Robert Half - Salary Guide 2010

SALARY GUIDE 2010
Table of contents
About this guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
The recruitment environment . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Where to recruit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Skills and attributes most in demand today. . . . . . . . . . . . . . . . . . . . 5
Keeping your best people. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Maintaining staff morale . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Six sure-fire morale killers and how to avoid them. . . . . . . . . . . . . . . . . 7
Flexible recruitment solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Sector snapshots: piecing together the recruitment story across the UK. . . . . . . . 10
The recruitment climate across the regions. . . . . . . . . . . . . . . . . . . . .12
Regional salaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Working with Robert Half . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
2 | roberthalf.co.uk
About this guide
The Robert Half Salary Guide 2010 provides a forecast of average salaries for finance and accounting professionals at SMEs and larger
organisations in six regional locations across the UK:
• London and South East • Scotland

• Midlands • South Coast
• North • South West
The guide also explores the current recruitment landscape, highlights the skills and attributes most in demand today and shares some of our
insight into staff retention.
Robert Half International has over 60 years of experience in specialised recruitment services, and today we operate from more than
360 locations worldwide. We have been producing comprehensive salary guides for more than five decades, with the aim of giving hiring
managers and professionals the tools they need to make more informed hiring/career decisions.
The salaries detailed in this report are based on:
• Thousands of permanent, temporary and interim placements made by our consultants across the UK
• Local insight from our regional office network
• Exclusive workplace research we conduct each year with finance and business leaders
• Feedback from ongoing discussions with employers and candidates
For clarity and ease of comparison, the salary ranges listed in this guide reflect average salaries. This helps avoid variables such as ongoing
performance, seniority, tenure of service and fluctuating responsibilities that can affect remuneration packages. For the same reason, the
figures listed also exclude bonuses, incentives and other benefits.
For further details about the internal and external research featured within this guide, please visit roberthalf.co.uk
Robert Half Salary Guide 2010 | 3

The recruitment environment leaders polled saw the need to get costs back under control as a
positive benefit from the recession, while 41% also thought their
organisations will emerge from the downturn as more efficient
The recent economic climate has certainly been a challenging one entities.
for employers and employees, but there are several reasons to be
cautiously optimistic about recruitment in 2010. Certainly, the views This same report also highlighted that organisations are likely to
of finance and business leaders who took part in the 2009 Robert exhibit a high degree of caution when recruiting in response to an
Half Executive Round-Table Series were broadly positive. A total economic upturn. Making strategic hires within departments most
of 75% of those attending felt their organisations would be either affected by business growth is seen as a major post-recession
slightly or much stronger once the recession is over. challenge. In the most efficient strategies these recruits would
be complemented by temporary and/or interim staff as required,
Leaner structures and more efficient processes are a significant giving additional flexibility and reducing the risk of further painful
factor in this optimism. The Robert Half report Looking Ahead: UK downsizing of permanent hires if the economic recovery wavers.
CFOs’ Recovery Priorities reveals that more than half the finance
Retaining key staff
Managing internal expectations
Managing growth
Making strategic hires to complement departments
coping with growth/increased business
Attracting and recruiting high-quality candidates
Maintaining internal controls established during the recession
while providing enough flexibility to maximise growth
Managing new/increased regulatory burdens
Other
Don’t know
CFOs were asked: “Which, if any, of the following do you
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
anticipate will be the biggest challenges facing your business
when the economy recovers?”
WHERE TO RECRUIT Professional accreditations are highly valued by hiring managers.
In particular, a Chartered Institute of Management Accountants
Our UK finance leaders research also indicated the sectors likely to (CIMA), Association of Chartered Certified Accountants (ACCA), or
be at the forefront of an economic upturn, and by inference where an Associate of the Institute of Chartered Accountants in England
there will be a shorter lead time to establish appropriate staffing and Wales (ACA) qualification, especially when gained through one of the
levels. Finance leaders expect the financial and business services ‘big four’ accounting firms, is a significant asset. For senior-level corporate
sectors to enjoy a quicker recovery, while the retail and construction finance positions, a master’s degree in business administration
sectors may be among the slow starters, affording more time to (MBA) can also be an advantage.
formulate recruitment strategies but, in turn, risking the flight of key
employees to faster-growing sectors. Other skills and attributes that are currently in demand include:
Additionally, we gained insight into the types of finance professionals Commercial outlook – Organisations seek finance professionals
likely to be in the strongest demand as organisations gear up who can understand the bigger picture around the numbers and
for growth. Among small- and mid-size firms, the emphasis is who have the ability to present this both to an internal audience
firmly on day-to-day accounting skills, plus accounting operations and when interfacing with external stakeholders such as customers,
responsibilities such as payroll and credit control. These roles are also regulators and banks.
a consideration for larger organisations, but here more importance is
placed on commercial finance areas, such as budgeting, forecasting Initiative – The ability to anticipate finance issues before they
and business analysis, as well as audit and compliance. happen, to contribute to planning for ‘what-if’ scenarios and to
identify efficiencies and volunteer recommendations to achieve
them.
SKILLS AND ATTRIBUTES MOST IN DEMAND TODAY
Sector experience – Previous experience in an employer’s
Technical expertise, teamed with good communication and industry or the ability to apply knowledge from a different sector are
interpersonal skills, remains the most attractive mix for hiring highly valued, as they enable the candidate to make an immediate
managers. There is also an ever-growing emphasis on providing contribution.
meaningful management information to support corporate decision
making, giving candidates with a proven track record in financial and
business analysis a distinct advantage.

