Executive Job Vacancies for the New Year

Here are a couple of new jobs that we have available for your consideration. If you feel that either of them would suit your skills and expertise please contact Lucy York, lucy@engageexecutivejobs.com or via 01202674488. Lucy will be happy to chat to you about your options.

 

FMCG Sales Team Leader

I am looking for a dynamic, energetic Sales Manager with fine food experience. Working with a fast growing, passionate Dorset based company to find a driven, fun individual, who wants to work hard.

A great opportunity for someone who has a proven ability in researching target markets and winning new business. Must have account management experience with a preferred consultative sale style. A contagious confidence is required with encouragement and coaching of existing sales team.

Must be a self starter, motivated and driven individual. This position is office based and therefore, driving license with own transport is required.

Salary – c£30,000 DOE

 

Regional Sales Manager

A great opportunity has arisen for a Regional Sales Manager position in the Dorset & Hampshire Counties. You will have a strong network of introducers and Invoice Finance experience.

Sourcing deals via Accountants and Brokers a good relationship style is essential. You must be self motivated, hard working and proactive to work for this financial operation.

Driving license is essential and ability to work outside of 9-5 when necessary will be required for networking purposes.

Salary – c£45,000 DOE + Bonus

Executive Job Vacancies UPDATED

Take a look at our newest and brightest Executive job vacancies. If either appeal to you then please contact Lucy York on 01202 674488, or email your CV to email@engageexecutivejobs.com.

If you’re seeking new challenges please send your CV in, as Lucy has new job opportunities on the horizon all the time.

Senior Software Engineer

As one of the UK’s leading suppliers of integrated access control systems, offering an extensive range of readers, controllers and software systems.

Our client continues to see growth and new markets overseas meaning they are now looking for a Senior Software Engineer to compliment their well established team.

The purpose of the role;

Architecture design of new software products

Development of new software product

Mentor and training of existing team members

Must have;

Minimum 5 – 10 years experience

Mandatory;

C# , .NET 4.0 , Azure , MVC 3/4 , Networking , JQuery , HTML/CSS , Security (SDL)

Desirable;

Agile process, TDD/BDD, SQL, EF, TFS

Relevant degree in Software related discipline.

This is an exciting opportunity for the right candidate to join a growing, innovative company.

You need to be confident, flexible, patient and a team player. Self motivated and driven by results will be two characteristics that must be evidenced.

Brand Manager

Dorset based FMCG company

Great opportunity for an energetic, forward thinking individual to join a dynamic, fast growing business.

You will be responsible for proactively managing, with the support and guidance of the Marketing Manager, the implementation of Annual Business and Brand Plans including the management of the performance of existing products, to be measured in terms of sales, market share and gross margin.

We’re looking for;

  • a numerate, commercially astute individual ideally with full marketing mix experience and proven ability of developing and delivering brand activity and category growth
  • Commercial FMCG background, with experience in analysing market and financial data and delivering insight to the business
  • Experience of operating as part of a small team & driving own agenda
  • Proven ability in the planning, project management and launch of new products
  • Experienced in developing relationships cross functionally and with external partners – You will work with Advertising, Media, Design, PR and shopper marketing.
  • Keen problem solving skills- able to use “gut instinct” balanced with analytical evidence
  • Willingness to broaden experience outside of the role as required
  • Attention to detail
  • Personal integrity

Good computer literacy – Word, Excel, PowerPoint, Internet, Outlook is required with a degree or equivalent.

circa £35,000 with good benefits

 

Internal Sales Person

Dorset based Distributor and Consultancy in the Electronics Field

  • We are looking for an individual, qualified with an electronics related discipline, ideally HND.
  • You will have a good knowledge of power supplies and be able to support other products such as LCD’s, mains filters and switching products.
  • You will be comfortable working as part of a small team, confident on the phone as cold call will be necessary.
  • You will be enthusiastic, determined, organised, efficient and have the ability to learn a large range of products quickly, acquiring a good understanding so they can provide the best advice to our clients.
  • You will be numerate, patient, conscientious and IT proficient.

