Years’ PQE 46,000-58,000 50,000

5 Years’ PQE 42,000-48,000 45,000

4 Years’ PQE 36,000-44,000 40,000

3 Years’ PQE 32,000-38,000 35,000

2 Years’ PQE 26,000-34,000 28,000

1 Year PQE 22,000-30,000 24,000

Newly Qualified 18,000-25,000 22,000


7+ Years’ PQE 58,000+ 58,000+

6 Years’ PQE 58,000-70,000 54,000

5 Years’ PQE 50,000-60,000 50,000

4 Years’ PQE 40,000-48,000 43,000

3 Years’ PQE 38,000-42,000 40,000

2 Years’ PQE 34,000-40,000 37,000

1 Year PQE 32,000-35,000 35,000

Newly Qualified 28,000-35,000 30,000

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LEGAL PUBLIC SECTOR

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Director of Legal (10 PQE) 60,000-100,000 65,000

Head of Legal (8 PQE) 45,000-75,000 57,000

Head of Department (5 PQE) 40,000-55,000 46,000

Principal Solicitor (5 PQE) 38,000-42,000 40,000

Solicitor (3-5 PQE) 33,000-39,000 34,000

Assistant Solicitor (0-3 PQE) 23,000-33,000 28,000

Legal Assistant (Paralegal or ILEX) 14,000-22,000 17,000



Head of Legal (8 PQE) 45,000-75,000 57,000



Solicitor (3-5 PQE) 33,000-39,000 34,000





Head of Legal (8 PQE) 50,000-70,000 64,000



Solicitor (3-5 PQE) 30,000-45,000 40,000





Head of Legal (8 PQE) 60,000-65,000 60,000



Solicitor (3-5 PQE) 35,000-40,000 35,000



Public sector

London – Government £ Range £ Typical


Head of Legal (8 PQE) 55,000-90,000 65,000



Solicitor (3-5 PQE) 38,000-44,000 40,000



London – Regulatory bodies £ Range £ Typical


Head of Legal (8 PQE) 55,000-90,000 75,000



Solicitor (3-5 PQE) 38,000-55,000 48,000





Head of Legal (8 PQE) 50,000-75,000 60,000



Solicitor (3-5 PQE) 28,000-38,000 33,000





Head of Legal (8 PQE) 45,000-75,000 50,000



Solicitor (3-5 PQE) 33,000-39,000 30,000





Head of Legal (8 PQE) 45,000-75,000 50,000



Solicitor (3-5 PQE) 33,000-39,000 30,000





Head of Legal (8 PQE) 45,000-75,000 57,000



Solicitor (3-5 PQE) 33,000-39,000 34,000





LEGAL PARALEGAL/LEGAL EXECUTIVES

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Financial services


Experienced 41,000-50,000 43,000

2 Years’ PQE 30,000-40,000 36,000

1 Year PQE 26,000-30,000 28,000

0-12 Months 22,000-26,000 24,000


Experienced 25,000-33,000 30,000

2 Years’ PQE 25,000-30,000 27,000

1 Year PQE 20,000-25,000 23,000

0-12 Months 18,000-22,000 20,000


Experienced 22,000-30,000 27,000

2 Years’ PQE 19,000-24,000 22,500

1 Year PQE 16,000-20,000 19,000

0-12 Months 15,000-20,000 17,000


Experienced 22,000-30,000 26,000

2 Years’ PQE 19,000-24,000 21,500

1 Year PQE 16,000-20,000 18,000

0-12 Months 15,000-20,000 16,000


Experienced 22,000-30,000 27,000

2 Years’ PQE 20,000-25,000 23,000

1 Year PQE 18,000-24,000 20,000

0-12 Months 17,000-23,000 18,000


Experienced 22,000-30,000 26,000

2 Years’ PQE 19,000-24,000 21,500

1 Year PQE 16,000-20,000 18,000

0-12 Months 15,000-18,000 16,000


Experienced 22,000-30,000 26,000

2 Years’ PQE 19,000-24,000 21,500

1 Year PQE 16,000-20,000 18,000

0-12 Months 15,000-18,000 16,000


Experienced 18,000-26,000 24,000

2 Years’ PQE 16,000-22,000 19,000

1 Year PQE 16,000-22,000 18,000

0-12 Months 16,000-22,000 17,000


Experienced 20,000-28,000 24,000

2 Years’ PQE 19,000-26,000 22,000

1 Year PQE 18,000-24,000 20,000

0-12 Months 16,000-20,000 18,000

Commerce and industry


Experienced 35,000-40,000 35,000

2 Years’ PQE 27,000-35,000 30,000

1 Year PQE 24,000-30,000 27,000

0-12 Months 21,000-25,000 23,000


Experienced 25,000-33,000 30,000

2 Years’ PQE 25,000-30,000 27,000

1 Year PQE 20,000-25,000 23,000

0-12 Months 18,000-22,000 20,000


Experienced 25,000-33,000 30,000

2 Years’ PQE 25,000-30,000 27,000

1 Year PQE 20,000-25,000 22,000

0-12 Months 18,000-22,000 20,000


Experienced 25,000-33,000 29,000

2 Years’ PQE 25,000-30,000 26,000

1 Year PQE 20,000-25,000 21,000

0-12 Months 18,000-22,000 19,000


Experienced 35,000-55,000 35,000

2 Years’ PQE 18,000-25,000 22,000

1 Year PQE 19,000-23,000 21,000

0-12 Months 18,000-20,000 19,000


Experienced 22,000-30,000 26,000

2 Years’ PQE 19,000-24,000 21,500

1 Year PQE 16,000-20,000 18,000

0-12 Months 15,000-18,000 16,000


Experienced 22,000-30,000 26,000

2 Years’ PQE 19,000-24,000 21,500

1 Year PQE 16,000-20,000 18,000

0-12 Months 15,000-18,000 16,000


Experienced 20,000-24,000 22,000

2 Years’ PQE 16,000-22,000 20,000

1 Year PQE 16,000-20,000 18,000

0-12 Months 16,000-20,000 16,000


Experienced 20,000-28,000 24,000

2 Years’ PQE 19,000-26,000 22,000

1 Year PQE 18,000-24,000 20,000

0-12 Months 16,000-20,000 18,000



LEGAL PARALEGAL/LEGAL EXECUTIVES

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Law firm legal executives


Fellow 30,000-40,000 32,000+

Member 20,000-28,000 25,000+

Trainee 15,000-20,000 18,000


Fellow 25,000-35,000 28,000+

Member 20,000-25,000 23,000+

Trainee 15,000-20,000 15,000


Fellow 25,000-35,000 28,000+

Member 20,000-25,000 23,000+

Trainee 15,000-20,000 15,000


Fellow 25,000-35,000 28,000+

Member 20,000-25,000 23,000+

Trainee 15,000-20,000 15,000


Fellow 25,000-35,000 30,000+

Member 20,000-25,000 24,000+

Trainee 15,000-20,000 17,000


Fellow 24,000-40,000 32,000+

Member 19,000-25,000 24,000+

Trainee 16,000-20,000 17,000


Fellow 24,000-40,000 32,000+

Member 19,000-25,000 24,000+

Trainee 16,000-20,000 17,000


Fellow 18,000- 26,000 24,000+

Member 20,000-25,000 22,000+

Trainee 15,000-20,000 18,000


Fellow 22,000-35,000 25,000+

Member 18,000-25,000 22,000+

Trainee 15,000-20,000 15,000

Law firms


Experienced 28,000-40,000 32,000

2 Years’ PQE 25,000-32,000 28,000

1 Year PQE 23,000-27,000 23,000

0-12 Months 20,000-23,000 20,000

London – US firms £ Range £ Typical

Experienced 35,000-40,000 35,000

2 Years’ PQE 28,000-35,000 32,000

1 Year PQE 25,000-31,000 25,000

0-12 Months 22,000-25,000 24,000

London – Capital markets £ Range £ Typical

Experienced 55,000+ 65,000

2 Years’ PQE 43,000-58,000 52,000

1 Year PQE 35,000-43,000 39,000

0-12 Months 30,000-35,000 31,000


Experienced 22,000-28,000 25,000

2 Years’ PQE 20,000-26,000 22,000

1 Year PQE 18,000-25,000 20,000

0-12 Months 13,000-20,000 17,500


Experienced 22,000-28,000 26,000

2 Years’ PQE 20,000-26,000 23,000

1 Year PQE 18,000-25,000 21,000

0-12 Months 13,000-20,000 17,000


Experienced 22,000-28,000 25,000

2 Years’ PQE 20,000-26,000 22,000

1 Year PQE 18,000-25,000 20,000

0-12 Months 13,000-20,000 16,000


Experienced 20,000-30,000 25,000

2 Years’ PQE 18,000-28,000 22,000

1 Year PQE 17,000-25,000 20,000

0-12 Months 16,000-19,000 17,000


Experienced 22,000-30,000 26,000

2 Years’ PQE 19,000-24,000 21,500

1 Year PQE 16,000-20,000 18,000

0-12 Months 15,000-18,000 16,000


Experienced 22,000-30,000 26,000

2 Years’ PQE 19,000-24,000 21,500

1 Year PQE 16,000-20,000 18,000

0-12 Months 15,000-18,000 16,000


Experienced 15,000-20,000 16,000

2 Years’ PQE 15,000-19,000 16,000

1 Year PQE 14,000-18,000 15,000

0-12 Months 13,000-16,000 14,000


Experienced 20,000-28,000 24,000

2 Years’ PQE 19,000-26,000 22,000

1 Year PQE 18,000-24,000 20,000

0-12 Months 16,000-20,000 18,000



LEGAL COMPANY SECRETARIAL

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Company secretarial

FTSE 100 £ Range

Company Secretary 130,000-300,000

Deputy Secretary 100,000-120,000

Senior Assistant 75,000-95,000

Assistant Company Secretary 50,000-80,000

Company Secretarial Assistant 30,000-45,000

Graduate Trainee 23,000-28,000

FTSE 250 £ Range






Other PLCs £ Range






Private £ Range






