The GAAPweb blog

The era of the Facebook faux pas is over

Six years after the launch of the social networking giant, has the job-seeking public finally caught on to the fact that employers check the social networking pages of their potential hires?

Over the past year, only 0.01% of candidates whose CVs impressed potential employers failed to secure job opportunities due to questionable social networking profiles. This compares to 0.1% in 2006.

Six years ago, we saw the first social-networking slip-ups from candidates. They rose to a crescendo in 2006 when the use of sites like Facebook exploded in popularity – but people still hadn’t figured out quite how sensitive some of their information could be. Fortunately, the job market at the time meant a lot of candidates who made these mistakes got away with it. Although employers deal with Facebook faux pas more harshly now, most people have wised up. The era of the recruitment Facebook faux pas is effectively over.

This year, only 3 out of 24,000 candidates whose CVs impressed future employers made a Facebook faux pas. This compares to 23 out of 24,000 in 2006, when the Facebook faux pas hit its peak. 

Most finance and accountancy professionals on the job market are now aware of the dangers posed by social networking websites. They know photographs that cast them in an unprofessional light should be made private – or deleted altogether. They know that derogatory comments about their existing boss won’t go down well with their next employer. But less obvious things – such as poor writing, spelling and grammar – can also raise red flags over a candidate’s name. Once an employer has clocked something dodgy on a profile, they have to decide if they are willing to take a chance or not. In a candidate-rich market such as this, the answer is usually ‘not’.

Effectively, the Facebook check has become the equivalent of a first interview. Once a potential employer has seen your CV, the next stage is to check the net.

Yet Facebook doesn’t always have to be detrimental in recruitment situations. Used correctly, Facebook can highlight qualities or interests that might not come up in a job interview.  As people seem to be learning, it’s about building a personal brand, not destroying it.

Facebook is a very effective way of keeping in touch with family and friends. Used correctly, it can also give a future employer a more ‘rounded view’ of who you are.  But used incorrectly – i.e. not having the right privacy settings – well, you can insert your own inappropriate nightmare scenario here.

In late 2009, an American investment bank in London turned down an excellent candidate after checking his Facebook profile. His potential employer saw he’d joined a number of ‘inappropriate’ groups.  As a result, he didn’t make it through for a second interview.

Although the era of the Facebook faux pas appears to be over, it may only be temporary. Facebook’s privacy settings are ever changing; finance and accountancy candidates need to keep a close watch on what material is made public.


Dave Way is the Managing Director for Marks Sattin and has worked with accounting and finance recruiter for over ten years. He has recruited for many of the company’s largest clients, including Air Products, MTV Europe and Discovery Channel.

The real cost of a degree

At the risk of showing my age, I very much remember the days when students who went to university would get a grant (I wish I was one of them). Yes, that’s right: all students got some money, although the amount depended on your family’s financial circumstances. Then came the days of student fees and student loans (just my luck). Today, most students leave university with a large debt to their name.

The Higher Education Act 2004 outlined that a university could charge fees of up to £3,000 per annum, variable from course to course, and varied with inflation by the government. Currently, this stands at £3,290 for 2010/11 academic year. This means that students now take out two loans: one for fees and another for maintenance (accommodation, food etc). This amount can range from about £3,500 to £6,000 per year. Researchers asked 2,000 students from 139 university campuses in England how much debt they had amassed (including credit card, bank debts and tuition fees) and the average was £5,293.

The amount owed is repayable based on income; a graduate pays 9% of their gross income over a £15,000 threshold. The interest is linked to the retail price index (RPI), and any loans outstanding after 25 years can be written off.
  
Having gone though this system, I remember how many friends really struggled to pay for food and other basics after paying for accommodation and fees. Many started part-time work, and this was fine when jobs were available. However, over the past two years, the number of students getting into financial difficulty has increased, with many wishing to work but with no jobs available. The amount of summer jobs available has reduced and consequently, part-time work for students has become much more competitive

Now we have a new coalition government with new ideas. Unfortunately, it is also a cash-strapped government looking for new ways to fund the debts it finds itself in. Vince Cable, the Business Secretary, is considering replacing the Income-Contingent Repayment (ICR) as described above with a new Graduate Tax Scheme.

