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Business News Wales
14-05-2025
- Business
- Business News Wales
Almost Two Thirds of UK Gen Z Accountants Reveal Entrepreneurial Ambitions
Entrepreneurial aspirations are high amongst the newest generation of accountants, as revealed by new data from leading global accountancy body ACCA (Association of Chartered Certified Accountants). The 2025 edition of its Global Talent Trends survey surveyed over 1,300 accountants in the UK, and more than 10,000 worldwide, making it the largest survey looking at talent in the financial sector. 61% of UK Gen Z accountants have long-term goals to be their own bosses, double the sentiment of the rest of the UK (31%). This could also be good news for employers and for the employability of finance professionals – there's a growing need for accountants to use their entrepreneurial mindsets in many finance and business job roles where skills such as commerciality and innovation are prized attributes. Most UK respondents to the survey indicated they were drawn to roles that focused on environmental issues. This was echoed in the reasons behind a second job or 'side hustle', with 41% wanting to take on this type of work to give something back or do something meaningful with their work. AI skills, a theme identified in the 2024 survey, remained high on the agenda for 2025. Almost half (46%) of UK finance professionals believe AI proficiency is the most valuable skill to learn for the future of work. However, less than a quarter (23%) said they were provided with AI training opportunities at work, despite seven out of ten (71%) feeling confident in their ability to learn new AI skills. While 30% reported feeling concerned about how AI could impact their roles, this was down 12% from 2024, showing that there is increased knowledge and understanding of AI and less worry amongst professionals. Mental health and wellbeing also emerged as a key trend, with 57% of respondents saying their employer considers mental health a top priority. Given that half of UK financial professionals in the survey said their mental health suffers because of work pressures, and almost a third (30%) have considered resigning due to wellbeing issues, the feedback that mental health is being taken more seriously by employers will be welcomed. In terms of workplace practicalities, Wales is the leader among the UK nations for hybrid working, with three quarters (75%) reporting this as their working set up. Wales-based respondents also rated flexible working benefits as the most desirable benefit for work life balance at 32% – above hybrid working at 20%. UK respondents were also more satisfied with their pay (55%) than the global average (41%). Jamie Lyon FCCA, global head of skills, sectors, technology at ACCA, said: 'It's an exciting time to be a young accountant in the industry, with so many aiming for the goal of being an entrepreneur. With almost three quarters also keen and confident to learn new AI skills, and more employers looking to prioritise mental health and wellbeing, our survey data shows a profession that is striving to do better for everyone.' Lloyd Powell, head of ACCA Cymru/Wales, said: 'Seeing UK Gen Z accountants leading the way in their entrepreneurial ambitions is fantastic. Our survey demonstrates that the UK offers some of the best working conditions for the profession, with Wales leading the way on offering hybrid working arrangements. The UK also has high pay satisfaction and good learning and development opportunities – all of which are crucial to ensuring the profession remains attractive to talent in Wales.'