Keeping your best people Managers can make a positive contribution to good morale in
a number of ways, of which the following are among the most
important:
An independent survey of more than 3,000 British workers found
that 37% are planning to leave their current job as soon as the Set the tone – Employees take their lead from their manager, so it’s
economy is more stable. Meanwhile, almost half (49%) plan to move vital that you set a positive and enthusiastic tone at all times. Shout
within six months of official confirmation that the recession is at an about your team’s and organisation’s successes – everyone loves
end. working for a winning team.
These findings have given a jarring wake-up call to employers Keep communication lines open – Effective communication
and thrown the issue of staff retention even more firmly into the consistently comes first whenever we ask executives about the best
spotlight. The survey also shed light on the priorities of those ways to improve the engagement of their workforce. Of course, it’s
seeking a change of job, revealing that pay is not the most important not always easy, particularly in periods of economic contraction. But
consideration. Instead, location (57%) and working hours (56%) people want to know what’s going on, and they appreciate open and
were cited as more of a priority than netting a pay rise (51%). This honest dialogue. This can be especially effective when allied to a
indicates that the desire for a good work–life balance is as strong clear articulation of the strategic vision for the department or wider
as ever, making it vital that employers find ways to address these organisation.
concerns.
Give your team credit, even if you can’t reward them
financially – In today’s economic climate it’s not always possible
MAINTAINING STAFF MORALE to financially reward great performance. This makes it even more
vital that managers use non-financial means to recognise their staff
Companies with high levels of employee engagement also boast for going the extra mile. Even a simple ‘thank-you’ goes a long way;
higher productivity and lower staff turnover, so it’s vital for while organising more formal recognition events or giving time off in lieu
managers not to overlook the morale of their teams, even when can also pay off handsomely. On the other hand, it’s just as important
there are numerous other priorities crowding their in-trays. not to let poor performance go unchecked. Nothing demotivates a team
more than seeing a poor performer ‘get away with it’.
Trust and empowerment breed loyalty – Delegating tasks 3. Thinking it’s all about money: Without a doubt, money
helps keep you on top of your workload, and done well it can also matters when it comes to motivation, but it’s not the only factor.
be an excellent engagement tool. The more ownership and trust Robert Half’s guide How to keep your best people reveals
an employee is given over a delegated task the more they will that when executives were asked: “Which of the following
be empowered to give their best and, more importantly, the more is most likely to cause good employees to quit their jobs?”
opportunity they’ll have to learn new skills. the top answer was limited opportunities for advancement.
Compensation ranked fourth behind unhappiness with
Promote from within – Internal promotions not only motivate staff, management and lack of recognition.
they also shorten training time. You can generate more opportunities
to do this by identifying career development plans for members of 4. Oiling only the squeaky wheel: For every person who
your team, as well as making a commitment to help them achieve approaches you with questions or concerns, there are several
their goals. others who won’t. By spending time talking face to face with
employees, you’ll be able to solicit feedback from your strong,
silent types in addition to your more vocal team members.
SIX SURE-FIRE MORALE KILLERS AND
HOW TO AVOID THEM 5. Catching people off guard: Employees should never be
surprised by what they hear during a performance review.
1. Not standing by your team: Managers who fail to support Consistently let staff members know what they’re doing right
their employees will quickly forfeit their trust. Stand up for your and where they need to improve.
team members, particularly if they’re criticised unfairly. If you’re
there for them, they’ll be there for you. 6. Making staff afraid to ask for help: Often, your most reliable
employees will be the most overloaded and least likely to speak
2. Ignoring the rumour mill: It exists in every organisation, and up. While hard work is a valuable commodity, don’t inadvertently
it thrives in the absence of formal communications. In times promote a culture where workers feel they can’t request
of change, tell your team all you can as early as you can to assistance with projects when they need it.
cutback on grapevine chatter.

