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2. Abacus Professional Recruitment Abacus Salary Survey | 02 NI
Salary Survey 2010 - 2011 NI SALARY SURVEY 2010 /11 Page | 2
contents 03 Overview 04 A Review of the NI Recruitment Market 07
Accountancy 09 I.C.T 12 Legal 15 Banking 17 Insurance 18 Financial
Services 19 O ce Professionals 21 Human Resources 22 Marketing 23
Future Recruitment Outlook 24 The Abacus Approach
3. NI SALARY SURVEY 2010 /11 Page | 3 Overview Publishing a
Salary Survey in the midst of a turbulent economic climate is a
challenging exercise. The highly documented credit crunch and
subsequent recession has in ltrated nearly every industry across
the globe. The impact has been indiscriminate on business, and
while economic conditions are easing, uncertainty continues as the
UK economy battles to outline a roadmap to recovery. As a region,
Northern Ireland (NI) has been severely e ected. Thousands of
individuals have been subject to unexpected redundancies, causing
great nancial pressure on families; as personal and professional
career plans have been derailed substantially. Businesses have su
ered unprecedented strain with limited access to nancial credit,
record levels of low consumer demand and minimal business con
dence. Not very long ago, the character of the recruitment market
was buoyant, con dent and at times aggressive. Salaries spiked high
with many commercial rms displaying their competitiveness with
enticing remunerations in order to address acute skill shortages in
many areas. The labour market today however, is inversely di erent;
with candidate surplus, widespread redundancies and salary
reductions unfortunate signs of the times. While economic
indicators (at both micro and macro level) are turning more
positive and the horizon is looking certainly brighter than the
past 24 months, the overall health of the economic and employment
market is precarious. So what does tomorrows market look like? The
market will recover and con dence will rise once again, albeit
slowly. The level of competition for key talent is still relatively
substantial at the moment and this will only enhance considerably
with market recovery. As businesses compete for fresh and critical
skills, the acquisition and indeed retention of core sta shall
become a higher priority for every organisation in NI. However the
roadmap is going to be turbulent. About This Publication Abacus
Professional Recruitment has published this document as a
health-check for each of our professional sectors in NI. With a
focus on the nancial year of 2010/11, we have provided salary
tables to re ect the range and depth of relevant roles within each
market. As our specialist consultants are experienced in each
market, we are able to o er a quali ed insight for each sector with
reference to candidate ow, salary variations and general market
conditions. The document is therefore designed to provide a blend
of present data and analysis while considering what the future may
hold in each sector for both jobseekers and companies.
4. NI SALARY SURVEY 2010 /11 Page | 4 Review of the NI
Recruitment Market Like virtually every economy, the recession has
spread throughout NI. The recruitment decline started to pinch in
autumn of 2007, although the most sever period of economic decline
was experienced between mid-2008 and late 2009. As a result
unemployment increased rapidly and the recruitment horizon
instantaneously shifted away from candidate-shy markets with acute
skill shortages. At a local level, the region continues to su er
from growing unemployment, declining property prices and
uncertainty over the dependency on the public sector. The
performance of the economy and the health of the recruitment
industry are closely aligned. In order to put NI into context, a
recent publication by the UK trades association, the Recruitment
& Employment Confederation (REC) outlines the immediate impact
of the credit crunch and recession on the UK recruitment market 1 :
A 16.8% drop in industry turnover to 22.4 billion compared to 27
billion in 2007/08; Overall turnover for temporary/contract sta
went down by 12.6%; Permanent placements decreased from 726,863 in
2007/08 to 582,803, a fall of 19.8% with permanent turnover
shrinking from 4.3 billion to 2.6 billion; The shifting values of
permanent and temporary recruitment over the year has lifted the
temporary share of the market to 88.4% compared to 84.2% last year
its highest for some time and a ve per cent rise on the year; The
permanent market now accounts for 11.6 per cent of the total share
compared to 15.8 per cent last year. Obviously this only reflects
agency-related recruitment and the publication is yet to account
for the 2009/10 timeline. 2 Local Data Taking a more recent
health-check on the NI labour market, Abacus has established a
mixed picture (as of June 2010 2 ): The overall unemployment rate
of 6.9% compares favourably against the UK rate of 7.9% and the
13.2% rate in the Republic of Ireland, with the Eurozone average at
10%. However the NI claimant count at 6.4% of the workforce, is the
second highest of all UK regions; This claimant count, standing at
55,000 in the latest figures, is up 32.6% in the last 12 months.
While the recent figures showed a drop in the number of people
classed as economically inactive, the local rate of 26.7% is much
higher than the UK average of 21.5% and the highest of the 12 UK
regions; Figures showed youth unemployment rose again in Northern
Ireland and there are now 17,000 individuals under the age of 25
claiming unemployment bene t. That means over 100 have been signing
on the unemployment register every week for the last 27 months. NIs
working age employment rate (72.1%) remains well below the UK
average and was the lowest of 12 UK regions. A quick snapshot on
Belfast, outlines how levels of redundancies have fallen by 51%
since the last quarter of 2009, production and services output rose
slightly in Q4 2009 whilst insolvencies have risen by 45% from Q4
2009 to Q1 2010 (in NI). 1 REC Annual Recruitment Trends 2008/09 2
Various publications in 2010:- sourced from Belfast Telegraph,
DETI, DELNI, PWC and Belfast City Council
5. NI SALARY SURVEY 2010 /11 Page | 5 These statistics may have
been worse considering NI has bene ted from a positive Recent
Trends exchange rate attracting a healthy ow of consumers from the
Republic of Ireland. NI has also continued to bene t from the
cushion of a larger public sector More recently, the year 2009
could be split in two halves with the rst six months dependency
compared to other regions in the UK. However this is now seen as a
(approx) characterised by continuous redundancies and company
restructuring potential threat as a result of impending public
sector cuts in the UK. with an immediate withdrawal of permanent
recruitment across many local business sectors. Employer Challenges
Recruitment strategies became obsolete with any commitment to
recruitment The stark practical reality for many local businesses
has been challenging with con ned largely to short-term employment
options. This equated to either many undertaking substantial
cost-reduction strategies - particularly programmes temporary sta
or taking on contract sta for e.g. 1, 3 or 6 month durations. of
redundancy - in order to rapidly reduce workforce levels. With
continued However the latter half of 2009 experienced slight
optimism and levels of activity obstacles to identify suitable bank
credit to nance business survival within the permanent market
started to return. The present recruitment market is or recovery,
the pressure has been great on investors, blended (perm, temp,
contract mix). 4% of entrepreneurs and the wider business
community. 8 s CVs Interest in permanent recruitment dropped signi
cantly Abacu unless the role was business critical or indeed if
candidates of a high calibre were able to introduce new lead to
business. The mood for contract or temporary recruitment has
increased as a means of minimising rviews employment commitment.