Zawya
13-05-2025
- Business
- Zawya
Entrepreneurial ambition and hybrid frustration fuel talent crunch in Middle East finance sector
Accountants reveal high entrepreneurial ambition, unmet hybrid work demand and salary dissatisfaction in the world's largest talent survey in finance Dubai, UAE: Over two-thirds (68%) of finance professionals surveyed in the Middle East as part of the Association of Chartered Certified Accountants (ACCA)'s Global Talent Trends 2025 study say they aspire to become entrepreneurs – well above the global average of 52% – as regional dissatisfaction with salary and lack of workplace flexibility intensifies. ACCA's (the Association of Chartered Certified Accountants) latest annual Global Talent Trends Survey 2025 alerts employers to changing perspectives among accountancy and finance professionals, providing a unique view of how people feel about their life at work and future career aspirations. Now in its third year, this is the largest annual talent survey of accountancy and finance professionals across the world. Over 10,000 individuals from 175 countries responded to our survey on issues ranging from career ambitions, hybrid working and inclusivity practices to upskilling, mental health and employability issues. The Middle East findings point to a workplace under pressure – with a looming talent crunch, high turnover expectations, and calls for more inclusive, flexible and supportive environments. This year's emerging key themes for the Middle East are as follows: Entrepreneurial ambition is high. 68% of respondents in the region say they have ambitions to start their own business, compared to 52% globally. This is especially strong among those in leadership roles (79%) and middle management (73%). Employability confidence is strong – and turnover risk is high. 83% expect to change roles within the next two years – the highest figure globally. More than half (55%) say they plan to move within just 12 months. Salary dissatisfaction is driving retention risk. 59% are unhappy with their current salary (vs. 48% globally), and 70% plan to ask for a pay rise in the next year. Half of respondents believe that changing employer is the best way to increase their income. Demand for hybrid work is unmet. 75% of respondents say they would prefer a hybrid model, yet 78% are still fully office-based, a significant mismatch, and the highest office-based rate of any region. Flexible working tops the list of desired benefits. Flexibility is viewed as the most effective employer intervention to improve work–life balance, ahead of workload support and leadership culture. AI skills confidence is high, but organisational support is low. 89% are confident in their ability to learn and apply AI-related skills, but only 26% say they are being offered opportunities by their employers to develop these capabilities. Mental health pressures persist. 47% say their mental health suffers due to work pressures. While this is an improvement on 2024 figures, it continues to reflect challenges across the region. Equity, diversity and inclusion needs greater attention. Only 49% believe their organisation is truly inclusive – well below the global average (62%). Respondents highlight the need for more recognition of older employees, better racial and gender representation, as well as improved socio-economic mobility. 'Side hustles' are less common than globally. Only 13% of Middle East respondents are engaged in additional employment outside their main role, compared with 19% globally. Most respondents are focused on their core role, with career development and fair compensation top of mind. Kush Ahuja, Head of Eurasia & Middle East at ACCA, comments: 'The 2025 talent trends for the Middle East are a clear call to action for employers. Ambition is running high - from entrepreneurship to AI upskilling - but so are frustrations around reward, progression and flexibility. If organisations are to attract and retain the next generation of finance leaders, they must evolve quickly to meet these expectations. The opportunity is there for forward-looking employers to differentiate themselves by investing in people, purpose and potential.' Jamie Lyon FCCA, Global Head of Skills, Sectors, Technology at ACCA said: 'Our 2025 data continues to show a workplace in transition, but one of the exciting themes emerging this year is how accountancy training can be a brilliant early career pathway for building entrepreneurial skills. There's no doubt this in part reflects how career ambitions continue to transform at work.' About ACCA We are ACCA (the Association of Chartered Certified Accountants), a globally recognised professional accountancy body providing qualifications and advancing standards in accountancy worldwide. Founded in 1904 to widen access to the accountancy profession, we've long championed inclusion and today proudly support a diverse community of over 252,500 members and 526,000 future members in 180 countries. Our forward-looking qualifications, continuous learning and insights are respected and valued by employers in every sector. They equip individuals with the business and finance expertise and ethical judgment to create, protect, and report the sustainable value delivered by organisations and economies. Guided by our purpose and values, our ambition is to lead the accountancy profession for a changed world. Partnering with policymakers, standard setters, the donor community, educators and other accountancy bodies, we're strengthening and building a profession that drives a sustainable future for all.