Flexible recruitment solutions Higher retention rates – A temporary/permanent employee
mix reduces stress for core employees and protects their jobs by
decreasing the likelihood of further permanent cutbacks.
One of the concerns frequently aired at Robert Half’s Executive
Round-Table Series this year was that organisations which had Reduced burden on permanent staff – Using project workers to
cutback staff numbers would struggle to cope with the eventual assist with day-to-day responsibilities allows core staff to pursue
economic upturn, and that the negative effect of redundancies on other high-priority challenges or take time off, as needed, to
employee morale would also feed through to departures of key staff recharge.
once the employment market picked up.
Useful role coverage – Temporary or interim staff are ideal for
Many organisations are now looking to avoid the expensive covering employees who are off sick, taking holidays or on maternity
and often painful cycle of hiring and laying off permanent staff leave. They can also provide cover while you search for the right
according to economic conditions. Instead they’re taking a more candidate for a vacant position.
pragmatic, flexible approach to recruitment, complementing a core
of permanent employees with a carefully chosen mix of temporary, Wider choices – More and more experienced professionals are
interim or project staff. choosing project work because of the flexibility and variety of
assignments it offers, which deepens the talent pool. For initiatives
This approach offers a number of key benefits, including: that require specialised, technical knowledge that doesn’t exist in-
house, you can find temporary or interim professionals who possess
Cost savings – A mix of employee resources enables you to turn these precise skill sets. In fact, in a Robert Half survey, finance and
some of your fixed staff costs into variable expenses because you human resource managers cited the ability to access special skills
pay only for the talent you need when it’s truly needed. In addition, unavailable internally as the greatest benefit of working with project
you’ll lower the high costs associated with hiring and training new professionals.
staff while reining in overtime expenses.
Improved competitive position – Having more control over staff

costs gives you an advantage over competitors with less flexible
staffing strategies that may be more vulnerable to economic ups and
downs.

Sector snapshots: piecing INSURANCE
together the recruitment story The insurance industry encompasses general insurance, providing
risk cover to individuals, businesses and governments, life insurance,
across the UK as well as a key element of the pensions and financial services
sectors. Like other areas of the financial services sector, the
insurance industry has had to cope with considerable downsizing of
The following is a brief overview of each main industry sector within employment in recent years.
the UK, including any notable trends likely to affect employment
patterns in the coming months.
PUBLIC SECTOR/CHARITY
TECHNOLOGY AND TELECOMS The public sector, including the NHS, is one of the largest employers
in the UK, employing 19.5% of the total workforce. Meanwhile the
Almost 1 in 20 of the UK workforce is employed within the IT charity or voluntary sectors employ the equivalent of almost half a
and telecoms sectors, with more than 40% of these jobs located million full-time staff (many positions within these sectors are part-
in London and the South East. Globally, the industry has suffered time). The public sector, in particular, is too vast and diverse to be
as firms cutback on technology spending during the recession. characterised within a snapshot such as this, although it is fair to say
However, a leading consulting firm believes that software firms will that almost every part of it is expected to come under considerable
help lead the recovery as current freezes on capital infrastructure financial pressure as government spending is cut in order to reduce
investment will drive increased spending on software as companies the UK’s present budget deficit.
seek to squeeze more performance from their existing systems.
ENTERTAINMENT AND MEDIA

