PEOPLE
Debbie Boulton becomes Richardson Swift ' s first MD
Bath-based accountancy firm Richardson Swift has announced the appointment of its first Managing Director.
Debbie Boulton, who has been a Director of the firm for seven years, took over the new role in January this year. The firm’ s Co-Founder and her fellow Director Derek Swift said the decision to appoint Debbie had been unanimous among board members.
Derek, said,“ When I first founded the business with Mike Richardson there were only six employees, but it has expanded rapidly over the years and the time has come to have someone in charge who can build on its success and guide it in a more strategic direction.
“ Having worked closely with Debbie, we all felt she had the skills we need, and we are delighted that she has agreed to take on the role.”
The company in Laura Place was founded in 2009. It now employs staff of around 40 and last year acquired
Chartered Tax Adviser status in addition to being Chartered Accountants.
The company has a mix of private and corporate clients. Its directors have a broad range of expertise and pride themselves on working collaboratively with their clients to provide innovative tax solutions.
Debbie joined Richardson Swift in
March 2013, having previously worked for Bishop Fleming and Target Chartered Accountants. As well as her new Managing Director role, Debbie also leads Richardson Swift’ s client advisory team and will continue to work closely with clients.
Debbie, said,“ Since the announcement was made, I’ ve been overwhelmed by the support from the local business community. I received so many lovely messages wishing me well, thank you to all the people who took the time to get in touch.
" The best bit of my job is working with growing, aspirational businesses "
“ The best bit of my job is working with growing, aspirational businesses, helping them to achieve their business and personal financial goals, and becoming a key part of their business. I am looking forward to overseeing the exciting developments we have planned at RS in the next year and beyond.
" I’ ve started the role by bringing in a’ 90 day plan’ – this details a few areas that I’ m working on over the next few months which is very visible to the team and which makes me accountable for what we’ re going to achieve. One of the items on the first 90-day plan is the office refurbishment. I’ m keen to bring the RS office online with the new way of working, so bringing in areas for team collaboration and pods to make Zoom calls, as well as to give the offices an overall refresh so the team enjoy their working environment."
Why can ' t I recruit? by Dan Barfoot, CMD Recruitment
This is a question I am being asked more and more by companies coming to us after they have advertised and tried to recruit for themselves. Whilst I am no magician, after 18 years in the industry here are a few things which may help you recruit better when using a recruitment agency.
There are currently 1.2 million open jobs across the UK, and all the main job boards are battling it out to justify their costs. Any agency should have more reach than your direct advert, but depending on your relationship with them you may not be top of their client list.
Key things to remember when using an agency
1. Brief them properly. Invite your agency onsite and introduce them to your line managers. A working relationship means understanding your people and what you do. This will result in the agency being able to select the right team fit first time and also be able to have open and honest conversations.
2. Don’ t fling your role out to five agencies at the same time with a BCC no name email, as being honest, the level of interest you will get back will be minimal. Recruitment shouldn’ t be about fastest finger first. It should be about a proper process and candidates being sent across properly briefed after an agency has spent time with them discussing the vacancy.
3. Your job advert or JD needs to give as much information as possible as too many TBCs puts people off straight away. Be transparent from the start.
4. Structure your processes and ask advice from recruiters as to what other people are doing. If your process is going to take a month and you’ re in a competitive market, then your local competitors will be onboarding the staff you’ ve lost out on.
5. Be consistent with feedback to the agency, be on time and move at pace. Perhaps someone doesn’ t match the current vacancy but could be ok for a role down the line. That candidate will remember your recruitment experience and no matter what Glassdoor reviews and testimonials you have it’ s about the here and now.
6. No one has a pool of staff waiting for that phone call each morning to see if they can work, so remember this when planning temps. With temps in short supply, look at your forecast of workload and what you can offer. With NI contributions going up in April this pool will be getting smaller and it’ s about what you can offer.
7. Don’ t begrudge the cost of using an agency but see it as an investment. Yes, sometimes things don’ t work out but, in a candidate, driven market the impact of you doing it yourself could massively affect your team and productivity. Always remember no one works for free!
Remember that agencies owners do speak to each other. I, myself have good relationships with some of my competitors and I’ m also happy to recommend someone who may be better suited to helping you recruit as we believe in doing what we do and do it well.
If you are struggling to recruit, I’ d be happy to offer some free advice, so please do get in touch.
info @ cmdrecruitment. com 01225 805080
14 www. tbebathandsomerset. co. uk