Candidate Pressures inte The unprecedented outcome from this
recession has been the depth of redundancies across what were
perceived as more robust and counter-cyclical markets, such as
accountancy and legal. The impact on individuals has been
widespread with many su ering from lengthy periods of unemployment,
a signi cant void in career-focused employment opportunities and
indeed, widespread competition when vacancies arise due to higher
levels of availability.
6. NI SALARY SURVEY 2010 /11 Page | 6 Workforce Strategies
Specialist Markets One consistent factor throughout the decline has
been the collective eorts of In the following section, Abacus
Professional Recruitment presents a health-check employers and
employees to generate an optimum employment arrangement for each of
our professional sectors in NI. We have provided salary tables to
re ect and avoid any seismic collapse of the collective workforce.
Many rms introduced the range and depth of relevant roles within
each market. We have also provided methods to retain their talent
and skills via the introduction of innovative options some
commentary for each sector with reference to candidate ow and
market such as exible working, bene t sacri ces, shorter weeks, pay
decreases etc. The insight. Contact details for each sector are
provided. appetite from employees and representative groups to
positively negotiate and agree to such options generated sustained
employment and undoubtedly prevented a catastrophic decline in
employment levels. It is an interesting nding that many employers
balanced the bottom line along with the instrinsic value of their
people to appraise workforce options. Recent consultation by Abacus
also recorded client consideration of employee fears and
insecurities whist managing to boost morale and sta motivations in
order to nullify any impact on their Your e orts in particular, and
your agency employer brand. in general, are greatly appreciated.
No-one could have tried harder to ll the post in Mixed Availability
what was a moving and changing remit. I While the surplus of
candidates is higher than recent times, certain areas of the
specialist labour market are still su ering from skill shortage.
Many professionals hope to do business with you in the future are
still highly sought especially those with a niche specialism or due
to exposure and will keep you posted of any posts to wider capital
markets such as Dublin or London. While job creation is on the
requiring support. increase, the mobility of key candidates to nd
employment is low; with their hesitancy directly correlated to
economic uncertainty. Although a reduction in Client Testimonial
permanent opportunities has occured, competition for the few
vacancies that did arise is erce with rms reporting an increased
amount of time spent on managing the recruitment process due to the
sheer volume of applicants. Many leading rms struggled to attract
key talent mainly because pivotal candidates who were retained by
their employers were unwilling to consider alternative
opportunities even if it provided a greater level of nancial
security and job satisfaction. This was generally due to fear of a
double-dip recession.
7. NI SALARY SURVEY 2010 /11 Page | 7 Accountancy - Industry
and Commerce For the Accountancy sector, the previous financial
year has been one to On a more positive note, the ending of the
recession (technically) has forget for many reasons. Many sta ,
employed in accounts departments generated a marked increase in con
dence levels from decision-makers in of commercial businesses, were
focused on the maintenance of existing local businesses and a lift
in any recruitment of sta for 2010 and beyond. terms and conditions
and ultimately generating some job security. As a Many employers
now feel equilibrium has returned to the marketplace result of the
harsh economic climate a high volume of businesses opted to with
respect to reward levels and the competition for positions has
freeze pay levels or implement other cost-saving measures. These
returned to healthier levels. The 12-18 months ahead will continue
to be measures have been especially noticeable in the construction,
challenging although a more positive outlook from both employers
and engineering and manufacturing sectors. employees is recognised.
1 Yr Exp 2-4 Yrs Exp 5-7 Yrs Exp 8-10 Yrs Exp Per Annum Per Annum
Per Annum Per Annum Job Title (000) (000) (000) (000) 75% of
General Accounts Clerk 13 - 14.5 14 - 16.5 15.5 - 17.5 - Abacus c
andida interview tes Experienced Accounts Supervisor - 17.5 - 19.5
18 - 19.5 21 - 22.5 Experienced Book-keeper - 15 - 16.5 17 - 19.5
21 - 23.5 Payroll Professional 14 - 15.5 15.5 - 17 18.5 - 22 22.5 -
25.5 are succe ed Credit Control Professional 14 - 15.5 15.5 - 16.5
17.5 - 18.5 - ssful Credit Control Manager 18 - 19.5 20 - 22 24.5 -
27.5 28 + QBE Accountant 23 - 25.5 23.5 - 31.5 32 - 34 35 + Job
Title Trainee Intermediate Newly Quali ed 3 Years PQE 5 Years PQE+
CIMA/ACCA 13.5 - 14.5 14 - 17.5 21 - 24.5 27 - 33 31 - 39
Accounting Technician (IATI) 12.5 - 13.5 13 - 14 14.5 - 17.5 18 -
21.5 20 - 24 Experienced Book-keeper - 15 - 16.5 17 - 19.5 21 - 23
- Talk to Abacus Accountancy team Tel +44 2890 313157 for a
confidential consultation Kate McBride - [email protected] Justin
Rush [email protected] www.abacus.jobs to view a list of
Accountancy jobs Continued Overleaf
8. NI SALARY SURVEY 2010 /11 Page | 8 Accountancy - Practice
Job Title Job Title Per Annum Per Annum Newly Quali ed Quali ed
Accountants with ('000) I relocated from South Africa to ('000)
Accountants: PQE: NI and was apprehensive about NQ Seniors - Top 20
Firms 23.5 - 25.5 Supervisory Seniors nding a job during an 2 - 3
yrs PQE 26.5 - 29.5 NQ Seniors - 20 - 23.5 economic recession. My
initial Independent Firms Audit Manager Top 20 NQ Seniors - contact
with Abacus was 30 - 38.5 rms Regional Firms 19 - 22.5 through
e-mail and long Audit Manager Regional Accounting Tech. (Year 1
distance telephone discussions 30 - 36 12 - 13.5 while I was still
based in SA. Practices completed) Accounting Tech. (Finals Despite
the di culties with me Corporate Finance Senior completed) 13 - 15
being overseas Abacus sta 26.5 - 31 2 - 3 yrs PQE Accounting Tech.