RETAIL/FMCG
The big industries within this sector are terrestrial TV, independent
The UK’s retail sector employs around 11% of the total workforce. TV production, radio and interactive media. The sector is
The sector has suffered a number of high-profile casualties since characterised by a high level of freelance operatives, though this
the onset of the recession and, while other businesses report tends to be within the frontline and technical jobs rather than
continued strong sales, recovery for the industry as a whole could finance and accounting. Just over half of all media jobs are located
be a slower process if there are any further shocks to still-fragile within London and the South East. Those dependent on advertising
consumer sentiment once the economy picks up. revenues may continue to make slow and strategic decisions around
recruitment.
ENERGY, UTILITIES AND MINING
The UK’s energy and utilities sectors are huge and geographically
diverse, covering activities ranging from offshore oil and gas exploration
to waste water treatment. While the UK is not expected to remain self-
sufficient in oil after 2016, there is a fast-growing renewable energy
sector, encouraged by government support for environmentally friendly
solutions to the nation’s ever-growing energy needs.
RETAIL BANKING TRAVEL, TOURISM AND HOSPITALITY
This sector covers the financial services provided by the high-street Travel, tourism and hospitality have been fast-growing sectors
banks for individual customers and small businesses through their within the UK in recent years, boosted by fluctuating exchange
branch network. The travails of the banking sector as a result of the rates and the increasing popularity of holidaying closer to home
credit crunch are well documented so little needs to be added here. by environmentally conscious consumers keen to reduce their
On a more positive note, the government response to the banking carbon footprint. The UK tourism sector sustains approximately two
crisis was proof that banks are seen as vital cogs within the engine million jobs, 1.5 million of which are directly sustained and the rest
room of UK plc and as such will always have access to high levels of indirectly.
support.
CONSTRUCTION/PROPERTY
MANUFACTURING
The construction sector is a critical element of the UK economy
Although often characterised as a declining sector that’s been and is expected to provide 2.8 million jobs by 2011, although this
unable to withstand competition from low-cost rivals within the figure is dependent on the sector making a robust recovery from the
developing world, British manufacturing has thrived where it can play recession. London (and its surrounding area) is expected to be the
to its strengths of design, technology, innovation and service. The most buoyant for future recruitment, thanks to major projects such
sector remains both vibrant and diverse, covering everything from as the 2012 Olympic Games and Thames Gateway regeneration.
aerospace to pharmaceuticals. It is also geographically diversified,
with notable ‘hot spots’ for certain industries, including automotive
within the Midlands and oil and gas-related manufacturing in the
area around Aberdeen in Scotland.

The recruitment climate
across the regions
The Robert Half Executive Round-Table Series is an ideal forum
through which to compare and contrast the different regional
economic, business and recruitment climates that exist within the UK.
At our annual round tables a majority of participants – varying from

61% to 92% depending on location – felt their organisations would
emerge from the recession either slightly or much stronger.
Factors behind this optimism included the fact that the recession
had forced many organisations to become much leaner on staff,
processes and expenditures, while others saw reduced competition
in the marketplace as a key factor in their company’s future
prosperity.
While certainly not universally held, there was also a sentiment

that one of the after-effects of the credit crunch might be a desire
among talented individuals to remain in the regions rather than
migrate to London. If these views prove correct, it would appear to
be good news for hiring managers located in the regions, particularly
when considered alongside the Robert Half survey quoted earlier in
this guide, which found ‘location’ and ‘working hours’ uppermost in
the minds of those considering a change of job.
LONDON AND SOUTH EAST
Job Title Private and PLC
SME Large Company
Accounts Assistant £19,000 - £25,000 £20,000 - £25,000
Purchase/Sales Ledger Clerk £18,000 - £23,000 £18,000 - £25,000
Ledger Supervisor £25,000 - £30,000 £30,000 - £36,000
Assistant Accountant/Part Qualified £25,000 - £35,000 £25,000 - £36,000
Payroll Administrator/Payroll Clerk £18,000 - £24,000 £20,000 - £25,000
Payroll Manager/Payroll Supervisor £25,000 - £35,000 £35,000 - £55,000
Assistant Accountant £23,000 - £30,000 £25,000 - £34,000
Financial Accountant £38,000 - £45,000 £40,000 - £48,000
Management Accountant – PQE 2 years £40,000 - £50,000 £45,000 - £55,000
ACCA – PQE 2 years £40,000 - £50,000 £45,000 - £55,000
Part Qualified* – Stage 1 £20,000 - £25,000 £20,000 - £25,000
Group Accountant £35,000 - £45,000 £45,000 - £55,000
Finance Manager £35,000 - £45,000 £45,000 - £55,000
Head of Accounting/Financial Controller £55,000 - £65,000 £60,000 - £75,000
Cost Accountant/Financial Analyst £35,000 - £45,000 £40,000 - £50,000
Business Analyst/Financial Analyst £40,000 - £50,000 £45,000 - £55,000
Financial Planning and Analysis Manager £50,000 - £60,000 £60,000 - £75,000
Internal Auditor £40,000 - £55,000 £45,000 - £60,000
Compliance Manager/Risk Manager £50,000 - £60,000 £60,000 - £70,000
Treasurer/Treasury Analyst £40,000 - £55,000 £40,000 - £70,000
Tax Specialist/Manager £50,000 - £70,000 £55,000 - £80,000
Finance Director/Chief Financial Officer £70,000 - £120,000 £90,000 - £200,000
* ACA/CIMA/ACCA or equivalent qualifications.
Job Title Public Practice