Profession £ Range

Partner 150,000-300,000

Director 95,000-140,000

Senior Manager 55,000-85,000

Manager 40,000-58,000

Consultant 27,000-40,000


Public sector £ Range






Peter SwabeyPolicy & Research Director,Institute of Chartered Secretaries and Administrators

The financial crisis has created opportunities for people to work in corporate governance as organisations look to regain trust. There is more focus on how a company should be acting rather than simply how it can make more money.

During the bad times it is easy to pick holes in boardroom decisions and ideas. When the economy is improving, it becomes a question of supporting and challenging the board to see if results could be even better if things were done differently.

A company secretary is crucial in helping an organisation demonstrate good governance in everything it does whilst ensuring decisions are made in an efficient and effective way. Good governance is good practice.

In July, the Henley Business School produced a report outlining the significant contribution company secretaries make to board performance. Despite having the same skills as the chairman, their job is often undervalued and misunderstood.

In the public, private and not-for-profit sectors, company secretaries are demonstrating strategic leadership and ensuring the interests of everyone in the boardroom are taken into account so that the right decisions are made.

Strong people management skills are essential to succeed and you also need to show humility, resilience and be a great negotiator.

We are encouraging more organisations to use company secretaries as non-executive directors because of their extensive knowledge of corporate governance and company culture. There is a good supply of competent company secretaries but the industry could always do with more qualified governance professionals across all industry sectors. Salaries are rising and benefits packages remain very good in this market.

More training is needed to give people a good grounding of what this role entails and we do this through our extensive examination and education syllabus. Our annual ICSA Excellence in Governance Awards celebrate outstanding achievements in the field of governance, rewarding both organisations and individuals.

Company secretaries are getting younger and we also have a relatively even split between men and women. Candidates are coming straight from university, and although many still have a legal background, this is not essential. The skills set is different and the company secretarial role gives you access to the boardroom which you won’t get as the company lawyer.

One of the biggest challenges for businesses is the risk from cybercrime and the potential negative impact of social media. It is easier than ever for sensitive information to get out to large numbers of people but many organisations do not have a strategic social media policy and there is a need to respond quickly.

Boards readily understand data protection issues, particularly as companies can be fined if a hacker or disgruntled employee steals customer information and leaks it over the net, but they are less aware of the risks of social media. The board needs to realise it brings risks to the business as well as positive opportunities to liaise with customers.


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MARKETING EMERGING SKILLS IN DEMAND

General marketingThe need for general marketers with a broad all round knowledge and experience base, although diminished, continued throughout the recession as organisations looked to reduce costs and hired marketers that could cover a multitude of disciplines. We are now seeing increased demand for traditional marketing candidates who are capable of taking on the full mix.

Within both the public and the private sectors there is a preference for recruiting on a permanent basis, compared to a previous reliance on temporary and interim professionals. There is increased demand for senior marketers across all sectors, from retail and manufacturing to financial services and FMCG.

Due to advances in technology, consumers have 24/7 access to companies, leading to an increased need for specialists in marketing technology and consumer behaviour. Employers are looking for those with analytical, content and video marketing skills, and are often putting customer insight and campaign ROI skills on a par with commercial acumen.

Online and digitalOnline and digital knowledge remains high on the agenda as employers from all sectors and industries look to harness the potential of new technology. While digital is quickly becoming part of every marketer’s tool kit and not just an add-on function, many organisations still feel they are lacking the required skills. Our DNA of a Marketing Leader report found that just 18% of organisations rated their digital skills as very good.

The current shortage of senior digital marketers means employers must act quickly to secure the best talent in a fiercely competitive market. The recruitment process is moving faster than a year ago, and counter offers are becoming more common. Benefits packages are growing in importance with people being wooed by extra holiday, flexible working and paid training or qualifications.

Many employers are unsure of their digital needs and the ROI implications of any investment they make, so they recruit the services of expert contractors who often become permanent hires.

The shortage of digital marketers, especially at the senior level, has driven many professionals to increase their knowledge and gain vital experience by studying for CIM Digital Diplomas and IDM qualifications. We are seeing this more often within agencies, FMCG and the public sector. Whereas, within travel, leisure and retail industries there is demand for digital generalists who can turn their hand to SEO, PPC and affiliate marketing as well as social media.

Insight and analyticsWith the continuing advancement of technology and the ability to track, monitor and analyse consumer activity, employers are investing more in research and are focused on demonstrating ROI. As a result, we are seeing an increase in the number of insight and analytical roles. Talented candidates with strong industry-specific experience are highly sought after, but are in short supply.

Due to a shortage of marketers with analytical skills, employers are hiring people with more specific software skills on an interim or temporary basis, often from agencies. It would appear that technical skill sets are overriding the sector specific knowledge. Even large organisations have found it hard to recruit data analysts.

There has been a rise in professionals being recruited on a permanent basis as companies bring more skills in-house and use contractors for specific projects and as cover while they recruit.

As candidates are often receiving multiple job offers, and at times a counter offer from their existing employer, salaries are rising in order to attract and retain the most experienced individuals.

Brand and product marketingAs both brand and product are key to organisational success, managing a category, product or brand is a pivotal role. As budgets increase and we enter a more positive climate the overall job market is stable, but we expect recruitment in this area to increase as employers focus on customer demands, brand marketing and developing new products.

