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The job market for Chartered Accountants at all levels will be a combination of positivity, optimism and caution. While overall the sentiment is positive, recruitment in some areas is moderating in response to cost-efficiency pressures and business transformation. That said, overall, the demand for Chartered Accountants is predicted to remain strong. Some employer will continue their journey of adapting their approach to traditional hiring models, focussing on the acquisition of specialised skills and investing heavily in talent pipelines to secure the next generation of Chartered Accountants. For job seekers and employers alike, understanding these trends is essential to staying competitive in an evolving market.   There will continue to be uncertainty in relation to global economy and geopolitical conditions, however, to date employers continue to prioritise hiring experienced finance professionals capable of driving governance, transformation, and strategic financial performance. The job market for Chartered Accountants is proving to be resilient including at the newly and recently qualified level and the outlook overall is positive.  What sectors are recruiting  Professional services & corporates Large professional services firms and international practices are continuing to hire finance, accounting and advisory talent across all areas of their business in Dublin and regionally. Large corporates and multi-nationals are continuing to recruit after a brief hiatus related to the concerns in relation to the impact of potential tariffs.   SMEs and small medium sized practices  The outlook in these areas is positive also with sustained recruitment activity across practice and industry.  Where will the roles be located  Dublin  Dublin continues to be a central hub for options, particularly in Technology, Financial services, Shared Services, and Life Sciences and pharmaceuticals.  Regional growth  We expect to continue to see increased levels of hiring across practice and industry regionally during 2026 following a pick-up in 2025. This includes within the SME and indigenous sectors.  Northern Ireland  Belfast remains active, driven by professional services, manufacturing, public sector reform and continued growth in Tech and Fintech. Northern Ireland’s public sector continues to offer strong opportunities at senior finance levels due to ongoing transformation initiatives.  Global opportunities Irish Chartered Accountant continue to be highly sought after worldwide, with roles available in the UAE, Australia, Canada, the US, and the Cayman Islands  Salary trends  After years of inflation-driven increases, salary growth is likely to continue to stabilise in 2026, especially for entry to mid-level positions. This is the case in ROI and NI. However, experienced Chartered Accountants with specialist skills in the areas of financial planning & analytics, business transformation and automation will continue to command premium packages.  Bonus structures will remain attractive and will be aligned with company and personal performance in many instances. Comprehensive and flexible benefits packages will remain to attract and retain top talent.  It is worth noting that pay expectations will continue to be tempered by hybrid working flexibility rather than driven solely by base salary with candidates prioritising flexibility and work-life balance over financial considerations.  Hybrid and remote working  Hybrid models are now the norm with many qualified accountants expecting to work from home at least some of the time with most spending 2/3 days in the office. Despite the increased focus on a return to the office for the most part hybrid working remains the approach adopted by many organisations.    Skills in demand  Leadership capability continues to be one of the most sought‑after skillsets particularly for those seeking to advance their careers and who are managing and developing growing finance teams and businesses.  Communication and stakeholder engagement skills remain key differentiators for senior candidates.  Technical competence in audit, tax, governance, compliance and complex reporting remains essential in both practice and industry roles. Strong monthly and quarterly reporting discipline continue to be critical for organisations navigating uncertain conditions in 2026.   Data and digital skills including Power BI, automation tools, ERP expertise and system literacy are increasingly required due to the developments in IT, AI and automation.   Business transformation experience, especially in process optimisation or finance function redesign, is in high demand as is experience of managing projects in these areas.  Interview and recruitment trends  Interviews will continue to be a combination of virtual and in-person meetings with the initial screening process most likely to be conducted online followed by a more detailed in-person interview. AI is also being incorporated into recruitment processes including AI screening and structured assessments to help employers with their evaluation.  Competency based interviews are being used across organisations small and large and are pivotal in focusing on leadership behaviours and demonstrating impact.  Timeliness for interview processes have become more protracted in recent times with hiring managers being more discerning in terms of the selection process. This is a trend that is likely to persist in 2026.   Conclusion  The outlook for the jobs market for 2026 is positive with opportunities arising for Chartered Accountants at all career stages. To remain competitive members will need to remain up to date with market developments including recruitment trends and the skills requirements of employers which are evolving inline with market developments.  