In principle, the idea behind the Graduate Tax Scheme is that those who earn more pay more for university. In a speech to universities, Vince Cable said: “It surely can’t be right that a teacher or care worker or research scientist is expected to pay the same graduate contribution as a top commercial lawyer or surgeon or City analyst whose graduate premium is so much bigger”.

When I think about it, that is exactly what we do in the real world. The more we earn, the more tax we pay. I believe that slowly we will start to see more students go abroad for higher education; the danger that follows is that they will not return. We will slowly see a shortage of skilled labour that will only push the cost up for these professions: a simple case of supply and demand.

However invaluable education is, the fact remains: if it’s not affordable at the outset then we will lose those with so much potential but who are worried about how they can cope with debt. For those who do take the journey, isn't the government just putting more pressure on those who have so much pressure on them already?

So, what would a Graduate Tax Scheme mean for the next generation of accountants?

I believe that many more students will look to go straight into accountancy immediately after leaving school. The three main accountancy bodies (ACA, ACCA and CIMA) provide options for school leavers. The advantage is clear, you can earn at the same time as studying and if you get lucky, you could even be sponsored by a company.

The reason that more students don’t do that now is because university is a life experience. Additionally, if you have an accountancy-relevant degree, you get many exceptions from the above accountancy bodies therefore reducing time to pass exams.

However, if the cost of going to university goes up two-fold, would you bother? In my opinion, the majority will still go through university but over time the percentage of those who give university a miss will increase.

It would be a shame if student miss out on university life due to costs. Let’s hope the findings of a review by Lord Browne of Madingley, BP’s former chairman, result in an outcome that allows students to experience university life without accruing crippling debts.


Mehul Patel graduated in Actuarial Science from University of Kent before qualifying as a Management Accountant. As the Financial Controller of Trinity Mirror Digital Recruitment Ltd, part of Trinity Mirror plc, Mehul has the responsibly of budgets, forecasting and helping the business and the board find ways to continue expanding.

Institute of Directors launches senior executive job and recruitment site in association with TotallyExec

The Institute of Directors, Europe's largest membership organisation for business leaders, has launched a job site in association with TotallyExec.

The site will provide IoD members with instant access to the latest director-level jobs and advice, as well as the opportunity to advertise senior executive vacancies to the senior professionals.

Paul Halliwell, Managing Director of Trinity Mirror Digital Recruitment, the company behind TotallyExec comments: “The partnership provides IoD members with the largest pool of UK executive jobs in key business functions.  It also allows our executive recruiters to reach even more senior professionals; both the active job seekers using TotallyExec and the passive candidates the IoD reaches through its member marketing.”

The job site offers executive candidates free access to over 2,600 director-level roles with a minimum salary of £60,000, from blue-chip employers, executive search firms and recruiters. 

Andrew Main Wilson, COO at the IoD said:  “In the current economic climate, every organisation needs to recruit high calibre management efficiently and cost effectively, so we are delighted to team up with TotallyExec, the leading job site for senior executive jobs in the UK. Members will now have access to a significant number of senior executive vacancies and the facility to advertise for senior executives at specially negotiated rates, which start from as little as £175.

Onwards and upwards

One question I find myself often asked as a recruitment consultant for the accountancy industry is: “Where will the industry be in 6 months?”. It’s impossible to judge; however, the Alexander Lloyd job index for Q2 – an industry benchmark of job flow – is pointing towards a more positive future for both candidates and clients in the accountancy industry, in both permanent and interim fields.

Taking a hit

In January 2009, senior finance professionals were taking a hit, with companies having to resort to redundancies and stripping down their teams to the bare bones. The months between January and June 2009 showed a severe drop in job flow, with March 2009 performing at 37% under the average. There was no marked improvement and pick up of vacancies until the later summer months. July’s improvement of 8% job flow suggested a confidence in the emerging market, and jobs continued to roll in with only a small decrease over the Christmas period, which was to be expected. Too much turkey equated to a lot less work.

Onwards and upwards

The New Year brought a fresh start, and with it some positive signs of recovery to vacancy flow, with the Q1 Job Index report noting a 113% increase in vacancies registered with the accountancy team’s consultants. The market had picked up and showed real signs of recovery, especially in the mid-level interim and permanent recruitment markets. Fortuitously, this increase has continued.

Within the accountancy market, the amount of permanent vacancies registered in 2010 has increased without exception on the 2009 figures. On the interim side, the June 2010 figures are the highest in the 18-month period from January 2009. There was a slight increase during the end of the financial year towards March/April, once again suggesting that businesses are more eager to spend during this period.
 