Due to the lengthy development and launch lifecycle of any product, it is a challenge to recruit interim candidates, so most brand and product jobs are permanent. Salaries are yet to move upward but as more candidates receive multiple job offers, and counter offers become more commonplace, this may change during 2015. Many organisations are focusing on nurturing their internal talent and promoting from within; this is leading to more opportunities for graduates to take on lower level brand and product positions.

Marketing was affected deeply by the economic downturn, with many organisations reducing headcount and decreasing budgets due to the downward pressure on costs.

We are seeing signs of improvement and recruitment activity is increasing right across the board. Salaries have yet to leap forward, but there is growing demand for marketing professionals, especially those with digital skills. In our recent DNA of a Marketing Leader report, 34% of respondents reported that the skills gap would be the biggest challenge for marketing leaders. Any candidates who possess sought-after skills, such as digital expertise, should expect to see their salaries and remuneration packages increase.

Technology continues to have a significant impact, with employers looking for marketers who appreciate how digital fits into the broader marketing mix, rather than being pure digital specialists. Organisations are also seeking professionals who can analyse data and provide meaningful insight to give current and future campaigns the best chance at success and prove ROI. This is something we expect to increase over the coming years; as our report found, 69% of marketing leaders expect proving ROI to play a bigger part in their role over the next five years.

As the market improves and there are more vacancies to choose from, it will become more important for organisations to manage their recruitment process tightly to ensure that they can move from interview to offer as quickly as possible. Failure to do so will result in losing candidates who accept offers from other sources. Counter offers will become more frequent, so any organisation making an offer should put forward their best salary and benefits package in the first instance. Salaries are stable but benefits are improving with enhanced holidays and more options to work flexibly.

Online and digital remains an area in demand as employers from all sectors and industries look to harness the potential of new technology.


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EventsRecruitment activity within events is beginning to gather pace, although due to the cyclical nature of the industry there is a preference to recruit on an interim rather than permanent basis. Pay levels reflect this, with remuneration for contractors being higher than for permanent employees (although non-financial benefits don’t often apply). Permanent salaries are yet to see substantial increases and are currently stable.

Competition for the highest calibre candidates is fierce. Companies look to secure candidates with a relevant degree and experience, who can work on an event from start-to-finish and are prepared to travel. This is leading to a slightly shorter recruitment process, as organisations need to move quickly to secure these highly sought-after individuals.

PR and internal communicationsThe outlook for PR and media relations is positive and we are seeing professionals, at all levels, finding employment within short time frames.

Digital communications, including managing social media, is still an emerging skill, especially in the public sector. As a result, we expect that there will be an increase in these opportunities in 2015.

Communications professionals are still very much in demand within the financial services and professional services sectors. Pay levels for interim professionals are looking similar to early 2014. However, this may change as candidates start to negotiate on pay in order to reflect their experience.

Public sectorThe public sector has seen an increase in demand across all areas. In education, there is a significant drive towards more commercial, professional online content driven by the increased competition for university spaces and a need to engage with tomorrow’s students in different ways. There is also a high demand for internal communications and employee engagement professionals to manage large change programmes, and support organisations through challenging times.

Central government has some significant strategic objectives within the digital space, this has been driven by the centralisation of all government websites to .gov.uk. This has led to an increase in demand for candidates from the public and commercial sectors with proven experience in web design and content. Central government in general has seen increased requirements for interims with marketing, communications and stakeholder engagement skills taking a higher priority than at any time in the last five years.

Within the NHS, there is demand for interim staff focused on change communications and external/public communications, as the new NHS structure looks to define itself. Key skills in this sector continue to be geared towards local rather than national and strategic marketing and communications as NHS organisations of all shapes and sizes look to influence local markets.

Charities and not-for-profit organisations have been significantly hit by the economic downturn and continue to struggle to pay competitively in order to attract candidates. This sector continues to be more open and willing to consider candidates from a variety of backgrounds and experience, and is welcoming those from the private sector as it strives to be more commercial and deliver additional revenue streams.

Digital communications, including managing social media, is still an emerging skill, one that the public sector is increasingly looking for due to their lack of expertise in this area.

MARKETING EMERGING SKILLS IN DEMAND



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MARKETING BRAND & PRODUCT MARKETING


