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Accounting and People
Finance recruitment and HR consulting in Ghana
We can test whether they can actually do the work.
Finding finance and operations staff who can do the job, including a technical assessment set and marked by our own accountants. Plus employment contracts, handbooks and performance frameworks compliant with the Labour Act 2003 (Act 651).
Request a recruitment brief All accounting and peopleThe problem with recruiting a finance person is that the people assessing them usually cannot assess them. A recruiter can screen a CV and check references. They cannot tell whether the candidate can actually prepare a reconciliation or compute a capital allowance.
What we add
A technical assessment relevant to the role, marked against a rubric by people who do the work. It is the single most predictive thing you can do, and it is what we would want if we were hiring the person ourselves. Combined with a structured interview, it beats an unstructured conversation by a considerable margin.
The HR side
Employment contracts and handbooks that comply with the Labour Act 2003 (Act 651), performance management frameworks that are actually used, salary benchmarking, and disciplinary process support. The documentation matters most at the moment something is contested, which is exactly when businesses discover they do not have it.
What we do not do
We are not a general recruitment agency and we do not maintain a database of candidates across every sector. We recruit in the areas we understand, which is finance, accounts, payroll and finance-adjacent operations. Outside that we will say so.
The Labour Act, which governs contracts and process
Assessment marked against a rubric, not a chat
Typical time to a placed candidate
Scope
What we do
Recruitment and HR are usually taken separately, though clients who use both get better outcomes from each.
Finance and operations recruitment
Role specification, sourcing, screening, technical assessment and structured interview support, through to offer and onboarding.
Technical assessment design
Job-relevant exercises marked against a rubric by people who do the work. Available on its own, for candidates you have sourced yourself.
Contracts and handbooks
Employment contracts, staff handbooks and policies compliant with the Labour Act 2003 (Act 651), written for your business rather than adapted from a template.
Performance and disciplinary support
Performance management frameworks, salary benchmarking, and support through disciplinary and grievance processes including the documentation that protects you.
Process
How a recruitment engagement runs
Structured, because unstructured hiring is where bad appointments come from.
Role specification
What the person will actually do, what they must be able to do on day one, and what can be trained. Written down before sourcing starts.
Week 1Sourcing and screening
Advertising, network, and screening against the specification rather than against a general impression.
Weeks 1 to 3Technical assessment
A job-relevant exercise, identical for every candidate at that level, marked against a rubric.
Weeks 3 to 5Structured interview
With your team, using questions and scoring agreed in advance so candidates are compared on the same basis.
Weeks 5 to 6Offer and onboarding
Offer support, contract, statutory registrations and the onboarding steps first hires most often miss.
Weeks 6 to 8Engagement
Fees, timing and who does the work
Fee basis
Fixed fee per placementAgreed before the search starts, with a replacement period. Assessment design available separately as a fixed fee.Who does the work
A manager, partner reviewedWith the technical assessment designed and marked by people who do the work.Timeline
Four to eight weeksFrom specification to a placed candidate, depending on level.Questions
Questions on recruitment and HR
Do you use personality tests?
Can you assess candidates we have found ourselves?
Do you recruit outside finance?
Are our employment contracts compliant?
Can you help with a disciplinary process?
Related
Read before you brief us
Next step
Tell us what the person needs to be able to do on day one.
That answer produces a better specification than any job description we could write from a title, and it determines the assessment.
Also under Accounting and People
Outsourced finance function
Bookkeeping, reconciliations, payables and receivables, and management accounts by working day five with a commentary on what moved and why. Run by qualified people, for a fixed monthly fee.
CFO services, one to four days a month
Part-time senior finance leadership: budgeting and forecasting, cashflow management, pricing and margin analysis, board reporting, and lender and investor relations. Typically one to four days a month.
Payroll processing and statutory filings
End-to-end payroll: gross to net, PAYE, SSNIT Tier 1 and Tier 2, Tier 3 where operated, benefits in kind, bonus treatment and expatriate staff. Payslips issued, filings made, and a review before submission rather than after an assessment.
Xero implementation and training
Migration from spreadsheets or a legacy system, a chart of accounts designed around how you report rather than around a default template, bank feeds and approval workflows, and training so the system belongs to you.
Finance team and executive training
Technical training for finance teams on IFRS, Ghanaian tax and month-end reporting, and executive sessions for boards and management on the figures they are asked to approve. Built from your own reporting and delivered by the people who do this work every day.