This is a fantastic opportunity to join a well established, growing company, with a small team and career progression opportunities.

£30,000 salary with bonus scheme.

Apprenticeship Vs Degree – Can Apprenticeships ever truly match a degree?

In todays world, it’s generally accepted that to go far in your career, you will need a good degree behind you before you even start on the career ladder, but as Matthew Hancock discusses, improvements in apprenticeships, the rising cost of staying on in higher education and a changing ethos regarding education and training, is all starting to make apprenticeships look like a very valid option for some people seeking employment in specific industries.

Matthew Hancock MP, discusses how apprenticeships may soon be on parr with a degree, in The Telegraph.

Executive Job Vacancies

Here are two of our newest vacancies which we’re actively recruiting for. Please contact Lucy York on 01202 674488 or lucy@engageexecutivejobs.com, thank you.

Senior Accountant

A senior accountant position has become available in Bournemouth and the successful individual will be available immediately for a 6 month temporary position.

£37,900 pro rata – contract end 29.06.2013

You will be able to work on your own and in a team and have excellent financial modelling skills.

You will work with a team of three and be competent in the following;

  • To provide effective and accurate financial advice and expertise to the company,
    it’s staff and partnerships.
  • To ensure the year end accounts are prepared in an accurate and timely way and in
    accordance with accounting practice.
  • To manage train and mentor the finance teams to ensure the delivery of good
    quality, customer focused and effective financial service.
  • To ensure that the company acts within its legal and regulatory framework.
  • Managing budgets
  • Ensure allocation and use of resources are subject to robust and regular monitoring, reviewing against realistic budgets.
  • Develop, support, manage and appraise accountancy and support staff.
  • Ensure the provision of a motivated, focused and competent, professional service.
  • To be responsible for the development and/or specification of new or enhanced systems and procedures to facilitate efficient financial management and to be the lead on new corporate initiatives/projects.

 

Compliance and Administration Manager

This position is a great opportunity for someone looking to join a long established, successful Financial Planning company.

The role itself offers variety and requires an acute attention to detail.

You will be required to:

  • Keep up to date with FSA, ICO, HMRC, Treasury and regulations.
  • Preparing and maintaining all compliance related documents, action plans and records
  • Issuing instructions to staff and preparing KPIs for quarterly supervisory meetings
  • Attending seminars and workshops and taking minutes at staff meetings
  • Working closely with the directors on all aspects of the business and being the first point of contact for compliance related queries from all staff.
  • Ensure the smooth running of the office and supporting the administration staff
  • Designing systems and procedures
  • Looking after the IT systems and liaise with the IT department
  • First point of contact for recruitment needs, organising and overseeing the
    induction, training processes for all staff and admin staff appraisals
  • Oversee mail-shots and the issue of newsletters
  • Oversee commission reconciliation and the production of monthly and annual
    business figures for the directors and advisers.

We are looking for someone with considerable experience in these areas ideally within an IFA office, with financial services qualifications. Although office based there will be an element of travel between Hampshire and West Country offices.

£40,000 per annum + excellent benefits.

 

9 Top Tips to Tune Teams

We love this blog post from our motivational partner, James sale from Motivational maps.  if you pick up just one tip from this it will be worthwhile

Everyone who runs a business, or is in sport, or simply is involved with various types of charity or voluntary groups – hey, even who has a family! – wants to know how to tune a team and make the team more effective. So here are my nine top tips. I say tips but rules may be a better word. But before giving them to you we ought to ask a more profound question: namely, not how do we make superior teams, but why are teams important in the first place?

There are three compelling reasons why teams are important. First, because the acronym T.E.A.M. says so! This stands for Together Each Achieves More and therein lies the essence of teams: their synergy. A group of five people might have the arithmetic strength of 1+1+1+1+1, which is 5, but a team of five people has the geometrical strength of 1x2x3x4x5, which is 120! Teams vastly outperform groups.