Qualified remained focused on nding Corporate Finance 3 Yrs exp 15
- 20 my ideal job and optimistic Manager 33.5 - 42 about future job
prospectives. I'm now happily settled here Forensic Accountant
working in a global company 28 - 35 2 - 3 yrs PQE Job Title thanks
to the hard work and Per Annum Forensic Accounting Trainee
Accountant ICAI ('000) determination of Abacus sta . 33.5 - 41
Manager or ACCA: Candidate Comments General Practice Trainee
entering contract 11 - 12.5 26 - 29.5 Accountant 2 - 3 yrs PQE Exam
stage II completed 12.5 - 15 General Practice Manager 28.5 - 34.5
Exam stage III completed 14 - 16.5 Final year exam passed 17 -
20.5
9. NI SALARY SURVEY 2010 /11 Page | 9 Information Communication
Technology (ICT) Although a substantial recruitment decline was
evident in 2008 and The most sought after technical skills from
clients refers to SQL, .NET, C#, I.C.T 2009, in comparison to other
sectors, ICT has displayed a robust response SQL, ASP, Java,
Oracle, and C++. While candidate surplus has increased, to the
light post-recession recovery. New technology markets and niche
many local rms must strongly compete to acquire candidates with the
rms are emerging continuously with quite a diverse portfolio of
blend of skills, quali cations, attitude and experience. Skill
shortages are specialist markets co-existing. Competition is
healthy, the level of registered at the lower and higher ends of
the market. As indicated by con dence is positive and the depth of
ambition by many rms is e-skills, this may continue especially as
the number of applicants to phenomenal; with many outwardly-focused
companies generating maths and computer-related disciplines has
recently declined by 39% impressive contracts internationally. A
sustained interest in inward even though the volume of university
applications in NI has increased by investment continues to provide
a healthy track record of job creation 12% in recent years.
although this places pressure on many indigenous SMEs to acquire
and retain talented technology people. Invest NI is strongly
supporting this The reason we work exclusively with Abacus is
sector as part of the local Programme for Government. because we nd
them extremely professional in what they do. They do not waste our
time. They took the Alongside technical aptitude, clients are
seeking candidates with both a customer-facing and
business-generation skill set. As indicated by a time from the
outset and continue to invest the time recent e-skills publication
(Technology Counts, 2010), growth is related in understanding what
our business is about, the to high skill areas including:-
software, project management, systems drivers behind what we need
from each of the architecture, software business process, change
management, di erent roles we recruit for. This saves us a great
deal security/risk management and web service development, ICT
managers of time. Whenever Michael or anyone from Abacus and
strategy & planning people. In addition Abacus would expect
calls us we always listen to what they have to say demand for
e-learning, seo and social networking/media sta to because
typically what they have to say is what we continue, alongside
knowledge of web/mobile applications. Inversely, need to hear. For
that reason we recommend Abacus demand for Database Assistants and
Computer Engineers may reduce. without reservation and hopefully we
will be working with them for some time to come. Testimonial - Paul
McElvaney, Director Learning Pool Talk to Abacus ICT Recruitment
Team Tel +44 2890 313157 for a confidential consultation Michael
McMullan- [email protected] Justin Rush [email protected] Suzi
Thompson [email protected] www.abacus.jobs to view a list of ICT
jobs I.C.T Continued Overleaf
11. NI SALARY SURVEY 2010 /11 Page | 11 Information
Communication Technology (ICT) I.C.T 0 - 2 Yrs Exp 3 - 5 Yrs Exp 6
- 8 Yrs Exp 9+ Yrs Exp Job Title Per Annum Per Annum Per Annum Per
Annum Support/Administration ('000) ('000) ('000) ('000) Helpdesk
Analyst 16 - 23 22 - 26 25 - 30 - Hardware Eng / Support 14 - 21 21
- 25 23 - 27 25 - 30 Network Support / Admin (Windows) 16 - 23 23 -
28 25 - 33 30 - 40 Network Support (Unix) 18 - 25 24 - 30 28 - 35
35 - 45 Network Specialist (Cisco 18 - 25 25 - 30 30 - 40 35 - 45
LAN/WAN) - Project Manger - - 30 - 40 40 + Helpdesk Manager - 25 -
30 28 - 35 35 + Job Title Strategic / Management 3 - 5 Yrs Exp 6 -
8 Yrs Exp Per Annum Per Annum ('000) ('000) 9+ Yrs Exp Per Annum
('000) Abacus Awarded Operations Manager Chief Technical Ocer - -
28 - - 35 60 55 - - 100 80 IIP Training Manager 25 - 30 28 - 34 40
- 50 Account Manager 24 - 28 35 40 40 - 50 Business Analyst 26 - 35
35 - 45 40 - 50 Project Manager - - 40 - 60
12. NI SALARY SURVEY 2010 /11 Page | 12 Legal Unlike other
recessions, the legal sector in NI experienced a substantial
Practices have made attempts to source revenue from non-property
contraction, accentuating the property-centric dependency of
practices markets e.g. counter-cyclical areas of restructuring and
insolvency, or across the region (especially small to medium rms).