Forbes
28-04-2025
- Business
- Forbes
6 Purposeful Realizations When You Practice Career Introspection
Today's workplace culture demands an unrelenting pace. We rush to tackle deadlines, measure progress by completed checklists, and march toward results. Yet, in the process, many of us lose sight of the deeper reasons behind the work we do. Our careers need more than hustle to thrive; they need purpose. Career introspection isn't just a tool; it's the antidote to the disengagement and aimlessness that plague so many leaders and employees. It empowers us to align our work with our values, maximize our strengths, and define our goals with clarity. Throughout my career, I've seen what happens when people take the time to look inward. They discover more about what matters to them, insights that not only impact their jobs but their entire lives. Here are six purposeful realizations you'll uncover when you make career introspection a priority. Career introspection starts with one crucial step: understanding your values. The 2022 Global Talent Trends report from LinkedIn revealed that the primary reason employees leave companies is a lack of alignment with their values. But values aren't just personal markers; they're the foundation of what you stand for as an individual. It's not enough to know what drives you internally, you must also communicate these values outwardly, showcasing them as guideposts that shape how you show up at work and make decisions. Take a moment to ask yourself: For example, consider a leader with an entrepreneurial spirit who thrives on creativity but ends up in a role at work consumed by operational details. Without reflection, they risk losing touch with the very passion that first ignited their career aspiration. By identifying core values like innovation and autonomy, they can recommit to meaningful work that reignites their purpose while leveraging these values to form their leadership and business practices. Values are your compass. When you not only understand but also own your values, you'll find clarity in where you're headed and confidence in how to get there. A staggering 85% of people worldwide are disengaged at work, according to Gallup's 2925 State of the Global Workplace report. In fact, according to the study, disengagement is costing the global economy an estimated $438 billion annually, while the unrealized potential of optimized engagement could unlock a staggering $9.6 trillion in productivity gains. One key reason is the disconnect between their daily responsibilities and their long-term objectives. Your goals must go beyond personal success; they should reflect your desire to influence and lead others positively. When your goals are rooted in both personal fulfillment and a broader impact, they lead you somewhere more meaningful. Seek clarity with these questions: Think about a corporate manager who climbs the career ladder for years, only to find they've been scaling the wrong one. Through introspection, they can reassess, interrupt and pivot their goals to reflect on the work that truly fulfills them. Leadership isn't just about moving up; it's about moving forward with intentionality and purpose. When you align what you do today with your aspirations for tomorrow, you build a career that feels energizing and meaningful. Self-awareness separates good leaders from great ones. Yet so many people are placed into positions of responsibility before they've fully understood their strengths, limitations, and capacity for growth. A CareerBuilder study found that 58% of managers were never trained for their first leadership role, leaving them ill-equipped to confidently face challenges or play to their strengths. Through career introspection, you gain the clarity to identify and leverage your strengths while addressing opportunities for growth. But it's more than recognizing what you're good at. It's about situational awareness, adaptability, and leveraging your skills to meet the unique challenges of any given moment. Consider these questions: For example, consider that someone with exceptional strategic thinking skills who struggles with execution might need to delegate operational tasks while focusing on crafting big-picture initiatives. This isn't about avoiding weaknesses; it's about leading with self-awareness and knowing when to seek collaboration. When you deeply understand yourself, you can move from being merely competent to becoming an invaluable contributor. Burnout is a modern epidemic. Motivation doesn't come solely from better time management or fewer responsibilities; it happens when your daily actions connect with your deeper purpose, and external pressures give way to internal drive. Give yourself the space to consider: For example, picture a healthcare professional who became overwhelmed by the demands of patient care. Through reflection, they might reconnect with their core motivation for helping others heal, which can inspire them to focus their energy on projects and collaborations that align with that passion. When motivation is rooted in purpose, it transforms into a lasting force that fuels your actions and inspires others. Employees who find purpose in their work are more engaged, proactive, and loyal. But purpose isn't just about an abstract sense of meaning. It's about actionable impact. Purpose is deeply connected to leadership and service. You aren't just working for yourself; you're contributing to a larger cause, whether it's improving your industry, serving your community, or mentoring future leaders. Pause and reflect: Imagine an executive who moves beyond focusing exclusively on quarterly profits to support sustainable initiatives or community-forward programs. When their purpose becomes part of their professional goals, work transforms from a transaction to a legacy. Purpose clarifies and elevates your professional impact, helping you turn your career into something timeless. Only 19% of professionals feel satisfied with their work. Yet in my experience, so many of those unsatisfied individuals fear making bold moves. Fear keeps them rooted in careers that no longer serve them, perpetuating discontent. But introspection provides clarity and conviction. When you deeply understand yourself, bold choices stop feeling risky and start feeling inevitable. Challenge yourself with these questions: Reflection helps you discover immense courage, whether pivoting to a new industry, starting a business, or taking steps toward leadership you never previously pursued. Those bold actions, fueled by authentic self-awareness, don't just serve you; they inspire those around you. Career introspection isn't just an event; it's a dynamic process of aligning your work with your deeper sense of purpose. When you reflect on what truly drives you, you uncover the clarity needed to lead authentically and create enduring impact. Ask yourself not just what you aim to achieve, but what mark you want to leave behind. What values will define your legacy? These reflections hold the key to leading with intention and living a career of significance. The answers are within you; the question is, are you ready to listen?