Second, teams are important because you – yes, I mean you – are not immortal: you will die, or retire, or resign, or transfer, or at some point leave the group of which you are member. At that point who takes over? Who succeeds? Teams ensure some genuine form of succession planning, and thus secure a legacy to the work that you have done. That’s important isn’t it?

Finally, teams are important because, well, because they feel good. That’s right. When you survey the arc of your life and ask what were the great experiences, being in the office isn’t usually one of them. Falling in love is; family and friends are; and being part of a great team is always an unforgettable experience – we were there and for each other.

With this in mind then, we can review, briefly, my nine top tips to tune a team. Tip one: be more motivated than they are. People are crying out to be led and it is down to the team leader to do that leading – and the amount of energy, of motivation, that they bring to that task has an inordinate impact on the morale and attitudes of the team. Ultimately, the team’s motivation will fall below your own level, and if yours is persistently low, then the team is in trouble.

Two, repeat this mantra every time you encounter dysfunctional behaviour: ‘Excuse me, Sam, are we team or a group here?’ and keep doing it. They will be shocked, amazed and uncomprehending. Do not stay for an answer to the question, but as you hasten away mumble something like, ‘I thought we were supposed to be a team’. This will engender worry, doubt and uncertainty in the dysfunctional players; choose your moment to enlighten them.

And to do that, you need to – three – understand the difference between a team and a group and keep going on about it. A group is just that – a group. If the whole staff of Tescos entered your business premisses, then your group would still be just that – a group, only a bigger one! No, a team is very different: it has a reason, a mission or an objective; it is interdependent on each other; it believes in teams; and finally it is accountable to each other and to the wider organisation. Be clear about this.

Four, be also clear and understand that two words are mutually exclusive: these two words are ‘team’ and ‘hierarchy’. You’ll know that there’s too much hierarchy in your organisation when you find everyone agrees with your views and deference is the norm. Group-think beckons!

Five, we spoke of the team’s first defining quality: the reason, the mission or the objective. So, clarify the objective(s). For most people and groups work is an activity of which 80% or more is wasted time; buy-in to clear, specific objectives is the antidote to this waste and the foundation of strong team performance.

With that in mind, ensure time is spent negotiating roles. One good question is: ‘how do I contribute to the objective?’ And here’s an even better one for the superior team: ‘how can I contribute to the objective?’

Seven, ensure you oil the machine. This follows from tip six: a too rigid pursuit of objectives, of what I call the ‘content’, always leads to disintegration, as even the most powerful engine will burst apart if it is not oiled properly. Oiling, in team terms, is paying attention not just to the objectives but to the process. A favourite question I have for senior teams is: ‘how do you interact with each other?’ The answer speaks volumes.

Eight: avoid blame and drive out fear. People will not give their best, or be creative, or solve pressing business problems, if they feel that making a mistake is going to have dire consequences. Blame is always destructive. Stop doing it.

Finally, tip nine: ensure accountability to the wider organisation. So far the tips have largely focused on getting the team in the right – the peak – condition to perform. But there is a danger: the silo effect, the fiefdom and empire building scenarios, wherein successful teams become detached from the wider organisation and exist to promote only themselves. This needs to be prevented at source by proper accountability controls and incentives.

Take these ideas and use them. You will find they have a major impact on your teams and so on your productivity and profitability.

About James Sale

motivation and mentoring guru, creator of Motivational Maps

James has had 17 years of intensive experience in training and mentoring people, and helping them and their organisations realise their full potential.

He is passionate about learning, about sharing his learning and experience, and about others seeing what they can truly achieve. His training and mentoring sessions are memorable: they motivate, excite and empower everyone who has the pleasure of experiencing them.

He is a Member of the Institute of Directors, an elected Fellow of the Royal Society of Arts (FRSA) and a member of the Society of Authors.

See the link for James Sale opposite

 

 

 

Computer says, ‘no’! – How applicant vetting software means upping your game.