Many legal diversi cation into more robust areas of commercial
litigation and family professionals and support sta experienced a
pay freeze once the law. But this is a highly competitive business
market to generate success. majority of rms implemented various
cost-cutting measures. This Many larger rms are pursuing the
appointment of specialist lawyers and included programmes of
redundancy, salary cuts (of 10-20% in some several excellent
opportunities exist for niche lawyers; however a Legal cases),
reduced working hours, plus the withdrawal of non-essential
hesitancy by many candidates to shift from passive to active is
related to bene ts. continued economic uncertainty. Job Title NQ
Level 1-2 Yrs PQE 3-4 Yrs PQE 5 - 7 Yrs PQE 8+ Yrs PQE Partner
Level Specialist / Niche Roles Per Annum Per Annum Per Annum Per
Annum Per Annum Per Annum ('000) ('000) ('000) ('000) ('000) ('000)
Energy Lawyer 22 - 25 24 - 35 35 - 45 40 - 60 50 - 70 + 70 - 100+
Environment/Planning 22 - 25 24 - 30 35 - 45 40 - 60 50 - 70 + 70 -
100 + Solicitor Procurement Solicitor 22 - 25 24 - 30 35 - 45 40 -
60 50 - 70 + 70 - 100 + Pensions Lawyer 22 - 25 24 - 35 35 - 45 40
- 60 50 - 70 + 70 - 100 + Tax Lawyer 22 - 25 24 - 35 35 - 45 40 -
60 50 - 70 + 70 - 100 + Construction/PPP/PFI 20 - 22 22 - 28 25 -
35 35 - 45 45+ 45 - 80 + Lawyer Talk to Abacus Legal team Tel +44
2890 313157 for a confidential consultation Stuart John -
[email protected] Alan Braithwaite [email protected]
www.abacus.jobs to view a list of Legal jobs Continued
Overleaf
13. NI SALARY SURVEY 2010 /11 Page | 13 Legal Although this
decline spread across all PQE levels, a substantial Lawyers o ering
niche experience will often command substantially detrimental
impact was witnessed at the Apprentice to Newly-Qualified higher
salaries particularly if gained in London, Dublin, Manchester and
tiers. A high volume of graduates were unable to nd a Master or
indeed, Birmingham. This exposure to high value and at times high
pro le exited the profession at the close of their Apprenticeship.
A void still complex transactions at Magic and Silver Circle rms is
always in exists at this level which may generate a vacuum in the
future, especially demand. Factors aecting salary levels include
the specialist area, level of as a proportion may not return to the
sector. Overall, an increased PQE, knowledge of the market (local,
national and international), level of Legal number of experienced,
highly pro cient quali ed Solicitors considered demand and scope
for adding value/diversity to the rm. short-term contract and
temporary assignments (even outside of law). Interest in public
sector and in-house roles continues to soar with a perceived higher
job security and associated bene ts on o er compared to Practice;
however opportunities are limited and highly competitive. Job Title
NQ Level 1 Yr PQE 2-4 Yrs PQE 5 - 7 Yrs PQE 8 Yrs + PQE Partner
Level Quali ed Practice Roles Per Annum Per Annum Per Annum Per
Annum Per Annum Per Annum ('000) ('000) ('000) ('000) ('000) ('000)
Domestic Conveyancing 18 - 20 20 - 22 23 - 27 27 - 35 40+ 40 - 70
Solicitor Commercial Conveyancing 19 - 22 21 - 24 23 - 30 35 - 45
45+ 45 - 80 + Solicitor Civil Litigation Solicitor 18 - 20 20 - 22
23 - 27 27 - 35 40+ 40 - 70 Commercial Litigation 19 - 21 21 - 24
23 - 30 35 - 45 45+ 45 - 80 + Solicitor Corp/Comm Solicitor 20 - 22
22 - 25 25 - 35 35 - 45 50+ 45 - 80 + Employment 19 - 22 21 - 24 23
- 30 35 - 45 45+ 45 - 80 + Family/Matrimonial 18 - 20 20 - 22 23 -
27 27 - 35 40+ 40 - 80 Banking/Finance 19 - 22 21 - 24 23 - 30 35 -
45 45+ 45 - 80 + Criminal 18 - 20 20 - 25 25 - 30 30 - 37 40 + 40 -
80 Insolvency 19 - 22 21 - 27 25 - 35 35 - 45 45+ 45 - 100+
Continued Overleaf
14. NI SALARY SURVEY 2010 /11 Page | 14 Legal Many medium to
large rms made various attempts to retain key talent, Partners,
some mergers / integrations and potential of further market improve
morale and motivations via team building activities and training
entry from operators in Dublin and London. It certainly is an
intriguing and development. The horizon is looking more positive
with an time for the legal community of NI. increased number of
permanent vacancies registered. While a number of Firms/Partners
are improving confidence levels and work flows, we Legal expect a
calculated and strategic recruitment strategy to be played out in
the year ahead. Another recent pattern is the changing landscape of
the Abacus larger leading practices which have been subject to
Partners shifting camps from one rm to another, some newly
appointed Managing Job Title Entry Level 1 Yr Exp 2-4 Yrs Exp 5 - 7
Yrs Exp 8+ Yrs Exp Support Roles Per Annum Per Annum Per Annum Per
Annum Per Annum ('000) ('000) ('000) ('000) ('000) Legal Secretary
12 - 13 13 - 15 15 - 17 16 - 19 18 - 22 Paralegal / Executive 12 -
13 13 - 15 15 - 17 17 - 19 20 - 22 Winner Recruitm Oce Manager - 16
- 18 20 - 25 25 - 30 32 + ent Team Of The Ye ar 20 News Aw 10 The
Irish Legal Bookkeeper 16 - 17 16 - 18 22 - 28 25 - 30 30 + ards
Job Title 0-3 Yrs PQE 4-7 Yrs PQE 8+ Yrs PQE Non - Practice Per
Annum Per Annum Per Annum ('000) ('000) ('000) In-House Roles 23 -
40 40 - 65 65+ Talk to Abacus Legal team Public Sector Roles 21 -
35 35 - 60 60+ Tel +44 2890 313157 for a confidential consultation
Stuart John - [email protected] Alan Braithwaite [email protected]
www.abacus.jobs to view a list of Legal jobs
15. NI SALARY SURVEY 2010 /11 Page | 15 Banking The Banking
sector has been subject to incessant media interest over the have
dissipated. Any recruitment activity has been of a strategic and
past two years. The level of public interest in the health and
recovery of highly selective nature operating at a slow pace and
subject to several major nancial institutions, following the most
turbulent period for layers of assessment and assurance throughout
the recruitment process. generations, is unprecedented. The NI
market has con icting in uences, from local exposure in the
strained Republic of Ireland market, and the The market has
stabilised in the past three months and some movement pace of
international recovery. The unknown strategic direction (and has