Brand Manager 50,000-80,000 60,000

Assistant Brand Manager 40,000-55,000 45,000

Head of Products 75,000-100,000 80,000

Product Manager 55,000-85,000 70,000

Assistant Product Manager 40,000-60,000 55,000

Head of Category 60,000-80,000 75,000

Category Manager 45,000-55,000 50,000

Assistant Category Manager 35,000-45,000 40,000

Trade/Channel Marketing Manager 40,000-65,000 50,000


Brand Manager 35,000-45,000 40,000


Head of Products 50,000-60,000 55,000

Product Manager 35,000-50,000 45,000


Head of Category 55,000-75,000 65,000





Brand Manager 40,000-50,000 45,000


Head of Products 70,000-85,000 75,000

Product Manager 45,000-55,000 50,000


Head of Category 60,000-80,000 70,000





Brand Manager 35,000-45,000 40,000


Head of Products 50,000-60,000 55,000

Product Manager 35,000-45,000 40,000


Head of Category 55,000-75,000 65,000





Brand Manager 35,000-45,000 40,000


Head of Products 50,000-60,000 55,000

Product Manager 35,000-45,000 40,000


Head of Category 55,000-70,000 60,000





Brand Manager 35,000-45,000 40,000


Head of Products 55,000-80,000 60,000

Product Manager 32,000-40,000 38,000


Head of Category 50,000-65,000 60,000





Brand Manager 32,000-45,000 37,000


Head of Products 48,000-60,000 52,000

Product Manager 30,000-50,000 38,000


Head of Category 50,000-75,000 60,000





Brand Manager 35,000-45,000 37,000


Head of Products 50,000-60,000 50,000

Product Manager 35,000-45,000 37,000


Head of Category 60,000-75,000 65,000





Brand Manager 35,000-45,000 37,000


Head of Products 50,000-60,000 50,000

Product Manager 35,000-45,000 37,000


Head of Category 60,000-75,000 65,000





Brand Manager 35,000-50,000 40,000


Head of Products 50,000-75,000 60,000

Product Manager 35,000-50,000 40,000


Head of Category 60,000-80,000 70,000





Brand Manager 40,000-55,000 50,000


Head of Products 50,000-65,000 55,000

Product Manager 35,000-50,000 47,500


Head of Category 50,000-65,000 60,000






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MARKETING EVENTS


Event Manager 40,000-60,000 45,000

Events Executive/Co-ordinator 25,000-40,000 35,000


Event Manager 30,000-50,000 45,000



Event Manager 25,000-35,000 30,000



Event Manager 25,000-35,000 28,000



Event Manager 25,000-35,000 30,000



Event Manager 27,000-35,000 30,000



Event Manager 25,000-35,000 28,000



Event Manager 27,000-40,000 35,000



Event Manager 25,000-35,000 30,000



Event Manager 25,000-35,000 30,000



Event Manager 25,000-35,000 30,000




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MARKETING INSIGHT


Customer Insight Manager 50,000-65,000 58,000

Customer Insight Executive/Analyst 40,000-55,000 45,000

CRM Manager 45,000-55,000 50,000

CRM Executive 35,000-45,000 35,000




CRM Manager 35,000-45,000 40,000

CRM Executive 22,000-28,000 27,000




CRM Manager 35,000-45,000 40,000

CRM Executive 22,000-28,000 25,000




CRM Manager 35,000-42,000 38,000

CRM Executive 24,000-30,000 27,000




CRM Manager 35,000-42,000 38,000

CRM Executive 24,000-30,000 27,000




CRM Manager 35,000-45,000 40,000

CRM Executive 27,000-35,000 31,000




CRM Manager 32,000-50,000 37,000

CRM Executive 24,000-30,000 27,000




CRM Manager 30,000-40,000 35,000

CRM Executive 18,000-27,000 25,000




CRM Manager 30,000-40,000 35,000

CRM Executive 18,000-27,000 25,000




CRM Manager 30,000-50,000 40,000

CRM Executive 18,000-30,000 27,000




CRM Manager 40,000-50,000 45,000

CRM Executive 25,000-35,000 30,000



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MARKETING GENERAL MARKETING


Marketing Director 100,000-150,000 130,000

Head of Department 85,000-125,000 100,000

Marketing Manager 45,000-75,000 55,000

Marketing Executive 25,000-45,000 35,000

Marketing Assistant 20,000-30,000 25,000





























































Thomas BrownDirector of Strategy and Insight,CIM

There is certainly a positive mood within the marketing industry but I would stop short of saying marketers are feeling bullish. They are cautiously optimistic after a tough few years and having endured an economic downturn that was longer and deeper than anyone expected.

Marketing, along with HR, is a function that can get slashed in a recession. Yet a great marketing team can help an organisation return to growth and thrive. We expect this recovery to be more gradual than those in the past and companies are not rushing to expand their marketing teams.

The slow increase in recruitment is disappointing because marketing is such a powerful tool to help businesses grow their bottom line. It helps organisations gain a better understanding of their customers and competitors and, subsequently, improve their products and services and sales.

As we enter a period of economic growth, market research and intelligence will be crucial to ensure advertising campaigns are effective. In fact, accurate measurement and accountability remains one of the biggest challenges for marketing professionals. The impact of new reporting tools and new media channels means being able to demonstrate a return on investment is even more important, although the whole area of accountability is more complex than it used to be.

Digital is not new but it continues to evolve at a rapid pace so brands must make the most of the technology. Marketers need to have their finger on the pulse so they can change and adapt campaigns in real time. There is a huge amount of data being gathered and marketers must be able to make sense of it, produce meaningful insights and come to strategic conclusions.

The industry must also continue to be aware of the public’s concerns around data and privacy, especially as governments are looking more closely at this whole area.

From ongoing conversations the CIM is having with marketing directors and chief marketing officers, it is not always easy to find the marketing talent a business needs. The balance of power has shifted back to the candidate and in some areas, such as in research and insight, there is a real shortage of people with the right skills and characteristics.

The CIM believes passionately in the importance of qualifications and that the people running the marketing function must invest in training to avoid talent shortages in the future. Marketers themselves need to take responsibility for their own personal development.

Marketing as a function is becoming more collaborative and working with other areas of the business, such as IT, to ensure the right conversations are taking place internally to encourage growth.

Pay for marketers will start to move upwards during 2015 as the competition for talent intensifies and professionals demand a salary increase to match the rise in the cost of living if nothing else.

This remains a very creative industry and employers want candidates who thrive on inspiration so they produce great campaigns for their clients and have excellent careers.



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MARKETING ONLINE & DIGITAL


Digital Marketing Director 100,000-150,000 125,000

E-Commerce Manager 65,000-85,000 75,000

Digital Marketing Manager 55,000-75,000 60,000

Digital Marketing Executive 25,000-45,000 35,000



















































Mike CornwellCEO, The Institute of Direct and Digital Marketing

A couple of years ago there was a definite confidence crisis amongst marketers.

The pace of change, the axed budgets, pressure and scrutiny to make marketing accountable as a result of the recession all took their toll. Today there’s a definite turnaround in sentiment. None of those influencing factors have gone away, but the difference is that marketers are now accepting of them and those who embrace them will do well in 2015.

At the IDM we’ve seen a boost in the number of bookings for our courses and more professionals want to study for recognised qualifications. Marketers are keen to boost their skills and get recognition for them.

Among the subject areas experiencing a surge in demand for training are data (especially analytics), copywriting and search. Also faring well are social and content-related topics, but the popularity of the first three suggests that the marketers who are serious about self-improvement are focussing on the core skills that are essential to all marketing. The likes of social and content marketing are less crucial, nice-to-haves.

Recent research amongst our graduates also highlights that the specific skills they want to improve going forward are data analytics, search and mobile. There’s a definite sense that marketers are embracing lifelong learning.

The recognition that change is constant means marketers are also recognising that their skills, even while they may be fit for purpose right now, won’t necessarily keep them competitive in, say, three years’ time.

Marketers need to be aware of the latest trends and be able to adapt quickly.

Tokenisation is a trend to watch in 2015, for example. This is the driving force behind Apple Pay which recently got all the headlines. It is being driven by NFC (near field communications) but Visa, Mastercard and Amex are all signed up to what will significantly change the data-driven marketing industry.

To avoid another crisis of confidence, employers need to be aware of this and other emerging trends and ensure that training and development are high on the business agenda. In order to secure the best candidates when recruiting, they must demonstrate a commitment to ongoing employee development.

There are a number of reasons why employers should support professional development. According to a survey we conducted with Marketing Week, the top three benefits of training amongst marketers are:

1. Improved confidence

2. Better skills

3. Increased job satisfaction

Yet 75% of training decisions don’t involve higher management and 63% of marketing roles are not filled internally. This is an indication that higher management are not currently supporting internal development as much as they should.

They need to because the same survey revealed that 88% of respondents perceived barriers to professional development within their organisations. Some 64% feel they lack the skills to stay at the top of their game and only 9% say they are very confident that their current skills set will be good for another three years.



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Head of PR/PR Director 100,000-125,000 100,000

PR Manager 50,000-65,000 55,000

PR Executive 30,000-45,000 35,000

Internal Comms Manager 45,000-75,000 55,000



PR Manager 40,000-60,000 45,000

PR Executive 25,000-35,000 30,000




PR Manager 40,000-60,000 45,000

PR Executive 22,000-30,000 25,000




PR Manager 35,000-45,000 40,000

PR Executive 22,000-30,000 26,000




PR Manager 35,000-45,000 40,000

PR Executive 22,000-30,000 26,000




PR Manager 35,000-42,000 38,000

PR Executive 25,000-30,000 26,000




PR Manager 30,000-50,000 38,000

PR Executive 22,000-30,000 25,000




PR Manager 40,000-60,000 50,000

PR Executive 22,000-35,000 27,000




PR Manager 40,000-60,000 45,000

PR Executive 22,000-35,000 25,000




PR Manager 35,000-45,000 40,000

PR Executive 22,000-35,000 27,000




PR Manager 30,000-45,000 35,000

PR Executive 22,000-28,000 25,000


Andrew RossPublic Relations and Policy Manager,Chartered Institute of Public Relations

Organisations can see the value of communicating effectively with external and internal stakeholders and technology is making that simpler and more effective. It is also easier for PR professionals to demonstrate a real return on investment from the media relations work they do and from their ongoing efforts to protect their clients’ reputation.

We have seen huge recruitment growth in technology PR, telecoms, the STEM sector and healthcare. Public affairs PR is also thriving despite the introduction of the Government’s statutory lobbying register. It remains important for organisations to influence local, central and European government.

In an age of 24-hour news PR candidates must be savvy, able to respond quickly and flexible. Can they tweet on a relevant or topical issue within minutes and obtain the information a broadcast journalist needs within half an hour? Increasingly agencies and in-house PR teams want people with some experience.