At Engage, we take pride in getting to know all our applicants and clients personally.  For us, the executive jobs search is a multi dimensional process.  But would it surprise you to discover that many of the biggest companies in the world are using software to recruit their workforce?  In a world where more and more job applications are being made online, companies are being forced to turn to computer programs aimed at making the initial vetting process streamlined and more efficient. 

These programs, called applicant tracking systems, scan your CV to decide whether you move on in the process or fall at the first hurdle. 

At Engage Executive Jobs, a computer programe could never do the job of our talented and experienced team, so you can rest assured in the knowledge that for Engage, the executive jobs search always involves the personal selection and search process which benefits both our candidates and clients alike.

Read how the use of computer software is becoming more and more popular with large corporations looking to recruit executive and senior positions.

Read the full article on the BBC News website here

Female Execs Earn £400,000 Less Than Their Male Peers

 

We were stunned although not altogther surprised on hearing the news that female executives earn around £400,000 less in their career lifetime than male executives in comparable positions.  The Telegraph covers this story here

 

The average female company executive earns more than £400,000 less than a male counterpart over her career, a new study has revealed.

The average gender pay gap for UK executives is more than £10,000 a year, while women receive less than half what men are given in bonus payments, said the Chartered Management Institute (CMI).

The research also showed that 4.3% of female executives were made redundant in the past year, 1.1 percentage points more than male bosses.

Women now make up 57% of company executives, but only 40% are departmental heads and fewer than one in four are chief executives.

The CMI estimated that a woman taking up an executive job at the age of 25 and working until 60 would earn almost £1.1 million, compared with more than £1.5 million for men.

A survey of more than 38,000 executives revealed a “substantial” gender pay gap at the higher end of the executive career ladder.

CMI chief executive Ann Francke said: “A lot of businesses have been focused on getting more women on boards but we’ve still got a lot to do on equal pay and equal representation in top executive roles. Women make up almost three out of four at the bottom of the ladder but only one out of four at the top.

“This lack of a strong talent pipeline has to change, and fast. Allowing these types of gender inequalities to continue is precisely the kind of bad management that we need to stamp out.

“Companies are missing out on the full range of management potential at a time when we need to be doing everything we can to boost economic growth.”

Dawn Nicholson of finance firm PwC said: “The size of the lifetime earnings gap between men and women is disturbing and suggests that women are going backwards versus their male counterparts.

“If the career path is identical, then it is hard to see why the differential would exist, let alone how it could be justified.

“Employers must really ask themselves whether they are being absolutely unbiased in the pay decisions they make. They need to consider whether they are fairly evaluating the different and diverse skill sets, not just of men and women in their companies, but of all of their employees.”

Labour equalities spokeswoman Kate Green said: “It is both unfair and unjustified that women should be paid less than men for doing equivalent jobs.

“The gender-pay gap at the management level is still higher now than it was in 2010, and at this rate, 42 years after the Equal Pay Act was passed, it will take at least another 21 years for management-level pay amongst men and women to be equalised. This is simply not good enough.

“It will be a continuing disappointment to many that the Government is still refusing to consider the provisions, provided for by Labour, to introduce mandatory equal pay audits if sufficient voluntary progress isn’t made.

“We also learn that, in the year female unemployment hit a 25-year national high, women executives have been hit disproportionately hard by job losses and female directors have been made redundant at twice the rate of men. It is increasingly clear that, on jobs, as well as pay, the clock on women’s equality is being turned back.”

Minister for Women and Equalities Jo Swinson said: “These figures show that women are still being paid less than men. More needs to be done to tackle this, and we are committed to doing so.

“So far we have made good progress to end pay discrimination.

“We have implemented measures in the Equality Act to make pay secrecy clauses unlawful and we are taking through legislation which would give Tribunals power to order that employers conduct a pay audit where they have been found to discriminate over pay.

“On top of this, our Think, Act, Report initiative encourages companies to report on gender equality in the workplace, including reporting on pay and other workplace issues.

“But for all this, pay inequality remains a stubborn obstacle to real fairness in the workplace. We will continue to work with businesses to ensure that we do all we can to help them make the most of women’s talents, and unlock their full potential.”