Auditor £25,000 - £35,000
Audit Senior £35,000 - £50,000
Audit Manager £45,000 - £75,000
Senior Manager £55,000 - £90,000
Partner £75,000 - £200,000

MIDLANDS
SME Large Company
ACCA – PQE 2 years £32,000 - £38,000 £32,000 - £42,000
Finance Manager £35,000 - £44,000 £44,000 - £54,000

Auditor £25,000 - £33,000
Audit Senior £33,000 - £40,000
Audit Manager £35,000 - £55,000
Partner £60,000 - £100,000
NORTH
SME Large Company
ACCA – PQE 2 years £35,000 - £40,000 £39,000 - £43,000
Finance Manager £35,000 - £40,000 £40,000 - £48,000

Auditor £20,000 - £32,000
Audit Senior £30,000 - £38,000
Audit Manager £40,000 - £50,000
Partner £70,000 - £120,000

SCOTLAND
SME Large Company
ACCA – PQE 2 years £33,000 - £38,000 £35,000 - £42,000
Finance Manager £35,000 - £40,000 £40,000 - £45,000

Auditor £20,000 - £30,000
Audit Senior £30,000 - £35,000
Audit Manager £35,000 - £45,000
Partner £60,000 - £100,000
SOUTH COAST
SME Large Company
ACCA – PQE 2 years £30,000 - £35,000 £35,000 - £45,000
Finance Manager £40,000 - £45,000 £40,000 - £50,000

Auditor £18,000 - £25,000
Audit Senior £25,000 - £30,000
Audit Manager £30,000 - £35,000
Partner £50,000 - £70,000

SOUTH WEST AND WALES
SME Large Company
ACCA – PQE 2 years £30,000 - £40,000 £30,000 - £40,000
Finance Manager £30,000 - £40,000 £32,000 - £45,000

Auditor £28,000 - £32,000
Audit Senior £30,000 - £40,000
Audit Manager £35,000 - £45,000
Partner £60,000 - £100,000
Working with Robert Half Working with Robert Half offers a number of clear advantages,
notably:
Picking the wrong person for the job can be extremely costly in • Access to a global network of more than two million
terms of time and money: our research has found that it can take finance and accounting professionals
up to 14 weeks to hire someone for a management-level position. • A fast and efficient response time – because many
While according to the consulting firm Bliss & Associates, it can recruitment needs are unanticipated – and we know that
cost approximately150% of a person’s salary to replace them if the prolonged vacancies can disrupt the smooth running of an
process is handled internally. organisation
• Knowledgeable and experienced consultants who take the
Robert Half has a proven track record in helping clients identify and time to fully understand each brief and precision match
secure the right candidates to fill temporary, interim or permanent candidates using a methodology we’ve refined throughout
positions across all levels of the financial, technical and operational our 60-year-plus history
professions. • Extensive regional coverage through our network of UK
offices

Robert Half Finance & Accounting
Robert Half Finance & Accounting is the world’s first and largest recruitment
consultancy specialising in the placement of accounting and finance professionals
on a temporary and permanent basis.
Robert Half Management Resources

Robert Half Management Resources is the largest premier provider of senior level
accounting and finance professionals on a project and interim basis.
Robert Half Financial Services Group

