HRreview Header

Big four accounting firms cut UK staff after pandemic hiring surge

-

Deloitte recently announced its intention to reduce its UK workforce by approximately 800 employees, attributing the move to slowing growth and economic uncertainty.

This announcement, however, is just one among several by the Big Four accountancy firms, which include EY, KPMG, and PwC, signaling a deeper underlying issue.

Industry insiders argue that these layoffs are not merely a response to a slowdown in growth but are influenced by a combination of factors. Recruiters and analysts suggest that the root cause lies in the extensive hiring spree that followed the COVID-19 pandemic. Additionally, fewer employees are leaving these consultancies due to rising interest rates and decreased external job opportunities.

These circumstances have led to an overstaffing issue, rather than indicating a prolonged downturn for these firms. James O’Dowd, founder of Patrick Morgan, a recruitment consultancy, succinctly stated, “The dynamic is relatively clear: they’ve overhired.”

 

HRreview Logo

Get our essential daily HR news and updates.

This field is for validation purposes and should be left unchanged.
Weekday HR updates. Unsubscribe anytime.
This field is hidden when viewing the form
This field is hidden when viewing the form
Optin_date
This field is hidden when viewing the form

 

 

Fiona Czerniawska, CEO of Source, a professional services industry advisor, draws parallels with the aftermath of the dotcom boom, where firms needed to downsize to align their workforce with the actual demand, which was still growing, albeit not as rapidly as hiring.

Variation across the market

Although the UK market’s demand has slowed, it varies across practice areas. For instance, merger and acquisition activities have dwindled due to increasing interest rates and economic uncertainty, reducing the need for specialists in company integration. Conversely, the demand for financial services consultants has grown modestly at 13 percent, while energy and digital consulting have seen more robust growth at 35 percent and 31 percent, respectively.

In light of these dynamics, the Big Four are approaching job cuts judiciously. EY is concentrating its cuts solely on its financial services practice, intending to trim 5 percent of its 2,300-strong workforce in that area. The firm also plans to create 1,000 new jobs in Northern Ireland over the next five years.

Deloitte, under the leadership of Richard Houston, has emphasised that its restructuring efforts are targeted, primarily affecting consulting, financial advisory, and risk advisory departments.

Redundancies will be on the rise

However, specialisation in the professional services market has made it challenging to move employees between practices as a traditional response to market fluctuations. KPMG, for instance, is striving to shift consultants between practices and has initiated a targeted redundancy exercise aimed at reducing 2.3 percent of its UK consulting staff (125 employees).

One contributing factor to these staffing challenges is the declining consultant attrition rate, with fewer employees leaving the firms each year. Observers link this decline to limited alternative job options for consultants, resulting in unanticipated growth in staff numbers.

Despite these internal staffing issues, many consulting markets globally continue to experience healthy growth, creating a potential risk of understaffing during an upturn. Ian Elliott, PwC’s Chief People Officer, emphasised the importance of focusing on stable growth and long-term investment rather than reacting too hastily to economic uncertainties. PwC, for now, has no plans for significant job cuts.

As the consulting industry navigates these complex challenges, industry experts caution firms to exercise caution in their workforce reductions, recognising the potential for rapid market recoveries.

Amelia Brand is the Editor for HRreview, and host of the HR in Review podcast series. With a Master’s degree in Legal and Political Theory, her particular interests within HR include employment law, DE&I, and wellbeing within the workplace. Prior to working with HRreview, Amelia was Sub-Editor of a magazine, and Editor of the Environmental Justice Project at University College London, writing and overseeing articles into UCL’s weekly newsletter. Her previous academic work has focused on philosophy, politics and law, with a special focus on how artificial intelligence will feature in the future.

Latest news

Middle East air disruption leaves UK staff stranded as employers weigh pay and absence decisions

Employers face complex decisions on pay, leave and remote working as travel disruption leaves British staff stranded in the Middle East.

Govt launches gender pay gap and menopause action plans to help women ‘thrive at work’

Employers are encouraged to publish action plans to reduce pay disparities and support staff experiencing menopause under new government measures.

Call for stronger professional standards to rebuild trust in jobs

Professional bodies call for stronger standards and Chartered status to improve trust, accountability and consistency across roles.

Modulr partners with HiBob to streamline payroll payments

Partnership integrates payments automation into payroll workflows to reduce manual processing and improve pay day reliability.
- Advertisement -

Jake Young: Strong workplace connections are the foundation of good leadership

Effective leaders are, understandably, viewed as key to organisational success. Good leaders are felt to improve employee engagement, productivity and retention.

AI reshapes finance jobs as entry-level roles come under pressure

Employers prioritise digital skills over traditional accounting as AI reshapes finance roles and raises concerns over entry-level opportunities.

Must read

Nick Sutton: From generic to genuine – personalising employee rewards across cultures

Rewarding diverse workforces, particularly across international regions, requires personalisation for programmes to be truly effective.

Natalie Richardson: How we did it: Getting line manager buy-in for Family Leave

Natalie Richardson, Inclusion and Office Operations Director, shares how the JTI UK People and Culture team successfully navigated the challenge.
- Advertisement -

You might also likeRELATED
Recommended to you