Forbes
24-03-2025
- Business
- Forbes
The Real Career Power Play Is Developing Soft Skills
Strong soft skills empower professionals to lead with empathy, navigate change and build ... More high-performing, resilient teams. Often undervalued or overlooked in favor of technical expertise, soft skills are increasingly essential in every profession. From entry-level careers to the C-suite, mastering soft skills opens up leadership opportunities. Soft skills influence how you lead teams. According to a LinkedIn Global Talent Trends report, 89% of recruiters say that when a hire doesn't work out, it typically comes down to a lack of soft skills. Additionally, employers increasingly look for emotional intelligence and communication over technical credentials alone. As the CEO of Tilting Futures, Erin Lewellen is accustomed to change and the skills it takes to lead through it. Formerly known as Global Citizen Year, the organization rebranded and expanded its mission in 2022 to create immersive learning experiences that prepare young people to become globally engaged leaders. Under Lewellen's leadership, Tilting Futures has focused not only on what students learn but also on how they grow, particularly through the development of soft skills. 'Every single high-stakes business situation I can think of absolutely requires adept deployment of soft skills,' Lewellen states. She emphasizes three areas as critical for today's up-and-coming leaders: The ability to professionally disagree is a powerful tool, especially for those wanting to secure a leadership role. It's not about constantly compromising; it's about engaging in constructive conversations even when opinions differ. Leaders who master this skill are able to challenge assumptions, test ideas and arrive at better decisions without damaging relationships. Lewellen notes that disagreeing well is more than just managing conflict. It's about showing respect while challenging ideas. 'When a leader can disagree with her team in a way that shows fundamental respect for the team and for the goal at hand, all ships rise,' she explains. This skill, rooted in emotional intelligence and trust, is increasingly valued by employers who recognize that innovation depends on diverse perspectives and open dialogue. How to develop it: Erin Lewellen, CEO of Tilting Futures, is creating opportunities for younger generations to develop ... More a diverse leadership style. Adaptability is key to both personal resilience and organizational success. This trait involves the willingness to shift approaches and remain open to new ideas. Adaptable leaders pivot when circumstances demand it. They anticipate and prepare for change. This mindset allows organizations to stay competitive. This skill set is another trait Lewellen sees as non-negotiable. 'We don't live in a linear, slow-paced world,' she says. During the COVID-19 pandemic, Tilting Futures had to pivot dramatically. Rather than closing its doors, the team launched new programming that met the moment—growing its reach and impact. 'Had we become too attached to our original, single story, we would have missed opportunity in ways we hadn't yet imagined.' How to develop it: Strong decision-making requires critical thinking. Leaders who make sound decisions can solve complex problems, balance risks and move forward with clarity. Importantly, they also know when to involve others and when to lead decisively. Decision-making, often overlooked as a soft skill, is the thread that ties it all together. Lewellen believes well-informed decisions come from unpacking problems strategically and understanding stakeholders. 'This skill encompasses so many others like empathy, creativity and collaboration,' she reflects. How to develop it: Lewellen practices these skills herself and coaches her team to do the same. She fosters a culture where leaders are encouraged to ask difficult questions, share context freely and let ideas develop over time. She urges, 'Put the idea on the table and discuss—and disagree, please disagree—so we make the best possible decision together.'