The traditional skills that make a great PR professional are as important as ever, such as being able to write strong copy and think on your feet as a confident communicator. Yet employers look for technical digital skills too, including a basic knowledge of coding. If the IT team is not available can a PR professional update the company’s website on a Saturday night with a statement on a story that will break in the Sunday papers? PR executives also need a good understanding of measurement and evaluation.

Content is crucial and PRs must be able to write advertising-standard content and develop visual, creative campaigns that tell a brand story and engage the audience. This is more important than ever in a world where digital allows a two-way conversation with customers through social media.

We are seeing a greater integration of public relations and marketing communications departments. Some 71% or respondents to the CIPR’s latest State of the Profession survey said they are now working more closely with at least one other department such as marketing (48%), events (41%), and customer service (37%). The most established area of shared responsibility is the management of social or digital media, which occurs for 60% of respondents.

This is understandable at a time when different marketing disciplines are crossing into each other’s territory. PR is not just about media relations but also includes the growing area of content marketing, for example. The blurring of the lines between PR, marketing and advertising will have an impact on clients in 2015 and beyond which could see full-service agencies thrive.

Public sector PR took the biggest hit during the recession with hundreds of jobs lost. Those that remain have had a tough few years so it is little surprise that those working in-house in the public sector report the lowest level of job satisfaction.

The industry itself is becoming more professional and the CIPR has developed a rigorous set of standards to improve the industry’s own reputation.

When it comes to pay, PR professionals are doing pretty well but the industry must do more about gender pay inequality. A truly professional discipline should not accept having a pay gap between men and women who are doing exactly the same job. This is an industry where 68% of employees are women and the pay gap widens with seniority.

As the voice of the public relations profession, the CIPR will continue to champion the interests of employers and candidates to help grow the industry for everyone.



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MARKETING PUBLIC SECTOR


Head of News/Press 45,000-80,000 55,000

Press/Media Manager 35,000-65,000 50,000

Press/Media Officer 25,000-40,000 28,000

Public Affairs Manager 35,000-65,000 50,000

Public Affairs Officer 25,000-40,000 28,000

Communications Officer 20,000-38,000 25,000

Communications Manager 35,000-55,000 45,000

Head of Membership 45,000-60,000 55,000

Membership Manager 30,000-45,000 40,000

Membership Officer 20,000-30,000 25,000

Campaigns Manager 30,000-40,000 35,000

Campaigns Officer 20,000-30,000 25,000




































































































































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OFFICE SUPPORT FOCUSED ON THE FUTURE

AdministrationDuring the downturn many support roles were combined, with administrative staff covering a range of jobs across a number of departments. Employers are now reverting back to more traditional roles, such as a dedicated receptionist, and recruiting more entry-level support staff. Organisations are finding that by offering more clearly defined roles, they are better able to attract the best professionals.

As organisations expand, they will require more specialist skills within their support functions. As a result salaries are finally starting to move upwards, as employers become increasingly willing to pay more. In 2015, we expect to see more demand for permanent staff as organisations look to attract and retain the best people by investing in them for the long term.

PA and secretarialThe role of the PA has evolved over the past decade and today many assistants are crucial in supporting business strategy and growth. Despite the changing role of the PA, we have not seen a dramatic rise in salaries, except in some major cities. However, we do expect pay increases to push ahead of inflation in 2015.

During the economic downturn, many organisations rationalised the number of assistants, with a single PA supporting several executives. However, as the economy returns to growth, more companies are returning to a one PA to one executive model, creating more jobs. Global companies are also searching for multilingual assistants.

Graduates are starting to identify being a PA as a potentially rewarding career; a sign that they recognise the influence that the role can now have in organisations.

Organisations want a PA who can build trust with their executive team, leading to a preference for hiring on a permanent basis. However, there remains a number of fixed-term contracts to cover long-term absences.

Employers want well-qualified professionals who are excellent networkers; although these talented individuals need to continue to be challenged in their role to prevent them from moving on.

Contact centresThe industry lost many experienced people when it was fashionable to move centres offshore to save money. The trend to bring contact centres back to the UK to improve customer service has accelerated in the past couple of years, creating a strong demand for experienced professionals.

Many companies are expanding their UK operations, particularly in the Midlands and North East, due to market demand and an increased focus on meeting customer needs. The result is a shortage of UK team leaders who can get their staff fully trained quickly.

Employers want effective team leaders and contact centre managers to tackle customer complaints and cope with increased demand. There is more focus on coaching and developing existing staff and additional investment in training to attract and retain talent.

This has been an industry predominantly staffed by temporary professionals for the last few years, but as confidence returns we are seeing more permanent recruitment. Salaries remain broadly stable but benefits can often be a game changer with more employers offering lifestyle benefits such as gym membership and discounted shopping vouchers.

In 2015, we expect high demand for experienced contact centre professionals and employers will look to boost retention rates to improve the industry’s reputation.

Organisations want a PA who can build trust with their executive team, leading to a preference for hiring on a permanent basis.

Many organisations are growing again which means they are increasing their headcount and recruiting dedicated reception, administration and support staff.

As the market continues to improve organisations are recognising that dedicated support roles are crucial to ensuring growth and to assist in capitalising on the opportunities now available. As a result, salaries are starting to increase in some areas and benefits are improving as employers look to invest in retaining their best support staff.

As employer confidence returns across the UK, we are seeing strong growth in permanent recruitment. Many organisations are moving away from the temporary staffing relied on during the last few years, in favour of a more long-term strategy. However, there remains a constant demand for temporary professionals to complete short-term project-led work.

Jobseeker confidence has been steadily improving over the past 6–12 months and individuals are now more willing to change jobs and are seeking opportunities to advance their career by moving to growing businesses.

Demand for contact centre staff continues to grow as centres expand, move or relocate back to the UK, which will lead to a gradual increase in salaries.

To attract the best people, employers will need to consider other benefits such as flexible working as many employees, especially those returning to the profession, will also be looking for an improved work-life balance.

There is a greater understanding among employers that good support helps a business to grow more quickly.



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OFFICE SUPPORT ADMINISTRATION


Office Manager 25,000-40,000 32,000

Administrator 23,000-29,000 25,500

Receptionist 16,000-24,000 21,000

Data Entry Operator 17,000-20,000 19,000


Office Manager 24,000-30,000 25,000

Administrator 16,000-24,000 20,000

Receptionist 14,000-20,000 18,000



Office Manager 20,000-26,000 23,000

Administrator 17,000-23,000 20,000

Receptionist 13,000-19,000 17,000



Office Manager 18,000-25,000 21,000

Administrator 16,000-21,000 18,000

Receptionist 13,000-17,500 15,000



Office Manager 18,000-22,000 20,000

Administrator 15,000-18,000 16,500

Receptionist 13,000-16,000 14,500



Office Manager 18,000-24,000 22,000

Administrator 17,000-22,000 20,000

Receptionist 13,000-17,000 15,000



Office Manager 18,000-25,000 22,000

Administrator 17,000-23,000 20,000

Receptionist 14,000-18,000 16,000



Office Manager 17,500-24,000 20,000

Administrator 16,000-21,000 18,000

Receptionist 13,000-17,500 15,000



Office Manager 20,000-25,000 22,000

Administrator 17,000-23,000 20,000

Receptionist 13,000-17,000 16,000



Office Manager 20,000-25,000 22,000

Administrator 15,000-20,000 18,000

Receptionist 14,000-20,000 16,000



Office Manager 20,000-25,000 22,000

Administrator 15,000-20,000 18,000

Receptionist 14,000-20,000 16,000




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PA to CEO 35,000-55,000 45,000

