Role Description Role Title: Accounts Team Leader Directorate

Role Description
Role Title:
Accounts Team Leader
Corporate Services
Bircham Newton
Reports to:
Senior Financial Accountant
Role Purpose:
(This should be a single sentence which describes why this role exists and its contribution. It should be
specific to the role in question and not a general statement which might apply to a number of varied
 To be accountable to the Senior Financial Accountant for the day to day management of the
Accounts Receivable and Payable section in respect of all its operations in accordance with CITBConstructionSkills policies and procedures.
Role Accountabilities:
(Role Accountabilities are statements of the ‘deliverables’ required of a job. They answer the question
‘What are the main areas in which a job holder must get results in order to achieve the Role Purpose?’
They are presented as a series of one-sentence statements. Each statement relates to a separate end
result that must be accomplished within the role. These should be wider than a list of tasks or activities.)
 Line management responsibility for the Accounts Payable and Receivable staff and control of the
Accounts Payable and Receivable functions
 Manage and maintain an efficient credit control and debt collection function, setting and reviewing
credit limits, monitor the effectiveness of debt collection procedures to maximise cash collection and
minimise bad debts. Liaise with relevant customers and CITB-ConstructionSkills departments to
ensure the effective operation of the Section.
 Manage and maintain an efficient accounts payable function, ensuring that all undisputed invoices
are paid within agreed terms, and liaising with relevant vendors, CITB-ConstructionSkills
departments/offices to clear disputed invoices for payment or credit as required.
 Ensure the accurate and timely processing of sales and purchase invoices, credit notes, expense
and imprest claims and other documents
 Accurately maintain customer and vendor accounts on the accounts receivable and payable ledgers
respectively and ensure monthly reconciliations of control and suspense accounts are carried out
within the agreed month end timetable. Ensure that all adjustments are effected as necessary.
Liaise with the Cashiers’ Section regarding cash allocation.
 Regularly review ledger balances and identify bad debts and write them off in line with the agreed
 To write, review and maintain quality procedures
 Produce monthly Management Information reports and payment statistics for the purpose of
monitoring payment and debts collection performance, as required.
 Comply with the Financial Procedures Manual and implement internal/external audit
recommendations as necessary.
 Ensure that all correspondence and telephone calls are dealt with courteously, expeditiously and
 Represent the Section on matters associated with these responsibilities and where appropriate
deputise for the Senior Financial Accountant.
Role Description
Business Impact:
(Level of business responsibility; business/functional/departmental strategy. Include an org chart of
where the role sits within the organisation. Key performance measures; which measures does the role
directly / indirectly impact? Financial responsibilities; setting / owning budgets, revenue generation,
controlling costs. Reporting requirements.)
 Recommend/implement credit limits based on research/experience
 Prioritise and pursue outstanding debts
 Identify and write off bad debts
 Where necessary, agree settlement plans with customers
 Follow up and seek resolution to complex customer/vendor queries referred by the team
KPIs managed – debtor days, creditor days, % paid within terms, timely processing of supplier invoices
People Management/Team Leadership:
(This covers people and team leadership responsibilities, how many people and what type of role.
Include an org chart/full details of the role’s direct or ‘dotted line’/indirect reports.)
 Direct line responsibility for one senior clerk and six account controllers
 Manages their performance and seeks to improve their efficiency, allocating responsibility
 Structures and manages their personal development to ensure that their skills meet company and
individual objectives
 Manages staff in accordance with ConstructionSkills policies and procedures.
 Reviews departmental structure and proposes changes as appropriate.
 Carries out Performance Planning process.
 Carries out on-the-job coaching and support.
 Devises and implements staff training plans.
Knowledge, Skills and Experience:
(Knowledge, skills and experience needed to perform the role effectively. Is the role focussed on one
particular subject or across a number of subjects, one particular department or across departments,
internally only or externally – such as knowledge of a particular industry or specialisation. Are there
particular activities that must have been experienced, qualifications attained or professional
memberships required?)
 Educated to A level standard or equivalent with a minimum of 3 GCSEs including English and Maths
 AAT or ICM membership an advantage
 Experience of managing a small team
 Significant AP/AR experience
 General accounting knowledge
 Use of computerised financial systems
Role Description
(Key interfaces/contacts, internal and external. Complexity of communication – providing information,
persuading, influencing, negotiating, on what subjects and to whom. Level of key external and internal
 External suppliers (query resolution)
 External customers (debt management)
 Internal CSkills departments (query resolution, sharing best practice)
 Managers at all levels (expenses)
 Directors (problem escalation, expenses)
 External and Internal auditors
Decision Making:
(Decision making; what key decisions have to made, when, how often. What is the potential impact of
the decisions made on the business, i.e. does the role have the capacity to make decisions that will
shape the direction of the department, directorate, overall organisation or industry?)
 Whether a customer should be credit or cash
 Short term increases in credit limits
 Economic viability of credit accounts
 Pay/don’t pay for vendors taking account of HM Treasury guidelines
 Dispute resolution
 Timing of payment runs
Change Management:
(The impact of the role on changing business requirements/challenges. Complexity and level of problem
solving; are the answers readily available in work instructions / policies / procedures or is the role
required to develop new solutions / initiatives / strategies for a variety of problems / situations etc; what
investigation is required; where can information be found?)
 Continually reviewing existing procedures and systems and identify enhancements in order to
maximise efficient use of resources.
 Resolution of complex queries
 Identify and share best practice in AP/AR throughout the organisation
 Effective allocation and up-skilling of scarce resource to ensure day to day requirements are fulfilled
 Interpretation of Corporate policies and communication throughout the wider business
Key Competencies
(The main competencies that are required to be evidenced to be successful in the role, ideally 3 or 4.
Further details of the Competency Framework are on the Hub at ‘Career Development’ under ‘How we
do it’ or discuss with your HR Manager.)
 Strategic awareness - advanced
 Courage and conviction – core
 Curiosity – advanced
 Impact and Influencing – advanced
Role Description
Building capability - advanced
Special Conditions/Other Requirements:
(Any particular conditions associated with the role, e.g. travel requirements, working arrangements? Any
other requirements in the role not already covered above?)
Role Description
For use by Role Evaluation panel
Contribution Factors:
Functional Knowledge
Knowledge of functional work and activities; function complexity
Business Expertise
Organisational as opposed to technical expertise
Nature and breadth of leadership
Problem Solving
Mental agility in analysis, judgment and decision-making
Nature and area of impact Overall level of responsibility and area of impact within the organisation
Interpersonal skills
Role Evaluation:
Level and type of ‘people’ skills
Band: Management / Professional
Grade: E