Gulf Business
08-03-2025
- Business
- Gulf Business
Insights: Supporting female leaders, local talent for future success
Image: Supplied It is often said that history never stands still. This rings particularly true considering data from the World Economic Forum, which predicts a staggering 23 per cent of jobs will change within the next five years, with a remarkable 44 per cent of workers' core skills being disrupted by technological advancements. Emerging technologies like artificial intelligence (AI) and automation are bringing about this rapid pace of change, which is transforming the nature of work and the skills required to thrive in the modern economy. However, many organisations are not responding quickly enough to these challenges. Mercer's Global Talent Trends (GTT) Report 2025 shows that only 28 per cent of organisations globally are regularly using generative AI, despite its transformative potential to streamline processes, enhance decision-making, and unlock new avenues for growth. More so, HR leaders at these companies do not believe that AI has fundamentally shifted their business models yet, suggesting a concerning lack of preparedness for the impending disruptions. The good news is, as always in times of change, a world of opportunity awaits organisations and nations that can successfully navigate these challenges. Proactive risk management and a concerted effort to capitalise on the benefits of technological disruption are crucial for organisations to thrive in the rapidly evolving business landscape. Focusing on people As 2025 is now in full swing, with ambitious plans on the business agenda, organisations have an opportunity to reflect on their most valuable asset – people. These agendas are a moment in time when it is vital to seize new opportunities amidst the array of challenges and uncertainties that exist. Investing in talent that can harness the full capabilities of AI and other emerging technologies is a critical factor in propelling economic transformation and growth. By fostering innovation and creating new career opportunities, these technologies are shaping the jobs and skills of the future. In the Middle East, more than 50 per cent of the local youth population in the GCC is under the age of 25. This demographic also includes a significant population of tech-savvy young women known for their early adoption of technology, which creates a fertile ground for the next generation of female leaders. In view of this year's International Women's Day theme 'accelerating action' it is crucial organisations ensure they continue to invest in upskilling women so they can fully participate in the future of work. Research consistently shows that women are less likely than men to believe their skills are relevant for jobs they haven't done before. This was a significant issue during the COVID-19 pandemic when the sudden shift to remote work meant organisations needed to change how they find and develop talent to avoid missing out on valuable talent. These issues persist according to Mercer's Global Talent Trends ( report and Inside Employees' Minds research, which indicates that women are less likely than men to believe their managers are invested in their careers (68 per cent versus 75 per cent). Additionally, women often bear the brunt of childcare and domestic responsibilities, making flexible work arrangements such as remote work and flexible schedules more appealing to them (52 per cent versus. 45 per cent for men). Organisations everywhere, and particularly in the Middle East, must consider all these factors when deciding how to find, develop, retain, and empower top talent to avoid missing out on valuable growth opportunities. Leaders must leverage these values and preferences to future-proof their businesses and align with the leadership approaches and work styles favoured by the next generation of professionals. Read: Embracing change, supporting female talent In the Middle East, we are fortunate that countries like Saudi Arabia and the UAE remain optimistic in the face of global challenges, distinguishing themselves with a positive attitude that sees potential on the other side of obstacles. This willingness to embrace change is an essential quality for navigating the rapidly evolving business landscape of the 21st century. The commitment to fostering a culture of empowerment is evident in various government initiatives and policies across the region. Both Saudi Arabia and the UAE have national agendas that focus on social, economic, investment, and development aspects, while also emphasising the empowerment and leadership of women in all fields to achieve these goals. Women who are equipped with in-demand skills will be well-positioned to help drive this transformation, taking on new roles, advancing their careers in the digital economy, and contributing to the region's ongoing technological transformation. This will not be a straightforward process in practice. The Mercer Marsh Benefits People Risk 2024 report highlights organisations in the UAE face a range of employee-related risks, from technology disruption to workforce practices that may no longer be fit for purpose in the digital age. One key concern is the mismanagement of AI, with 48 per cent of UAE respondents worried about employees' over-reliance on AI-generated content without proper verification or oversight. With this in mind, businesses in the region have an opportunity to collaborate with leaders across their organisations to develop a comprehensive understanding of AI's advantages and risks, evaluate potential scenarios, and build a digital-first people strategy that aligns their workforce with the demands of the future. So, as we reflect on International Women's Day 2025, let us commit to accelerating action, where women are continually empowered to learn new skills, embrace AI and other technologies and are encouraged to lead. By doing this, the Middle East can continue to position itself as a global leader in innovation, entrepreneurship, and sustainable development, paving the way for a brighter future for generations to come. The writer is a career business leader at Mercer Middle East.