Robert Half Financial Services Group specialises in placing high calibre banking and
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© 2010 Robert Half. An Equal Opportunity Employer. RH-UK-0108-SG-0110

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SALARY GUIDE 2010

The recruitment environment . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Skills and attributes most in demand today. . . . . . . . . . . . . . . . . . . . 5

Keeping your best people. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Maintaining staff morale . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Six sure-fire morale killers and how to avoid them. . . . . . . . . . . . . . . . . 7

Flexible recruitment solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

The recruitment climate across the regions. . . . . . . . . . . . . . . . . . . . .12

Working with Robert Half . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

• London and South East • Scotland

The salaries detailed in this report are based on:

Robert Half Salary Guide 2010 | 3

Retaining key staff

Managing internal expectations

Robert Half Salary Guide 2010 | 5

Robert Half Salary Guide 2010 | 7

Improved competitive position – Having more control over staff

Robert Half Salary Guide 2010 | 9

ENTERTAINMENT AND MEDIA

ENERGY, UTILITIES AND MINING

Robert Half Salary Guide 2010 | 11

At our annual round tables a majority of participants – varying from

While certainly not universally held, there was also a sentiment

Purchase/Sales Ledger Clerk £18,000 - £23,000 £18,000 - £25,000

Ledger Supervisor £25,000 - £30,000 £30,000 - £36,000

Assistant Accountant/Part Qualified £25,000 - £35,000 £25,000 - £36,000

Payroll Administrator/Payroll Clerk £18,000 - £24,000 £20,000 - £25,000

Payroll Manager/Payroll Supervisor £25,000 - £35,000 £35,000 - £55,000

Assistant Accountant £23,000 - £30,000 £25,000 - £34,000

Financial Accountant £38,000 - £45,000 £40,000 - £48,000

Management Accountant – PQE 2 years £40,000 - £50,000 £45,000 - £55,000

ACCA – PQE 2 years £40,000 - £50,000 £45,000 - £55,000

Part Qualified* – Stage 1 £20,000 - £25,000 £20,000 - £25,000

Part Qualified* – Stage 2 £24,000 - £30,000 £24,000 - £30,000

Part Qualified* – Stage 3 £28,000 - £32,000 £28,000 - £32,000

Part Qualified* – Stage 4 £30,000 - £35,000 £30,000 - £35,000

Group Accountant £35,000 - £45,000 £45,000 - £55,000

Finance Manager £35,000 - £45,000 £45,000 - £55,000

Head of Accounting/Financial Controller £55,000 - £65,000 £60,000 - £75,000

Cost Accountant/Financial Analyst £35,000 - £45,000 £40,000 - £50,000

Business Analyst/Financial Analyst £40,000 - £50,000 £45,000 - £55,000

Financial Planning and Analysis Manager £50,000 - £60,000 £60,000 - £75,000

Internal Auditor £40,000 - £55,000 £45,000 - £60,000

Compliance Manager/Risk Manager £50,000 - £60,000 £60,000 - £70,000

Treasurer/Treasury Analyst £40,000 - £55,000 £40,000 - £70,000

Tax Specialist/Manager £50,000 - £70,000 £55,000 - £80,000

Finance Director/Chief Financial Officer £70,000 - £120,000 £90,000 - £200,000

* ACA/CIMA/ACCA or equivalent qualifications.

Job Title Public Practice

Audit Senior £35,000 - £50,000

Audit Manager £45,000 - £75,000

Senior Manager £55,000 - £90,000

Partner £75,000 - £200,000

Robert Half Salary Guide 2010 | 13

Purchase/Sales Ledger Clerk £14,000 - £18,000 £16,000 - £22,000

Ledger Supervisor £18,000 - £25,000 £24,000 - £36,000

Assistant Accountant/Part Qualified £18,000 - £24,000 £22,000 - £26,000

Payroll Administrator/Payroll Clerk £15,000 - £22,000 £17,000 - £24,000

Payroll Manager/Payroll Supervisor £20,000 - £30,000 £30,000 - £40,000

Assistant Accountant £18,000 - £24,000 £20,000 - £25,000

Financial Accountant £25,000 - £35,000 £30,000 - £40,000

Management Accountant – PQE 2 years £30,000 - £40,000 £32,000 - £42,000

ACCA – PQE 2 years £32,000 - £38,000 £32,000 - £42,000