PA (non-board level) 28,000-35,000 32,000

Specialist Secretary 27,000-35,000 30,000

Secretary 23,000-30,000 28,000


PA to CEO 30,000-45,000 37,000



Secretary 18,000-25,000 21,000


PA to CEO 23,000-35,000 32,000



Secretary 16,000-22,000 18,000


PA to CEO 25,000-35,000 30,000



Secretary 16,000-22,000 18,000


PA to CEO 22,000-25,000 23,500



Secretary 14,000-17,000 15,500


PA to CEO 25,000-40,000 35,000



Secretary 16,000-20,000 18,000


PA to CEO 25,000-40,000 35,000



Secretary 16,000-22,000 18,000


PA to CEO 25,000-35,000 30,000



Secretary 15,000-19,000 16,000


PA to CEO 25,000-40,000 35,000



Secretary 16,000-22,000 18,000


PA to CEO 25,000-32,000 27,000



Secretary 18,000-22,000 19,000


PA to CEO 25,000-38,000 35,000



Secretary 16,000-22,000 18,000



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OFFICE SUPPORT CONTACT CENTRES


Customer service and sales £ Range £ Typical

Contact Centre/ Customer Service Manager 30,000-45,000 35,000

Sales/Telesales Team Leader 20,000-26,000 24,000

Outbound Sales & Service 15,000-20,000 17,000

Inbound Sales & Service 14,000-18,000 16,500

Debt collections (B2C) £ Range £ Typical

Collections Representative 17,000-23,000 18,000

North East England








North West England








Northern Ireland








Scotland








London








South East England








East of England








South West England








Wales








Midlands









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PROCUREMENT & SUPPLY CHAIN AN ASPIRATIONAL OUTLOOK

ProcurementThe economic climate pre and post recession has highlighted the need for better procurement practices and raised the profile of the function and the value it can bring. This has led to heightened recruitment levels as organisations try to save money, improve efficiency and comply with regulations.

The jobs market for procurement professionals is robust and there is a sustained demand for procurement experts across all sectors. Due to the expansion of procurement as a function, coupled with the increased business confidence, there is high demand for indirect buyers, especially within professional services organisations. Those with category experience within IT continue to be highly valued as companies invest in their technology infrastructure.

Within manufacturing, buyers are in high demand. The success of large UK-based original equipment manufacturers (OEMs) has increased vacancies in their procurement functions and the resulting high levels of demand on suppliers has resulted in procurement opportunities throughout the sector.

Public sector procurementFollowing the cost cutting focus of the past few years even many of the smallest organisations, including public sector bodies, regulators and charities, have invested in a procurement function. This has meant that demand for procurement professionals at all levels has increased within the public sector.

We are seeing an increased requirement for clinical experience within the NHS while local authorities are looking for those with commercial expertise. Those with IT and facilities management category experience are also in demand as well as many other indirect categories. Many central government departments have moved to centralised teams, and we are seeing more outsourcing, collaborative hubs and department mergers. Vacancy levels in housing associations, charities and not-for-profit organisations have also remained steady.

Employers are looking for the traditional softer skills associated with procurement and require those who can influence, negotiate and persuade.

All of this activity has increased the need for skilled procurement professionals in a market where that talent is already in short supply for the salaries being offered. Many organisations have unrealistic expectations of the procurement professionals they can recruit for the pay on offer, but this is a good opportunity to hire less experienced people and give them the training needed to progress.

Organisations are trying to reduce their reliance on interims and recruit permanent headcount but are struggling to attract candidates from the private sector. Employers should emphasise the high-profile projects candidates will be working on, explain the training opportunities available and improve the recruitment and onboarding process to avoid missing out on the best people.

Across the public sector those with IT and facilities management category experience are in demand.

The procurement and supply chain sector was largely unaffected by the economic downturn and its ability to save costs and improve service levels has helped to raise its profile.

With improving financial confidence in the UK, now is a good time for the procurement and supply chain sector. Manufacturing is in a period of growth, providing opportunities for procurement and manufacturing professionals alike and this, along with the ongoing increase in e-commerce, has improved the outlook for logistics in the UK.

Salaries in general, whilst remaining fairly stable over the last 12 months, are still competitive, although many SMEs are struggling to compete with salaries offered by larger businesses. To combat this, many are offering other benefits to attract candidates, including bonus schemes and flexible working where appropriate. Current sentiment is indicating employers may have to consider increasing pay during 2015.

Salaries are rising in organisations where the benefits of having a strong procurement team are appreciated, but permanent salaries are struggling to keep up with interim rates so we may see some professionals once again choose the interim career route in 2015. We saw levels of temporary workers during 2014 increase to fill the skill gaps for a rising number of project-based contracts.

The number of jobs within manufacturing in particular and throughout the whole of the supply chain is growing rapidly and the vast majority of roles available are on a permanent basis. The demand for temporary and interim workers is also increasing, as organisations look to plug gaps in their permanent headcount while they recruit.

Procurement must do more to encourage people to join the profession at entry level by explaining the career opportunities available. It must also work harder to convince those working in legal, finance, operations and sales that they may have the transferable skills to be successful in this area.

The jobs market for procurement professionals is robust and there is a sustained demand for procurement experts across all sectors.


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Manufacturing and supply chainManufacturing within the UK has been steadily growing for the past 18 months, and there has been increased demand for skills across the whole of the UK. The automotive, aerospace, FMCG, oil and gas and food and drink sectors in particular have seen strong growth as well as chemicals and pharmaceuticals.

As manufacturers see an increase in new orders and production levels rise, we are expecting vacancy numbers across the whole of the supply chain to increase. Production management and production planning as well as general supply chain management, materials management, quality and continuous improvement are all areas in demand.

Manufacturers are constantly striving to improve their supply chain efficiency so demand and supply planners and managers, as well as functional heads who can implement robust S&OP processes, are being hired. Employers prefer to recruit those with Lean, Six Sigma, 5S, IOSH and other relevant qualifications.

OEMs tend to pay at the higher end of salary brackets meaning SMEs are struggling to compete on pay and benefits. If the sector continues its strong growth into 2015 we expect pay will increase as skilled candidates become more in demand and the economic recovery accelerates.

The logistics industry has also made efforts to attract graduates, and to become a sector that is recognised as a profession people can aspire to be a part of.

LogisticsThere is positivity for logistics professionals in the UK. While cost and margin pressures remain significant, the skills required to deliver excellent service within these constraints are in high demand.

As manufacturing increases, logistics volumes rise for inbound raw materials and outbound finished products; this in turn helps to boost employment levels in the sector. Alongside this, retailers restructuring and becoming multi-channel businesses are also helping to increase demand for logistics professionals and their fast-moving warehouses require skilled workers at all levels.

Parcel companies are flourishing with the big players benefiting from the ongoing growth of e-commerce. As they increase capacity they are recruiting extra staff to help with additional services such as text updates, one hour slots and Sunday deliveries.

The logistics jobs market (at supervisory and management grades) is dominated by permanent roles. However, interims continue to provide the best solution for projects and change delivery, systems implementation and peak time cover.

Salaries have been fairly stable over the last 12 months but we are starting to see an upward trend at management level, where the shortage of experienced leaders is increasing pay and counter offers are becoming common. In order to stand out and attract and retain the best talent, larger companies are providing flexible benefits packages and attractive bonus schemes.

As a profession, logistics has had to be good at nurturing and growing its internal talent and many people who started out as drivers or warehouse operatives have worked their way up. This has allowed businesses to keep salaries lower but this is a trend we see changing as skills are in short supply.

The industry has also made efforts to attract graduates, and become a sector that is recognised as a profession people can aspire to be a part of. The increasing complexity of logistics solutions means that the sector can provide a challenging and rewarding career. Sector specific degree courses are becoming more common, and while the industry will always reward talent wherever it is found, there is healthy competition to attract those with industry specific qualifications and MBAs.