The May and June 2010 level of jobs registered have been the highest in 18 months for both interim and permanent accountancy roles.

With 2010 showing an unequivocal improvement on the previous year, it might be time to finally breathe a sigh of relief. The statistics of the report show a respectable increase in the number of vacancies registered, and point to a positive progression in the recruitment market following the negative impact of the economic downturn of the past two years.

Other financial recruitment companies are also experiencing a welcome rise in jobs needing to be filled, indicating that the industry is evidently experiencing growth again after a hard two years. With many businesses having had to close their doors and make redundancies, this news will come as a great relief to the many great candidates in the market. We are looking forward to Q3 and Q4 proving us right.



John Richardson joined Alexander Lloyd in 2003, and currently leads the Accountancy & Finance and Pensions & Benefits divisions. He is a Senior Manager within the organisation and specialises in the recruitment of qualified level Financial Directors and Controllers for both blue chip and SME clients, and also recruits niche roles such as tax/treasury, corporate finance and audit.

Graduate tax: remedy, reform or rebrand?

This month, the Secretary of State for Business, Innovation and Skills, Vince Cable, suggested a graduate tax as a 'fairer' replacement for tuition fees in higher education. All the Labour leadership candidates - with the exception of David Miliband - have expressed support for this idea, as has the National Union of Students; the leading universities, meanwhile, have opposed it. This Observation examines whether the rationale for such a policy and the practical implications of it have been fully considered.

As Dr Cable acknowledges, the current system of income-contingent loan repayments already constitutes an implicit graduate tax. Students face a notional stock of debt upon graduation, reflecting the total fee and maintenance loans taken out over their degree. However, this debt merely determines the amount of time that a graduate will spend making repayments. The actual repayments depend only on income, being equal to 9% of earnings above £15,000 for a maximum of 25 years following graduation. After this point, any remaining debt is written off.

The system is already progressive, insofar as lower-earning graduates: (i) make smaller monthly repayments (both in cash terms and as a proportion of their income); (ii) benefit more from a subsidised interest rate; and (iii) are more likely to have some of their debt written off.

A graduate tax in its purest form is simply a variant of this with an infinite loan and without a debt write-off point. Whereas a current graduate's repayments stop at some point, their payments under a pure graduate tax would not, creating the possibility for high-earning graduates to pay substantially more over their working life than what it cost to educate them. We understand that a time limit is has been considered as a central feature of the policy, which would mitigate this issue - and, in so doing, come closer to the present repayment schedule -but it would still be possible for the highest-earning graduates to pay back significantly more than the cost of their degree.

At the other end of the spectrum, it may be possible for lower-earning graduates to pay less over their career than they do now, making the spread of contributions more progressive than under the current system. However, the greater progressivity comes with the risk of inducing unintended behaviour, such studying abroad - and thereby avoiding liability for the tax - if the fees abroad are less than the net present value of a student's expected future graduate tax bill. An incentive could also be created for students to work abroad after university, in order to avoid paying the tax.

Part of the Business Secretary's aim in mooting the idea of a graduate tax is to increase the contribution to higher education provided by graduates while reducing the contribution from general taxation. But if cuts are made, it is unlikely that the revenue from a graduate tax would fill the hole quickly. If high-earning graduates respond to the above incentives, the loss of tax revenue would have negative implications for the public finances - particularly as these individuals would be relied upon to effectively subsidise lower-earning graduates. Also, behavioural responses notwithstanding, any revenue from the tax would arrive in Treasury coffers at a slow rate, and a question then arises over how universities are to be funded in the interim.

Introducing an alternative system of funding may be politically expedient, but it raises additional issues. Tuition fees provide a transparent source of income which follows the individual, giving universities an incentive to attract and retain students. Under a graduate tax, it is not clear how allocations to individual institutions would be determined, and whether this incentive would remain. There would also be no obvious, transparent way of allowing contributions to vary according to the university attended or course studied. Furthermore, fees enable students to make judgements about the effectiveness or value for money that universities offer; under a graduate tax, this not possible.

Finally, the tax would replace fee loans only - maintenance loans would continue to be repaid under the current arrangements. While this seems more sensible than using a graduate tax as the only method of repayment, operating two separate repayment systems in parallel would increase the complexity of a funding regime that is already poorly understood.