been witnessed at the senior level. The impending introduction of
perhaps split) of investment / casino and retail banks by UK
Government NAMA is starting to trickle into the NI banking
community with some only adds uncertainty to the regions
recruitment focus which is ripe with local banks appointing interim
and temporary sta to support internal risk and opportunity. Until
this is resolved, continued aspects of requirements. Overall
though, the objective opinion in the market Banking re-structuring
within banks must be anticipated and this may lead to suggests
consensus that the year ahead will continue to o er a further jobs
losses. challenging period however some light in the tunnel may
exist. Some rms are gearing-up with potential growth anticipated in
certain This is no longer a candidate-driven market. Salaries have
frozen at best, specialist areas including regulatory/compliance,
treasury and risk. or indeed declined by up to 10% over the past
two years, while bonuses New Entrant 1 - 2 Yr Exp 3 - 5 Yrs Exp 6 -
8 Yrs Exp 9 Yrs+ Exp Per Annum Per Annum Per Annum Per Annum Per
Annum Job Title ('000) ('000) ('000) ('000) ('000) Asset Finance 16
- 20 22 - 25 32 - 38 45 - 55 58+ Corporate Lending 17 - 21 23 - 27
34 - 40 48 - 58 62+ Business Lending 16 - 20 22 - 26 33 - 39 46.5 -
57 60+ Commercial Lending 16 - 20 22 - 25 32 - 36 44 - 54 55+ Sales
Finance 16 - 20 22 - 25 33 - 38 45 - 55 57 + Talk to Abacus Banking
team Tel +44 2890 313157 for a confidential consultation Damian
Farrell - [email protected] Alan Braithwaite [email protected]
www.abacus.jobs to view a list of Banking jobs Continued
Overleaf
16. NI SALARY SURVEY 2010 /11 Page | 16 Banking Local banks are
improving their liquidity through bond issues or through reflecting
a greater level of confidence (Source Efinancial Report). We
intervention of UK and Ireland governments. As a result, we are
moving can therefore expect Belfast to move again in the near
future and this is into a phase that should create wider
opportunities on the NI job market backed by senior figures within
local banks focusing on Q2 of 2011 as a while graduates / entry
level candidates may get a glimmer of hope in the reasonable
timeline for further opportunities. first Qtr of 2011. The wider NI
market is expected to follow even more positive trends particularly
in London; with the volume of active candidates moving jobs up by
33% between March and April 2010 Banking New Entrant 1 - 2 Yr Exp 3
- 5 Yrs Exp 6 - 8 Yrs Exp 9 Yrs + Exp Per Annum Per Annum Per Annum
Per Annum Per Annum Job Title ('000) ('000) ('000) ('000) ('000)
Treasury 17 - 20 21 - 24.5 32 - 38 45 - 55 59+ Retail Branch
Manager 24 - 28 26 - 30 31 - 38 38 - 44 45+ Area Manager 32 - 36 38
- 42 43 - 48 48 - 55 56+ Director 50 - 60 55 + - - - Private Banker
30 - 35 35 - 45 45 - 55 55+ - Underwriter 14 - 20 21 - 25 26 - 30
31 - 36 37 + Fund Accountant 18 - 22 22 - 25 26 - 30 32 - 40 45 +
Fund Administrator 15 - 19 20 - 24 25 - 30 31 - 36 36+ www.aba cu
Website o s.jobs Talk to Abacus Banking Team: f the Year Tel +44
2890 313157 for a confidential consultation Damian Farrell -
[email protected] Alan Braithwaite [email protected]
www.abacus.jobs to view a list of Banking jobs
17. NI SALARY SURVEY 2010 /11 Page | 17 Insurance The locally
competitive insurance industry continues to su er from a registered
by clients. The elite commercial accounts remain in high long-term
soft market. A lift on premiums is anticipated but it is slow
demand which we would expect to continue over the next year. Salary
paced to date. In NI, redundancies in claims and underwriting roles
have increases could occur if the market hardens and premiums lift
faster. The occurred and this has over-populated the supply base of
candidates in the recent turbulence in the market associated with
Quinn Direct adds further market. Candidate salaries in these areas
have declined by 5% as a result uncertainty into the supply of
candidates or indeed an introduction of a while the chance of
gaining bonuses have been extremely challenged. new international
player. The back-oce functions of sales and administration have
been squeezed although continued interest in senior and specialist
personnel have been New Entrant 1 - 2 Yr Exp 3 - 5 Yrs Exp 6 - 8
Yrs Exp 9 Yrs + Exp Per Annum Per Annum Per Annum Per Annum Per
Annum Job Title ('000) ('000) ('000) ('000) ('000) Personal Lines
Executive 11 - 13 13 - 16 17 - 21 21 - 25 25+ Insurance Commercial
Account Handler 13 - 15 16 - 20 21 - 25 25 - 28 28+ Commercial
Account Executive 16 - 19 19 - 24 24 - 30 30 - 38 38+ Underwriter
13 - 16 16 - 20 20 - 26 26 - 30 31+ Claims Handler 12 - 14 14 - 18
19 - 23 23 - 26 26 + Claims Manager - 28 - 32 32 - 38 38 + - Loss
Adjuster 16 - 19 19 - 22 23 - 28 28 - 33 33 + Personal Lines
Manager - 25 - 28 28 - 32 32 + - C ommercial Insurance - 28 - 31 31
- 37 37 - 45 45 + Manager Talk to Abacus Insurance team Tel +44
2890 313157 for a confidential consultation Damian Farrell -
[email protected] Alan Braithwaite [email protected]
www.abacus.jobs to view a list of Insurance jobs
18. NI SALARY SURVEY 2010 /11 Page | 18 Financial Services This
is a complex market to assess because it is heavily reliant on Many
have been subject to redundancy or salary cuts, or opted out of the
forward-thinking and business-focused candidates. Regular client
industry to transfer their skills and capabilities to other
commercial consultation is varied with some indicating an increased
business level markets or the public sector in order to avoid
unemployment. Although and some the total opposite. This is
completely re ective in recruitment some positive economic signs
are witnessed such as increased volume of for this area with some
clients stepping up e orts and some unfortunately mortgage
approvals and more stable house prices, the macro fear of reducing
numbers. For Mortgage Advisors and Administrators, Sales
double-dipping still exists and this has an understandable
restraint on Support and Para Planners it has been a particularly
tough few years with recruitment. Con dence is king in this market.
