Tax in Deloitte careers blog
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We have asked Anita Grant, Partner, Global Employer Services about what leadership means to her and how she empowers her team.
We speak to Oliver Tilley, Director in Corporate and International Tax, on what makes tax such a rewarding place to develop your career and why it’s even better in Reading, Berkshire. Here’s his story.
Coming from a science background Willem Zwetsloot has always been curious about the world around him. So, he chose to explore the world of Tax because it touches upon a wide and diverse range of subjects. Read about his journey so far.
David Cobb, Partner from Tax discusses the main reasons he pursued a career in Tax, after graduating from Nottingham University with a Joint Honours degree in Pure & Applied Physics with Electronics. More, David shared with us what he likes best about working at Deloitte and his passions outside of work.
What made you apply to Deloitte, and why Japanese Human Capital?
Given Deloitte’s excellent reputation for the quality of their tax services, I was excited by the prospect of working within a team which could offer access to an array of varied and high-calibre clients, whilst also obtaining respected professional qualifications.
Why you got involved/what interested you into joining SID?
As a first-year student emerging from semester one, I had little clue as to what I wanted to do with my future so the opportunity to apply for a spring program where I could experience a professional atmosphere without having to determine a set career path was excellent. Deloitte appealed to me, particularly, because of their well-organised career events as well as the enthusiasm and helpfulness of the professionals who came along to them. I applied to ‘Spring into Deloitte’, thinking my experience would entail some teamwork exercises and perhaps a tour of the office but I honestly did not expect to leave feeling as inspired and motivated as I did, after just two days.
Exam time can be a challenging period for a lot of students. Different students deal with it in different ways. We asked three of our BrightStart school leavers (Devon, Michael and Angharad) and one of our graduates (Nayema) how they got through it. Here’s a summary of what they said. Stand by for some invaluable tips!
Having been through exams yourself, what would be your best tips for someone who’s about to take them?
Start revising early. It gives you the chance to plan properly. It gives you time to spot gaps in your understanding and ask teachers or lecturers for help. It gives you the best possible chance of walking into the exam room feeling prepared and confident. It might be tempting to have fun now and revise later but the benefits of revising early are endless.
Practising past papers is also crucial. It’s no good memorising the entire syllabus if you can’t perform in a practical scenario. Practising papers under timed conditions will help you understand what the exam will be like on the day, and that’ll take some of the pressure off you.
Sounds cheesy, but DON’T PANIC!! A bit of pressure is good to motivate you to revise beforehand. But when it comes to the actual exam, you’re so much more likely to remember those little things you forgot to look over if your head is calm.
At Deloitte, how do you manage your time between work and revision?
Generally, work time is for work. And study happens around that, mostly at weekends. Waking up a little earlier at weekends and doing a couple of hours of solid revision really helps.
Deloitte’s study days are also brilliant. We’re allowed to take a number of days as study leave every year, so that’s a great way to take some time off just before exams to prepare.
What would be your three top tips for staying calm throughout the exam period?
- Don’t just revise. Make sure every day has some non-exam chill time. Go for a long walk. Watch a movie. Take up a hobby. Do anything that gives you some head space.
- Talk to people. As clichéd as it sounds, talking to other people who are doing the exams will help you realise that you’re not alone and that other people may be finding it hard too!
- Eat and sleep normally. As tempting as it is to stuff your cheeks with chocolate, drink copious amounts of Red Bull and stay up until 4am cramming as much into your brain as possible, the caffeine rush that keeps you awake isn’t going to last forever and will leave you exhausted and with a headache – not ideal exam conditions.
What would be your top tips when it comes to time management around exams?
It’s all about planning your weeks in advance. See which days you can realistically fit revision in and stick to that schedule. Also, give your phone to someone else while you’re revising. You might actually get some work done!
Don’t forget to take breaks. It’s best to work for an hour or so, then take a 10-15 minute rest. Also, don’t waste too much time going over topics you know well. It’s better to know 5 topics well than 3 topics excellently and 2 topics not very well.
Have you got any tips for university students in the final stages of completing their dissertations?
- Get as much advice from your mentor as possible. Make sure you arrange as many one-to-ones as you can.
- Get someone to properly proofread your work and double check that your structure is logical.
- Focus on having a strong first half, but an even stronger second half. People often concentrate on getting the beginning right, but the findings/conclusions can really make or break a good dissertation.
Work/life balance is important during exam time. What do you do to avoid getting too stressed?
Having a plan definitely helps. If things get intense, plan your weeks and then prioritise your daily tasks each morning.
Make sure you remember to take some time out. Exercise is great stress reliever. And even just spending a few hours reading a book or seeing friends can make a big difference.
Being born and raised in the north of England, the grand plan was always to return from the capital to the fairer half of the country. Joining Deloitte in 2011, I then got engaged to a fellow northerner and we both knew we wanted to eventually journey back up north before raising a family.