A graduate tax is the latest in a series of options under consideration by the Browne Review as it explores ways to reform university funding. Alternative possible measures include increasing tuition fees, introducing a real interest rate on student loans or tweaking some other aspects of the current funding system. An IFS Commentary, Future arrangements for funding higher education, published earlier this year, has considered such options in detail, examining their likely effects on graduates and the public finances.


Haroon Chowdry, Lorraine Dearden and Gill Wyness


Haroon Chowdry joined the IFS in 2005 and works in the Education, Employment and Evaluation sector.

Lorraine Dearden is a Research Fellow in the Education, Employment and Evaluation Sector at the IFS and is also Professor of Economics and Social Statistics at the Institute of Education, University London (IOE).

Gill Wyness is a research economist in the the education, employment and evaluation research sector at IFS.

Graduates could pay dearly for higher education

Government opinion has been divided by Vince Cable’s plans to replace Income-Contingent Repayment (ICR) of tuition fees with a new graduate tax scheme. The Secretary of State for Business, Innovation and Skills, has proposed that students should pay back their debts depending on how much they go on to earn.

So, a graduate who goes on to become a Big 4 accountant pays back more than a graduate who becomes a social worker, for example. This scheme has been defended by the Lib Dems and the majority of Labour, but has met significant opposition from the Conservatives and universities, who are concerned that the Treasury would get richer while higher education gets poorer.

I believe this redistribution of debt to be flawed for the following reasons:


If it ain’t broke…
The current system is already beneficial for lower-earning graduates. It requires 9% of earnings above £15,000 for a maximum of 25 years following graduation. So, if you are a graduate earning under £15,000 per annum, or if your debt is not paid back after 25 years, it’s written off. So lower-earning graduates make smaller monthly repayments, receive subsidised interest rates, and are more likely to have their debts written off.

Infinite debt
A graduate tax would not incorporate this write-off point, leaving all graduates in infinite debt, with more interest to pay for a longer period of time. Equally, higher-earning graduates earning the same as non-graduates would have to pay higher tax rates, and could even end up paying back more than the cost of their degree. Hardly a great incentive to go to university.

An unfair price to pay
Most graduates take at least five years to achieve their optimum salary (immediate high-pay structure professions notwithstanding). They could have paid off most of their debts in this time, only to be stung with higher taxes when they start making more money. Why should high-earning graduates be penalised with this tax, rather than being allowed to pay back the money they owe at an interest rate that reflects an average graduate salary?

Jump ship
There’s a clear incentive to study abroad (or even work abroad after graduating) to avoid liability of payment.


Graduate tax won’t plug the public spending deficits It won’t account for maintenance loans. It will make universities accountable to the Treasury, breaking the perceived connection between students and universities, and raising questions over the subordination of universities to the state. But more importantly, it won’t benefit graduates.

I eagerly await the next repayment option from the Independent Review of Higher Education Funding and Student Finance…

Business Barometer Survey points to high pressure for businesses

Managing cash flow, Government red tape and lack of lending facilities were highlighted as some of the main challenges faced by today’s businesses in the annual IFA Business Barometer Survey.

The Survey by the Institute of Financial Accountants (IFA), which was released on 24th June at a launch ceremony in London’s BIS Conference Centre, canvassed the opinions of IFA members; we currently have over 10,000 strong members.

Questions focused on the plight of small businesses in post-recession UK. The challenges businesses claim to be facing include:

• Attracting new business/clients;
• Finding and affording good staff;
• Rising taxes;
• HMRC bureaucracy and poor service, online and by telephone, taking up non-chargeable time;
• Competition from companies providing extremely low quotes;
• Finding lenders – banks frequently refuse reasonable lending applications.

George Derbyshire from National Federation of Enterprise Agencies and guest speaker at our recent Business Barometer Launch said:

“There is no question that a thriving small business sector will be central to economic recovery, and the IFA and its members are uniquely well-placed to test the temperature of the sector. The findings of the Barometer Survey provides an agenda not only for the Government, but for all of us who work to support small businesses.”

IFA members were asked what their experience was of the willingness of banks to lend. Only 2.6% said they were ‘very willing’. Whereas almost 37% said they were unwilling and a resounding 25% claimed to be ‘very unwilling’.