little immediate relief on the horizon. New Entrant 1 - 2 Yr Exp 3
- 5 Yrs Exp 6 - 8 Yrs Exp 9 Yrs + Exp Per Annum Per Annum Per Annum
Per Annum Per Annum Job Title ('000) ('000) ('000) ('000) ('000)
Mortgage Administration 11 - 13 13 - 15 16 - 19 20 - 23 23 +
Mortgage Advisor 13 - 15 15 - 20 20 - 25 25 - 29 30 + F.S Sales
Support 11 - 14 14 - 17 18 - 21 22 - 23 23 + Paraplanner 14 - 16 16
- 20 21 - 25 26 - 28 28 + Financial Advisor 17 - 21 21 - 26 26 - 32
32 - 40 40 + (Basic) Abacus it Aud Talk to Abacus Financial
Services team R EC Gold Tel +44 2890 313157 for a confidential
consultation Award Damian Farrell - [email protected] Alan
Braithwaite [email protected] www.abacus.jobs to view a list of
Financial Services jobs
19. NI SALARY SURVEY 2010 /11 Page | 19 Office Professionals
The whole back-oce support functions of many clients have been Due
to the high surplus of candidates for Oce Professional support
quite resilient in most recent times. Continued economic
uncertainty roles, full control is completely with companies.
Salary levels for many of will only enhance the higher demand for
temporary sta with the these roles would naturally plateau rather
than spike however in recent option to make the individual
permanent if and when the market lifts. times, salary levels have
de ated and bene ts have been widely This is obviously a healthier
cash- ow and payroll option. With the withdrawn in exchange for job
security. The introduction of support increase in redundancies
within UK and Ireland, candidates are willing to roles into the
market have attracted applications from candidates with work on a
temporary basis in order to avoid unemployment. These backgrounds
in insurance, nancial services and legal who are prepared temps are
generally available at minimum notice and willing to assist to gain
employment until the point they can resurrect their careers. with
short-term organisational projects. Although I would recommend the
services of Abacus to any employer who is looking for the right
employee or to any candidate who is looking for the right job; in
particular I would recommend Lianne Turley who can only be
described as a truly exceptional and professional consultant. My
own personal experience with Lianne has been both as an employer
and as a candidate who was seeking employment after a redundancy
situation. At what can only be described as a very di cult and
distressing time, Lianne worked tirelessly to secure employment for
me and kept in touch with me about any job opportunities which
arose and helped to prepare me for the interviews by ensuring I had
all the information to hand and advising me of company websites to
ensure I could research O ce Pros the companies I was going to be
interviewed by. Client Testimonial Talk to Abacus O ce
Professionals team Tel +44 2890 313157 for a confidential
consultation Lianne Turley - [email protected] Alan Braithwaite
[email protected] www.abacus.jobs to view a list of Oce
Professionals jobs Continued Overleaf
20. NI SALARY SURVEY 2010 /11 Page | 20 Office Professionals
Abacus Permanent Permanent Temp Sta Deliverin c. 1- 3 Yrs Exp c. 4
- 7 Yrs Exp g Job Title Per Annum Per Annum Per Hour Rate High Volu
m Temp Con e ('000) ('000) Oce Junior Secretary 10 - 12 14 - 17 -
16 - 22 5.80 6.50 - - 6.50 8.00 (Private & tracts Pu blic Secto
Reception 11 - 14 13 - 16 5.80 - 7.00 r) Administration Assistant
11 - 14 - 6.20 - 7.50 Administrator 12 - 14 13 - 17 6.50 - 8.00
Senior Administrator 15 - 17 16 - 20 7.50 - 9.00 Oce Manager 16 -
19 18 - 25 8.50 - 14.00 Audio typist 14 - 17 - 7.50 - 9.50 Lianne
Tu PA 15 - 17 17 - 21 8.00 - 10.00 rley Senior PA 18 - 22 22 - 28
11.00 - 16.00 Project Administrator 1 5 - 17 16 - 20 8.00 - 12.00
Customer Service Advisors 12 - 14 14 - 17 6.50 - 8.00 Sales
Administrators 12 - 14 14 - 17 6.50 - 8.00 Team leaders 14 - 17 18
- 20 7.50 - 9.00 O ce Pros Foreign Language sales 13 - 15 15 - 18
6.50 - 8.00 administrators Research/policy Assistant 17 - 19 19 -
22 8.00 - 10.00 Highly Co mmende Data Entry Clerk 10 - 12 - 5.80 -
6.50 Recruitm d ent Cons Of The Ye ultant Trading Administrator 12
- 14 14 - 17 6.50 - 8.00 ar 20 News Aw 10 The Irish Database
Administrator 12 - 14 14 - 17 6.50 - 8.00 ards Purchasing
Administrator 14 - 16 15 - 17 7.00 - 8.50 Purchasing Ocer 16 - 18
18 - 20 8.00 - 10.00
21. NI SALARY SURVEY 2010 /11 Page | 21 Human Resources Human
Resource professionals tend to be an early casualty of an interest
in employed roles. As a result many candidates became economic
downturn. Recently, HR teams were shut-down or available
immediately. substantially diminished particularly in the sectors
of property and construction. The subsequent greater pool of HR sta
generated While HR generalists are o ering companies a more cost-e
ective wide-spread competition for sparsely populated permanent
return on investment, we anticipate a growing interest from larger
rms employment roles which tended to appear in more robust markets
of for HR professionals with a substantial background in industrial
pharmaceutical, ICT and food production/services. Salaries took a
huge relations, change management and organisational development.