PROCUREMENT & SUPPLY CHAIN AN ASPIRATIONAL OUTLOOK



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PROCUREMENT & SUPPLY CHAIN PROCUREMENT


Director of Procurement 80,000-175,000 120,000

Head of Procurement 75,000-130,000 100,000

Group Procurement Manager 55,000-85,000 70,000

Category Lead/Strategic Sourcing Manager 55,000-85,000 68,000

Procurement Manager 45,000-70,000 60,000


Supplier Relationship Manager 45,000-85,000 55,000

Contracts Manager 45,000-70,000 50,000

Senior Buyer 35,000-50,000 45,000

Buyer 30,000-45,000 35,000

Procurement Analyst 25,000-45,000 38,000

Assistant Buyer 25,000-35,000 27,000










Senior Buyer 35,000-45,000 40,000

Buyer 25,000-35,000 32,000


Assistant Buyer 20,000-27,000 25,000










Senior Buyer 35,000-45,000 40,000

Buyer 25,000-42,000 35,000


Assistant Buyer 20,000-30,000 24,000










Senior Buyer 30,000-40,000 35,000

Buyer 25,000-38,000 28,000


Assistant Buyer 23,000-26,000 24,000










Senior Buyer 22,000-30,000 26,000

Buyer 17,000-25,000 22,000


Assistant Buyer 15,000-20,000 18,000










Senior Buyer 35,000-40,000 40,000

Buyer 25,000-35,000 30,000


Assistant Buyer 18,000-25,000 24,000










Senior Buyer 35,000-40,000 38,000

Buyer 25,000-35,000 30,000


Assistant Buyer 18,000-25,000 20,000










Senior Buyer 35,000-45,000 35,000

Buyer 25,000-35,000 30,000


Assistant Buyer 18,000-25,000 22,000



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Senior Buyer 28,000-36,000 33,000

Buyer 22,000-30,000 28,000


Assistant Buyer 18,000-21,000 20,000










Senior Buyer 35,000-45,000 40,000

Buyer 25,000-35,000 27,500


Assistant Buyer 20,000-25,000 23,000










Senior Buyer 28,000-45,000 34,000

Buyer 18,000-30,000 26,500


Assistant Buyer 18,000-22,000 20,000










Senior Buyer 35,000-40,000 40,000

Buyer 25,000-35,000 30,000


Assistant Buyer 18,000-25,000 21,000

David NobleGroup CEO, CIPS

Change is coming. Surveys about the profession and from wider business circles are saying that the profession is at the cusp of a number of trends that will transform the way other professions view us and what success can mean for us in the future.

There’s no doubt there are seismic shifts in the economic centre of gravity. China and India are second and third in economic rankings and given the scale of these countries and their abilities, it won’t be long until they pass the current powerhouse – the US. Procurement needs to be ready and willing to step up and meet these global challenges.

No one can fail to have noticed the potential that 3D printing will bring to the world and the impact on supply chains. This technology, also called ‘additive manufacturing,’ will provide cheaper machinery parts for example which will transform how local sourcing is managed. There have even been successful trials in food printing which has implications for the world’s hungry. Harnessing new technology and making use of all its possibilities is an opportunity to be seized rather than feared.

Earlier this year, CIPS was asked by the UK Government to comment on the Modern Slavery Bill and its prevalence in procurement. Though the abolition of slavery in supply chains didn’t eventually make it into law, by highlighting the issue this has created a storm of questioning and concern about ethical management. One of the greatest assets a procurement team can offer its organisation is increased visibility and transparency of their supply chains. Without full visibility organisations are at risk of acting unethically if not illegally and the damage to reputation and profit can be immense.

Our call for a licence in the profession begins with self-regulation and may end in legislation, who knows, but for now employers have confidence that our MCIPS and FCIPS members are the best.

Talent attraction is still a major issue in the profession. CIPS has been running a campaign which included the launch of beabuyer.com to give teachers, advisers, parents and young people themselves an insight into what the profession can offer. We sent out materials to 12,000 schools and our members have volunteered to present at careers fairs and open days. Along with procurement apprenticeships in Scotland and England, the future is looking at little brighter in attracting future talent.

Professionals need to get smarter in their use of data and we’re already seeing that happening. Along with the development of a wider set of skills, using data for reporting and forecasting is a large part of the professional’s toolkit. Use of Purchasing Managers’ Indices and the CIPS Supply Chain Risk Index launched by CIPS with Dun & Bradstreet this year should be regular amongst datasets used.

Procurement and supply chain management is increasingly influential. Seeing the number of professionals moving into CEO roles such as Sam Walsh from Rio Tinto and Hisao Tanaka from Toshiba is testament to the profession’s continued rise in prominence.



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Procurement/Contracts Manager 45,000-60,000 55,000


Procurement Officer/Category Specialist 35,000-45,000 36,000

Buyer 26,000-40,000 32,000


Procurement Assistant 22,000-28,000 25,000







Buyer 25,000-35,000 28,000









Buyer 20,000-32,000 30,000









Buyer 25,000-35,000 30,000









Buyer 19,000-28,000 24,000









Buyer 25,000-33,000 28,000









Buyer 25,000-32,000 26,000









Buyer 20,000-32,000 28,000









Buyer 22,000-32,000 27,000









Buyer 22,000-30,000 26,000









Buyer 18,000-25,000 25,000









Buyer 27,000-37,000 28,000





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Production/Operations Director 70,000-120,000 100,000

General Manager 63,000-91,000 76,000

Operations Manager 40,000-82,000 60,000

Production Manager 35,000-53,000 48,000

Production Shift Manager 28,000-40,000 35,000



General Manager 55,000-85,000 67,000






General Manager 55,000-70,000 65,000






General Manager 55,000-75,000 65,000






General Manager 40,000-60,000 45,000






General Manager 55,000-75,000 65,000






General Manager 55,000-85,000 60,000






General Manager 50,000-70,000 55,000






General Manager 55,000-70,000 52,000






General Manager 45,000-70,000 58,000






General Manager 40,000-70,000 50,000






General Manager 45,000-70,000 53,000






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PROCUREMENT & SUPPLY CHAIN SUPPLY CHAIN


Supply Chain Director 80,000-130,000 100,000

Head of Supply Chain 60,000-110,000 85,000

Supply Chain Manager 40,000-60,000 55,000

Production Planning Manager 35,000-50,000 40,000

Demand/Forecast Manager 35,000-50,000 40,000

S&OP Manager 35,000-50,000 45,000

Material Scheduler 25,000-35,000 30,000

Production Planner 25,000-35,000 30,000

Demand Planner 25,000-35,000 30,000

Supply Chain Planner 20,000-30,000 25,000







S&OP Manager 35,000-45,000 40,000



Demand Planner 25,000-35,000 25,000








S&OP Manager 35,000-45,000 40,000



Demand Planner 20,000-30,000 25,000








S&OP Manager 35,000-50,000 42,000



Demand Planner 24,000-32,000 26,000


Northern Ireland £ Typical






S&OP Manager 30,000-50,000 40,000



Demand Planner 20,000-30,000 25,000








S&OP Manager 35,000-48,000 40,000



Demand Planner 24,000-35,000 28,000








S&OP Manager 36,000-55,000 45,000



Demand Planner 25,000-38,000 32,000








S&OP Manager 41,000-60,000 51,000



Demand Planner 24,000-35,000 30,000








S&OP Manager 35,000-50,000 45,000



Demand Planner 24,000-35,000 30,000








S&OP Manager 40,000-50,000 45,000



Demand Planner 25,000-40,000 35,000








S&OP Manager 35,000-50,000 40,000



Demand Planner 20,000-35,500 25,000








S&OP Manager 40,000-50,000 45,000



Demand Planner 25,000-35,000 30,000




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PROCUREMENT & SUPPLY CHAIN LOGISTICS