I think the general feeling is that banks are too risk averse. They are not flexible and SMEs are finding it almost impossible to obtain credit. When banks do lend, it is always accompanied by strict personal guarantees, excessive charges, bigger deposits, and shorter loan periods.

Peter Ibbetson, Chairman of Small Business Banking at RBS and NatWest, also spoke at the recent launch event and had this to say:

“We are committed to supporting UK businesses and as part of our partnership with IFA we are launching a number of locally based workshops up and down the country. This will ensure we continue to work closely with the Institute and give its members every opportunity to discuss access to finance with our local business managers. It's this  positive approach that has helped the Bank extend £10.4 billion of new facilities and approve over 85% of credit applications to UK businesses in the first quarter of this year." 

There is, however, a strong belief that this situation could change, with 73% of IFA respondents agreeing that more could be done to improve availability of and access to credit.

Small businesses are calling for Government-backed guaranteed lending, National Insurance breaks, matching funds for businesses taking on unemployed people and supplements provided for training.

Phil Orford, Chief Executive of Forum of Private Business commented on the survey:

“Without the ability to maintain a healthy cash flow you don’t have a business at all, alongside rising taxes and the cost of complying with legislation, banks are still reluctant to make affordable credit available to many SMEs and this is a major barrier to their survival and growth.”

However, almost a third of IFA members claimed to be optimistic about the future of business, with 27% believing that ‘things will improve somewhat’ over the next 12 months. Around 26% of members thought there would probably be no change, with just under 25% expecting ‘things to get a little worse’.

As the Financial Management Professional for SMEs and with the finger on the pulse of the financial industry, the IFA is doing everything it can to help its members, most of whom are struggling following the recession.

IFA members and fellows working in SMPs (Small and Medium Practices) are particularly well placed to understand and meet the needs of SME businesses.



David Woodgate is chief executive of the IFA and a barrister by training. Before joining the IFA he was chief executive of the Institute of Administrative Management and held senior management positions in the City with organisations including Royal Bank of Scotland and NatWest.

Changing role of accountants within the banking and financial services sector

Today’s finance teams are far more integrated into the businesses they serve. In fact in many cases, the finance function has moved from a back-office reporting role to proactively leading the business through change; finding ways to eliminate costs and to improve business effectiveness. We have seen a trend towards dividing responsibility bolstered by the growth of business partnering roles, resulting in a shift where finance works directly with other functions. These roles require greater commercial and communication skills. We are now seeing a growing demand for accountants and other finance professionals who offer more than traditional technical skills.

Over the past few years, employers have changed their requirements when recruiting accounting and finance staff – they now ask for professionals with broader commercial competencies. It is clear that over the past five years, the role of an accountant has changed beyond recognition. Gone are the days of accountants sat in offices crunching numbers; instead, they have greater involvement in commercially-focused activities. As a result, today’s accountant is out and about, influencing his or her colleagues to achieve better business performance through greater understanding of finance. The general feeling is that the changing role of an accountant is no more evident than in the banking and financial services sector. There is now greater pressure on finance teams to add value and provide commercial guidance in plain English.

We have noticed that even though accountants are recognising their changing role and scope, they are more focussed, perhaps wrongly, on developing their technical and IT skills in order to take the next step in their career. Having said that, there are pockets where employees’ thinking is more in-line with their employers’, and they understand that commercial awareness is the most important area for development.

At a time when cost control is at the heart of any organisation’s agenda, it’s no surprise that employers are looking for accounting staff to play a bigger role and to align themselves more closely with the business. This has led to the emergence of an increasing number of business partnering roles within banking and financial services companies. They are not alone. Over the past ten years, HR has moved to a business partnering model, looking to add greater value to strategy and decision making. Is there an opportunity for the two professions to learn from each other?

As organisations apply pressure on their accounting and finance departments to add value, it’s no wonder that employers need their accountants to develop commercial awareness, strong communication abilities and leadership skills to take the next steps in their career. It might be controversial to some and even unpalatable for the accountancy bodies, but many employers and employees believe that the training through qualification for the role of a ‘modern accountant’ does not provide all of the skills required. Professional bodies recognise they must keep pace with the changing demands and expectations of the profession, while employers need to focus on helping accounting and finance staff embrace the new aspects of their roles. As the demand for more ‘fully-rounded’ accountants grows, the issue is to what extent professional bodies should seek to fill the gap, and to what extent is this is the responsibility of the employers and employees? Equally, does accounting as a profession have a reputation that is out of sync with reality, and therefore resulting in attracting individuals with the wrong mix of personal skills? Either way, we will continue to monitor and observe the changing role accountants are playing in the banking and financial services sector.