This is hit although many opportunities for temporary and contract
hire already evident in temporary or interim HR roles and is
expeced further existed especially in the past six months. The HR
contractors market when the market requires professionals for more
permanent roles su ered greatly with many self-employed
professionals re-generating (anticipated in the latter half of 2010
and early 2011). 1 Yr Exp 2- 4 Yrs Exp 5- 7 Yrs Exp 8 - 9 Yrs + Exp
Per Annum Per Annum Per Annum Per Annum Job Title ('000) ('000)
('000) ('000) Te am Abacus HR Administrator HR Ocer (CIPD) 13 - 16
16 - 18 15 - 17 19 - 26 16 - 18 24 - 30 17 - 20 26 - 32 li ed IPD
Qua HR Advisor (CIPD) 16 - 18 17 - 22 19 - 23 22 - 28 33% C REC
Training Ocer (CIPD) 14 - 18 18 - 20 24 - 30 30 + & 100%
Training Manager (CIPD) 18 - 22 22 - 30 28 - 36 32 - 40 d Quali e
HR Manager (CIPD) 25 - 28 28 - 35 35 - 45 40 - 50 Recruitment
Manager 18 - 22 20 - 25 22 - 28 25 - 35 Head of HR/ HR Director
(CIPD) 35 - 40 40 - 50 45 - 55 50 - 65 HR Talk to Abacus HR
Recruitment team Tel +44 2890 313157 for a confidential
consultation Lianne Turley - [email protected] Alan Braithwaite
[email protected] www.abacus.jobs to view a list of HR Recruitment
jobs
22. NI SALARY SURVEY 2010 /11 Page | 22 Marketing 1 Yr Exp 2- 4
Yrs Exp 5- 7 Yrs Exp 8 Yrs + Exp Per Annum Per Annum Per Annum Per
Annum Job Title ('000) ('000) ('000) ('000) Marketing Administrator
13 - 15 14 - 18 16 - 20 18 - 22 Marketing Coordinator 15 - 18 17 -
20 19 - 24 24 - 30 Marketing Ocer 15 - 18 17 - 20 20 - 25 25 - 35
Marketing Manager 18 - 24 24 - 30 30 - 40 40 - 60 PR/ Comms Ocer 16
- 18 17 - 20 20 - 28 25 - 35 PR/ Comms Manager 18 - 24 24 - 30 30 -
40 40 - 65 Head of Marketing 26 - 30 30 - 35 35 - 45 40 - 60
Similar to HR, the Marketing function of many rms became a
liability ambitious SMEs from the IT industry have smartly
recruited in this area. with widespread redundancies observed.
However a substantial Many recent graduates with both a theoretical
base but more counter-cyclical demand for new marketing specialists
with a focus on impressively a personal and practical knowledge of
this new media is social networking and social media has been
recognised since late generating a healthy communication for
clients. 2009. This has stemmed substantially from a widespread
interest in social networking, search engine optimisation and
social media Recruitm Agency o ent channels. Many clients from the
areas of PR and advertising as well as f the Year (09, 08, 07)
Winner / Talk to Abacus Marketing team Highly Commen Marketing Tel
+44 2890 313157 for a confidential consultation ded Lianne Turley -
[email protected] Alan Braithwaite [email protected]
www.abacus.jobs to view a list of Marketing jobs
23. NI SALARY SURVEY 2010 /11 Page | 23 Future Recruitment
Outlook Although the months ahead are starting to look and feel
healthier than the Overall though it will come down to attitude
therefore be adaptable, clearly substantial recent decline, it is
perhaps too simplistic to state the economy and outline your
commitment and demonstrate your blend of experience, talent and
recruitment in general can only get better. Looking back, in
comparison to Dublin, promise. Give us a call for a career
consultation on 028 90313157. it is widely acknowledged that
matters could have been substantially worse! While looking forward,
a number of icebergs are oating toward NI which o er Employers
further threat to economic recovery; including the fear of a
double-dip recession, After su ering the costs of workforce
reduction (both nancial and non- nancial), uncertainty over the
impact of the new UK Coalition Government, wider pressures
companies will tread carefully when it comes to recruitment. We
expect them to on Eurozone countries and the substantial nancial
constraints on local, national operate with greater caution to
strategically grow in what is still an uncertain and international
public sector budgets. climate. s However we have much to celebrate
as well. The talent pool in NI Businesses will recover at a varied
pace. Some will recognise opportunity and Ab acu e is exceptionally
strong, the education system is solid, a highly calculate risk in
advance of competitors while others will maintain a cautious xibl
educated and adaptable workforce exists and the level of approach
to recovery and growth. In general, employers should consider the e
A Fl uiter world-class indigenous companies with super (employer)
following: brands is growing impressively. Additionally, improved r
Rec ont ract Te mp political stability and a further stream of
potential Foreign Direct Investment (via Invest NI) is adding to a
collective force Improving their employer brand; Maintain and
rebuild morale; Aba cus Pe rm C of optimism. So what does it all
mean to the recruitment Invest in team building activity; A 20
market and what can be done to prepare for a better market? Promote
an eective social networking strategy; & Ac wards co Oer clear
and honest communication to all sta; sinc lades Candidates Consider
the re-introduction of benefits or even e 20 06 It is wise for
jobseekers to fully prepare for the recovery and uplift in
employment non- nancial rewards to demonstrate some re-investment.