As the time approached and we planned to begin a family, concern over working arrangements made its way to the top of our life agenda; however, in conjunction with that, an improved focus on agile working became a prominent Deloitte strategy.
Discussions began with my very niche London-based team. I didn’t want to leave and they didn’t want to lose me considering the significant progress we’d made in my three years with them, but the north was calling.
The team therefore broached discussions with the Leeds office around the possibility of a transfer to Leeds, while remaining within my team – something the team in Leeds were very willing to accommodate. Clearly every situation is unique and what I’ve been able to achieve could not be guaranteed for everyone. But the firm is committed to working closely with you to try to find a solution which works for everyone.
I live within a one hour commute of the Leeds office, as was the case in London, but now we’re near both our families. I’m also pleased to announce that we have a child on the way (due next month). Thanks to Deloitte’s flexibility and open communications between the London and Leeds offices, we were able to move in our own time with much less stress than is usually the case.
Taking into consideration the strides made by Deloitte in relation to technology, the implementation of Desktop Anywhere (allowing me to log in on my personal computer) and the accessibility of the internet from almost everywhere, working remotely is now a doddle. Coupled with secure methods of logging in and your own responsibilities surrounding data protection, the ease with which we can work from whenever, wherever (to coin a well-known Shakira phrase) means that I can meet both firm and client needs, without losing any quality or quantity in output.
As is the case with any role, it is considered important to maintain regular contact with your team, and although I am 200 miles away from them on a daily basis, we maintain regular contact via audio and/or video technology, shrinking the distance and maintaining the bonds that were present whilst I was physically in London.
One of my major clients has also benefitted from my relocation, reducing their journey time to visit me. (Plus, the lunch in the Leeds office received great informal client feedback!)
Finally, the Leeds team deserve thanks and appreciation for making me feel so welcome. Not only were senior management very accepting of my relocation and flexible around dates, but the wider team have made a real effort to get to know me and remind me of my inner-Yorkshireman (in most respects a good thing!) As we don’t work on the same clients, this may not have happened naturally and I appreciated them taking that time to make the transition easier for me.
As I say, everyone’s story will be different but I can vouch for how hard the business will work to support you.
Dan Conlon is a Manager in our Tax team based (now) in Leeds
Hello again. In the latest in our series of blog posts inspired by insight from our Chief Economist Ian Stewart, we look at how business confidence is putting recruitment of talent back on the boardroom agenda.
The UK economy has delivered many positive surprises in recent months, with the latest GDP data showing that output was 3.1% higher in the first quarter of this year compared to a year earlier. This represents the fastest pace of growth since before the financial crisis, and has beaten most economists’ forecasts for growth.
These strong output numbers have reflected many of the results we have been seeing in our CFO Survey recently. Risk appetite among the Chief Financial Officers of the UK’s largest companies rose to a six-and-a-half year high in the first quarter and our index of economic and financial uncertainty has fallen by a third over the last year.
Encouragingly one of the biggest improvements we have seen recently can be found in CFOs expectations for the jobs market.
In the years following the financial crisis CFOs have been fairly pessimistic about the outlook for new jobs in the UK. Between the third quarter 2010 (when we first started asking CFOs about their views or hiring) and the end of 2011 an average net -16% of CFOs believed that UK corporates’ hiring would rise in the following 12 months. Over the same period only a fifth (+19%) of CFOs thought there would be a rise in hiring, compared to more than a third (+37%) who thought hiring would be scaled back.
Pessimism about hiring peaked at the end of 2011, when a net of -71% of CFOs thought hiring would fall in the following 12 months. Astonishingly, not one of the CFOs that we surveyed in Q4 2011 thought employment would rise in the following year.
The views of these CFOs – who typically represent around a third of the UK equity market – were borne out by the employment numbers that followed. Throughout 2012 employment growth fell steadily. Year-on-year growth in employment fell from 1.4% at the beginning of 2012 to a low of 0.1% at the start of 2013. A total of 206,000 workforce jobs had been lost through 2012.
The good news is that our CFOs expectations for hiring have changed in a big way in the last year. Optimism about hiring reached a peak in our latest survey, for Q1 2014. A net +81% of those surveyed believe UK corporates’ hiring will increase over the next year, with an average reading of +58% for this indicator over the last four quarters.
So far the recovery from the financial crisis has not been driven by businesses investing in hiring new staff, capital expenditure or discretionary spending. The fact that CFOs are now so bullish about expanding workforces in the next 12 months bodes well for the UK jobs market and for the sustainability of the recovery we are seeing in GDP.
You can keep up to date with the economy as it shifts by subscribing to the Monday Briefings at http://www.deloitte.co.uk/mondaybriefing
And of course, we'll have another in our series of Economics & Employment blogs to share shortly.