- "In the last 20 years our business has changed considerably…and as the focus of our business has changed, Bird Luckin have moved with us."
Alex Tanner, George Tanner (Shalford) Ltd
- "Bird Luckin has looked after us incredibly well for over 60 years, they are pro-active and innovational - meeting all our needs to help us achieve our aims."
Richard Stubbings, Cliffords Limited
- "I can honestly say that Bird Luckin are the best firm of accountants and auditors I have ever dealt with - and I don't say that lightly!"
Colin Webb, Walthamstow Stadium
- "It's important for us to know that we will always be able to contact the right people to give us the right advice and support."
Jane Bennett, Bennetts Funeral Directors
- "Although we deal mainly with one Partner … we also know that if we need to contact someone else who is a specialist in another area, we can get the advice we need quickly and easily"
Jeremy Ruggles, J.S. Wright & Sons Ltd
- "Bird Luckin got us to a stage which would have taken us months - if not years - to reach on our own, and they got us there in a matter of weeks"
Matthew Sullivan, SNC Ltd
- "You can be a good accountant, but if you don't have an understanding of the industry it can be very difficult. "There are two or three people we have regular contact with at Bird Luckin who know our business well, and it makes a difference.""
Robert Church, W A Church (Bures) Ltd
- "The work which Bird Luckin has done for Boddingtons over the past few months has helped shape our future direction for the better."
John Warner, Chief Executive, Boddingtons Ltd
- "Bird Luckin has acted for us since our inception 10 years ago. They have a very 'can do' yet highly professional attitude - we are very appreciative of their support and advice over the years."
Marlon Fox, Outlook Property Ltd
Getting the most out of job interviews
Most jobs are offered on the basis first of a candidate's CV and application letter and then on the outcome of an interview.
It is as important for an employer to plan for an interview as it is for the applicant. This is because an employer will need to identify the best possible person for the position from, perhaps, a number of candidates who, on paper at least, may seem to share many of the same qualifications, qualities, experience and skills.
Whoever conducts the interview - it is useful to have at least two people asking the questions if only to help produce an objective assessment of the various candidates - should have a precise knowledge of exactly the person the business is looking for.
The selection process should draw up a list of a number of interviewees - a minimum of at least three or four - so that the interviewers will have reasonable scope for comparing and contrasting individual applicants.
Depending on the nature of the position, an interview duration of between 30 minutes and an hour should provide enough time in which to glean the necessary information and insights without revisiting the same ground.
If more than one person is conducting the interview it may be sensible to allocate the subjects or questions between them.
When preparing questions, start with the candidate's CV or application form. Identify areas that need to be expanded upon or that suggest particular strengths (or weaknesses). Shape the list of questions so that the interview covers all the topics that need to be explored: the candidate's background, their skills, their suitability for the post and their ambitions.
Questions should encourage the interviewee to talk as much as possible and should, therefore, require explanatory or descriptive answers. Such questions may include: why did you apply for this position? what did your previous job involve? what achievements are you particularly proud of? how do you see your career developing?
From the answers, the interviewers will be able to make judgments about what the candidates choose to draw attention to and what they choose to downplay or omit. A comprehensive range of questions will give the interviewers a clear idea of the candidate's experience, capacity for honest self-analysis, goals and understanding of the needs of the post for which they are applying.
But do not ask questions that may be discriminatory. Not only may the business lose out on the best candidate, it may also invite charges of unfair treatment. It would breach the rules on sex discrimination if an interviewer were to ask questions of a woman - perhaps about her family life - that were not also asked of any male applicants.
The interviewers should also be ready to answer any of the questions that the candidates themselves will ask about the position and the business. The sort of questions an interviewee may ask will say a lot about the level of their interest in the job and the amount of research they have taken the trouble to carry out in advance of the interview.
Before the interview
Care should be taken over the welcome each candidate receives on their arrival as the business will also want to create a good first impression. This will involve briefing the receptionist, laying on refreshments and making sure that interviewees with special requirements are catered for.
The interview room should be well presented, and the interviewing timetable managed efficiently. There should be no interruptions during the interviews.
The more comfortable a candidate is made to feel, the more likely it is they will give a good and accurate account of themselves.
After welcoming the candidate, the interviewer should introduce himself or herself and any other people in attendance, set out briefly the course the interview is to take and describe how the position on offer relates to the business.
Always give candidates enough time to consider and answer the questions. Follow up prepared questions with those that are prompted by the answers and information offered by the candidate.
Once the candidate has been given the chance to ask questions of their own, conclude the interview by explaining what happens next in the selection process - whether there are to be tests or second interviews - and when the candidate can expect to hear of any decisions.
Particularly strong candidates may be asked if they are still interested in the position. Thank each person for attending.
Written records should be made of the process after each interview. The notes should detail only what was said during the interview and how the selection decision was made. They should not be a record of the interviewer's attitudes towards the candidates.
An interviewee who goes on to lodge a complaint with an employment tribunal about the way they have been treated in an interview can request copies of any notes made during that interview.
The only personal data an employer may retain after an interview is information that still has a direct bearing on the selection process.