Jamie Carter has had over seven years’ recruitment experience within the London-based Banking and Financial Services sector, covering different disciplines including accounting and finance, operational risk, middle office and operations, mergers and acquisitions, and corporate finance. However, he is also a specialist accountancy and finance recruiter within the investment banking sector. Jamie joined WH Marks Sattin as a Senior Consultant in January 2010 and is currently part of the permanent recruitment team focusing on the banking and financial services sector.

Thames Valley opportunities knock

For many years, the bright lights and vibrant atmosphere of London have drawn people from all over globe to seek gainful employment within its hallowed institutions and leading commercial enterprises. However, I wish to challenge the assumption that London is the premier destination in the UK for those seeking work. Instead, I point to an area rich in opportunity for the talented individual, and the land I speak of is the Thames Valley.

One of the most common misconceptions is that taking a finance or accountancy role in the Thames Valley will mean a long commute. However, with most destinations reachable from Paddington, Waterloo and Marylebone in under 40 minutes, the average journey time is often similar to that of a standard London commute – and a lot more enjoyable, I would add. Imagine a train on which you get a seat and can read your morning paper in relative comfort, enjoy a similar commute time and in much more relaxing and comfortable surroundings: now you’re interested! Furthermore, travelling by car once again becomes a real prospect for those commuting, since many offices in the Thames Valley have free parking for all staff. Liberation from trains and their exorbitant fees; now I know I have you very interested.

Which firms operate from the Thames Valley? Well, there is Vodafone Country (also know as Newbury), along with such powerhouses as Dell, Reckitt Benckiser and O2. In addition to these instantly recognisable organisations, the Thames Valley also has a number of less well-known organisations. The combination of blue chip and SME firms means that there is an opportunity for everyone – no matter what style or type of organisation you prefer.

Without a doubt, the greatest advantage of working in the Thames Valley is the opportunity to achieve a much better work-life balance. Often offering shorter commutes, many people (especially those with families) find the chance to spend more time with loved ones a great incentive. This, combined with a cheaper and a more relaxed environment away from work, is a key factor in making the Thames Valley – in my opinion – an excellent place to work.

With its easy access, excellent company portfolio and a real balance between work and home life, the Thames Valley offers some incredible opportunities that you would be unwise to dismiss without real consideration.



Liam Griffin currently recruits finance and accountancy professionals for WH Marks Sattin across the Thames Valley region. He currently works within a broad range of clients from industries such as IT, Telecoms, FMCG, Oil & Gas and Retail.

Applying for a job on GAAPweb? It just got easier…

I’m not going to lie, most days it feel pretty good to be a part of a well-respected brand like GAAPweb. We have been operating for twelve years, and in that time we’ve gone from strength to strength: steadily expanding on our loyal candidate base; consistently generating visits from an experienced, qualified audience (of whom over sixty per-cent hold a professional qualification); and recently settling into our new home in Canary Wharf.

This kind of success can occasionally lead to complacency, so it’s a good thing that we’re not sitting back on our laurels.

Last month we released market-leading integration technology that facilitates a whole new kind of application process.

If you’re an accounting or finance professional looking to apply for a job you found on GAAPweb, you will now be given the opportunity to apply using your LinkedIn profile.

For those of you who might not be au fait with social networking, LinkedIn is the world’s largest business networking site, with 65 million members and a new person joining every second. You can create a ‘profile’: a kind of professional online CV that allows you to list your qualifications and experience, link to your professional website and blog, display recommendations from colleagues, and show how well-connected you are within your industry.

So, the next time you apply for a job on GAAPweb, you will be prompted to use our new ‘dynamic job application’ feature. You will simply need to enter your LinkedIn login details and GAAPweb will securely access your profile. This information will automatically be compiled into a CV and attached to your application.

This saves you time from uploading one or multiple Word document attachments of your CV, and also means that you don’t have to mess around with formatting.

It most certainly feels good to be leading the pack; no other jobsite offers this kind of functionality. But don’t worry, we’re not becoming complacent – the team are always looking at new ways to enhance your experience. If you’ve already had a go at using our LinkedIn feature, let us know what you think by leaving your comments below.