opportunities. Considering the level of competition is going to be
signi cant, there are several tasks that should be maintained
especially as more strong Although streamlined, some rms may feel
too lean especially if new anticipated candidates will re-enter the
market and declare intentions to move employers as business is
generated. As a result this may push companies into swift
recruitment economic con dence rises. Abacus would suggest you:
drives although not to the extent of pre-recession levels. However
recruitment Review and refresh your CV; overall will be cautious
and strategic in nature in the year ahead. A key gain is in Develop
presentation skills and research each company; the method of
recruitment, the manner of conducting interviews and the Increase
connectivity on multiple social networking platforms; promotion of
the right employer brand. Getting the best recruitment blend is
Attend networking events; going to be where the battle ground is
won or lost. This may mean some Work with a specialist and
qualified recruitment consultant; permanent acquisitions peppered
with the hiring of temporary sta or interim Consider additional
education or learning options to build skills and contract
appointments. This will help to generate savings and retain key
workforce quali cations (e.g. night classes or longer courses).
talent. To discuss your recruitment strategy, call Abacus on 028
90313157.
24. NI SALARY SURVEY 2010 /11 Page | 24 The Abacus Approach
Abacus Professional Recruitment is a leading multi-sector
recruitment specialist based in the city centre of Belfast in
Northern Ireland. With a fully quali ed team of recruitment
consultants oering more than 60 years of specialist recruitment
experience in Ireland, Abacus is a provider of choice with many
leading firms throughout NI since inception in 2003. The company
provides sta for permanent, contract and temporary roles across the
following markets: ICT Financial O ce Human Accountancy Legal
Banking Insurance Marketing Services Professionals Resources In a
highly competitive recruitment arena, Abacus puts an extra e ort to
deliver high standards of customer service and vacancy management.
The team also provide a continuous focus on honesty, integrity and
con dentiality to all assignments. Continuous Improvement As
corporate members of the Recruitment and Employment Confederation
(REC), Abacus invests in best-practice and business Vari
improvement. We have a team that is professionally trained, quali
ed and insightful. As such we are in a position to share market
Acti ous intelligence and trends on the developments within your
market. Our specialist teams can oer advice on salary expectations,
current v market trends and other consultative matters. The team
has supported clients throughout NI but also in Dublin (and wider
RoI), London Net e Socia wor king l (and wider GB) and Middle East.
Con As a testament to these business principles, Abacus is
independently assessed and audited annually and since 2006, has
been short nec listed or won 20+ awards and accolades, including:
tion Investors In People (IIP) achieved in 2007 and renewed in 2010
s Recruitment Agency of the Year Winner / Shortlisted in 2009,
2008, 2007 Recruitment Team of the Year 2010 Recruitment Consultant
of the Year - Shortlisted in 2010, 2009, 2008, 2007 REC Gold Audit
Award - achieved in 2007 and renewed in 2010 Audited by Department
of Employment and Learning Website of the Year www.abacus.jobs Plus
other categories such as Best Business Growth, People Development,
Excellence in Customer Service, Best Place to Work, Advert of the
Year, Top 50 Developing Business and Best New Business.
25. NI SALARY SURVEY 2010 /11 Page | 25 The Abacus Approach
Smart Recruitment We dont just stick your advert in our website and
wait for someone to make contact. We considerably generate exposure
in the wider market and improve our capacity to deliver by
investing into the following: Dynamic database of candidates (both
passive and active, subject to opportunity); Intelligent software
and IT systems from leading industry suppliers; Smart advertising
(online and oine) including widespread branding across specialist
international websites and industry publications and event
sponsorship; A referral scheme with professionals recommending
professionals based on reputation (and not due to excessive cash
reward); Widespread social networking strategy; Comprehensive
search engine optimisation (SEO); and A partnership approach with a
selection of complimentary service providers. As a result, the team
at Abacus has enjoyed the experience of working alongside some
fantastic leading companies in the local business community. Abacus
has won dozens of contracts and PSLs with major commercial entities
in addition to gaining public sector tenders. We have equally
enjoyed supporting small indigenous start-ups and niche SMEs with
international appeal and global reach. As a reflection of our
relationship, some clients even use our central oce as a neutral
venue for provisional interviews with candidates, or attend award
ceremonies to share success. Many core clients also bene t from the
Abacus Gold Exclusivity package equating to discounts, extra
consultancy support, and an indepth partnership approach. This
experience wouldnt be possible without the partnership of
jobseekers. Since 2003, Abacus has been able to support thousands
of individuals develop and benefit from a clearer career path and
guidance. Many candidates have become clients, and some clients
have become candidates re ecting how all matters are treated with
privacy at all times. Positive Outcomes Due to the many high
profile contracts with leading organisations, our team is
accustomed to high performance ratios e.g. CV to IV, IV to Oer and
Oer to Acceptance. Subsequently, we manage an insightful screening
process to view each CV, meet every candidate and occasionally
undertake internal assessments (e.g. psychometric profiling), in
advance of CV circulation and interviews we always try to go the
extra mile and oer more on each occasion. More Information A
comprehensive PowerPoint presentation on the Abacus Professional
Recruitment is available if you contact Alan Braithwaite or Justin
Rush (Business Directors) [email protected] or [email protected] or
Tel 028 9031 3157. Alternatively view www.abacus.jobs
26. ABACUS FEEDBACK WORDCLOUD Permission Injunction sustainable
Legatee Notary Judge Legatee dublin & london award winning
Confident consultants Nota attention to detail Planner positive
Innovative Guardian contract oane Legal knowledgable Public Para
Marketing Employment professional customer friendly sales
environmental www.abacus.jobs CAREERS partners Office Construction
I.C.T Quality Covenant multi-sector accountancy Jobs caring agency
Indemnity Lord Justice of Appeal IIP Interloc