Logistics/Distribution/Operations Director 58,000-108,000 75,000

Logistics/Distribution Manager 35,000-67,000 49,000

General/Depot Manager 38,000-65,000 51,000



Warehouse Manager 23,000-50,000 34,000

Warehouse Team/Shift Manager 18,000-35,000 29,000

Inventory/Stock Manager 18,000-45,000 30,000

Inventory Planner 18,000-27,000 23,000

Logistics Coordinator/Planner/Analyst 17,000-31,000 24,000

Solutions Design/ Business Development Manager 42,000-87,000 50,000

Project/Programme Manager 33,000-65,000 41,000

Fleet Manager 32,000-51,000 40,000

Transport Manager 26,000-61,000 33,000

Transport Planner/Supervisor 17,000-28,000 22,000

Import/Export Manager 28,000-45,000 38,000

Import/Export Coordinator 17,000-27,000 22,000

Freight Manager 30,000-55,000 40,000

Freight Forwarder 18,000-34,000 22,000














Fleet Manager 40,000-65,000 48,000





Freight Manager 30,000-55,000 40,000















Fleet Manager 30,000-55,000 41,000





Freight Manager 30,000-52,000 42,000















Fleet Manager 28,000-53,000 40,000





Freight Manager 28,000-54,000 41,000















Fleet Manager 32,000-65,000 48,000





Freight Manager 31,000-55,000 45,000















Fleet Manager 32,000-65,000 45,000





Freight Manager 31,000-55,000 43,000















Fleet Manager 35,000-55,000 40,000





Freight Manager 28,000-50,000 38,000















Fleet Manager 31,000-51,000 38,000





Freight Manager 28,000-50,000 37,000




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PROCUREMENT & SUPPLY CHAIN LOGISTICS














Fleet Manager 30,000-58,000 40,000





Freight Manager 28,000-54,000 42,000















Fleet Manager 32,000-55,000 42,000





Freight Manager 32,000-58,000 42,000















Fleet Manager 30,000-50,000 38,000





Freight Manager 29,000-50,000 40,000















Fleet Manager 35,000-60,000 45,000





Freight Manager 30,000-50,000 45,000


Steve AggChief Executive, CILT

The growth in omni-channel retailing is giving our industry a boost as retailers respond to changing consumer shopping habits. Shoppers are prepared to spend more money as the economy improves, but they are being much more careful about how they use their money and are exploiting different retail channels. They are looking in-store and then buying online, or vice versa.

This shift in shopping habits has changed how the downstream supply chain works and our industry is constantly adapting to stay one step ahead of the ever increasing rate of change.

Traditionally a full truckload would be delivered into a central warehouse and then more trucks would visit individual stores. Today it is more about one parcel to one address and this has meant a massive change in the vehicles and people the industry needs. Many more drivers are required to handle the growing fleet of small delivery vans, for instance.

In fact, there is a need for a larger pool of drivers for every size of vehicle as the distribution industry strives to improve customer service as consumers take advantage of all available shopping options. LGV drivers are an essential element in delivering high standards of customer service and, since September of this year, required to hold a Certificate of Professional Competence (CPC) qualification. The absolute need to hold this qualification may well lead to a lower number of qualified drivers being available and this may in turn have an impact on customer service.

The omni-channel revolution has evolved very quickly as illustrated by the comparison shown between the Christmas of 2012 when some 400,000 smart media devices were delivered to consumers homes and offices with that of the same period in 2013 when the figure was four million. A large number of individuals on receiving their new device immediately started using it to shop and so gave increased momentum to the move away from traditional shopping.

The challenge for the supply chain industry is how to keep pace with the changes to the retail landscape. This is not easy, but as technology gives shoppers more choice and convenience it does present exciting additional job opportunities and requires people in our industry to develop new skills.

We at CILT are well placed to help as we are part of a worldwide organisation with an established international pedigree. We have more than 33,000 members in more than 100 countries and the challenges are similar across the globe. Together we need to attract younger people who can use effectively the new technology that is making our industry more efficient. As well as graduate recruits we also need more apprenticeship programmes where individuals can learn on the job whilst they develop their theoretical and technical knowledge through related study programmes.

In September, the transport and logistics group GEFCO launched a new apprenticeship scheme to attract and inspire young talent into the logistics industry. It is aimed at school leavers aged between 16-24 years old and the scheme is available in 13 sites across the country. A wide range of roles and development opportunities are on offer; from body-shop technicians to customer services and transport office co-ordinators. Getting paid as you learn with no tuition fees or student loan to pay off at the end of training is really a good idea and many businesses offer similar programmes.

As well as a wide range of vocational roles on offer businesses also need to develop solutions for some of the world’s toughest challenges. They need the best brains to come up with new solutions in areas such as fuel economy, a range of environmental issues on air quality and carbon reduction and a whole host of supply chain risk threats. The industry faces constant legislative challenges, with a growing need to face challenges in areas such as urban transport and distribution as cities become more congested and the pressure on road space increases. How can we share the finite resource of space and all live together in vibrant, dynamic, economically successful yet socially desirable urban areas.

Logistics and the supply chain offer great opportunities for individuals of all abilities to have great careers and the profession is hungry for new recruits at all levels.


113,000People placed into temporary assignments in the UK last year

24,000Permanent candidates placed in the UK last year

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ITLegalLife SciencesMarketingOffice Administration, PA & SecretarialProcurement & Supply ChainRetailSalesSocial CareTax & TreasuryTelecoms

ABOUT US

Our passion lies in helping people develop their professional careers, in whatever sector they are in; this principle is what makes Hays a world-leading expert in powering the world of work.

We believe that the right job can transform a person’s life and the right person can transform an organisation. We have the depth of expertise and market insight to offer advice to both clients and candidates.

Fuelled by energy and passion, we look beyond skills and experience to find the right cultural fit. This allows us to find the right match that enables individuals and organisations to flourish.

Working across a wide variety of specialist areas, we have experts recruiting for professions from HR, legal and accounting to technology, construction and life sciences, meaning we have the breadth of expertise to find the people you need.

Our extensive candidate database allows our consultants to search millions of candidates globally using Google® search technology to find the best people in the fastest timeframe. In addition, our exciting collaboration with Linkedin® provides real-time data on the active candidate market, behavioural trend analysis for future movers and an additional talent pool of over 200 million potential candidates.

UK-8808-1_UK Salary Guide 2015_00_Book.indb 216 28/10/2014 09:14

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For further insight on recruiting, benefits and salary trends visit salaryguide.hays.co.uk

© Copyright Hays Specialist Recruitment Limited 2014. HAYS, the Corporate and Sector H devices, Recruiting experts worldwide, the HAYS Recruiting experts worldwide logo and Powering the World of Work are trade marks of Hays plc. The Corporate and Sector H devices are original designs protected by registration in many countries. All rights are reserved. The reproduction or transmission of all or part of this work, whether by photocopying or storing in any medium by electronic means or otherwise, without the written permission of the owner, is restricted. The commission of any unauthorised act in relation to the work may result in civil and/or criminal action. LinkedIn is a registered trade mark of LinkedIn Corporation and its affiliates in the United States and/or other countries. GOOGLE is a registered trade mark of Google Inc. UK-8808-1

For more information on how we can help you with your recruitment needs, contact our specialist teams on 020 7259 8794. Alternatively, to find your local office, visit hays.co.uk/office-locator

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