Those aiming for leadership positions can benefit from the experience of those who went before them, writes Executive Head of Member Experience Karin Lanigan.   Mentoring is certainly not a new concept; however, it is one that has been receiving increased attention in recent years within the Chartered community. The benefits of mentoring are acknowledged, and these benefits were resoundingly highlighted during a recent panel discussion event for members was hosted by the Ulster Society: “Leading with Purpose”, during which leadership and the important role of mentoring to its development were discussed. Joining me on this panel were Jackie Henry MBE – UK Managing Partner of People and Purpose, Deloitte, Sir David Sterling KCB – retired Head of Northern Ireland Civil Servant and current Non-Executive Director of various boards and trusts, Tracey McCaig – Chief Operating Officer, Department of Health’s Strategic Planning and Performance Group (SPPG), Beth Lyttle –  Chartered Accountant at Northern Ireland Audit Office, and it was chaired by Jo Scott – Broadcaster with BBC NI. "The hindsight of a mentor can provide invaluable foresight" During the lively discussion, it was agreed that being in a leadership role can sometimes be a lonely place. In this situation, the benefits of having a mentor can really come to the fore. Being able to reach out and leverage the lived experiences, advice, insights and support of a mentor can help you deal more effectively with challenges, career pivots and generally enhance your career trajectory.  It was also noted that mentors are not only a useful resource during the big moments, but they are also a helpful sounding board for day-to-day aspects of your career and life dilemmas. There is significant merit in gaining support and advice from someone who is more experienced and has most likely lived through similar situations. In other words, the hindsight of a mentor can provide invaluable foresight. Among the panelists , the consensus was that selecting or being matched with the most appropriate mentor for you personally is essential in forming this dynamic and collaborative relationship. There must be a connection and chemistry there which is then underpinned by trust, confidentiality, respect and open communication. We reminded the audience that a mentoring relationship can be formal or informal and it’s definitely not the case that  one size that fits all. We also pointed out that both parties shouldn’t be prescriptive in terms of the duration of the relationship as they can tend to naturally run their course. Confidence-building and moving out of your comfort zone Developing a relationship with your mentor is an investment in your career and personal development, particularly if you want to accelerate your career and take on more senior roles and lead with purpose. Leadership doesn’t happen in isolation. With the backing and support of a mentor you can develop your leadership skills more effectively and build your self-confidence. Our panel openly outlined how they have all had their challenges with the ‘impostor syndrome’ where they doubted their abilities and were riddled with a lack of self-confidence. On these occasions having a mentor to reach out to for support, compassion, advice and new perspectives was transformational.   To truly benefit from a mentoring relationship, you as the mentee need to be willing to be comfortable with being uncomfortable. In other words, you need to be prepared to push yourself outside your comfort zone, accept feedback and push boundaries. When you get to this point, the benefits of mentoring can be truly experienced and enjoyed. In terms of practicalities, scheduling your mentoring meetings at a time that works for you is essential to their success. You need to set aside time where you can focus on the conversations and have adequate time to plan what you want to achieve from the engagement with your mentor. Taking this approach is only fair to the mentor too who has given their time to support you. Overall, mentoring was highlighted as a valuable support system, helping members and aspiring leaders to overcome challenges, build confidence, and accelerate career growth by leveraging the experience and advice of more seasoned professionals. Learn more about mentoring For any members who are interested in offering their time to an aspiring Chartered leader, or members seeking a mentor, me and my colleagues in the Institute’s careers and recruitment service would be delighted to talk to you. You can learn more about the service here. Karin Lanigan is the Institute's Executive Head of Member Experience. She has also managed the Career and Recrutiment Service. Karin holds a Masters in Personal and Management Coaching from UCC 

Clare Murphy trained in EY in Waterford and spent some time in the earlier stages of her career in Sydney before moving back to Kilkenny and more recently has been based in Cork. Having progressed in her career over the years, she is excited to continue her career journey back in Sydney where she has two siblings and plans to return this autumn. Clare returns to Australia at a more advanced career level and has already started leveraging the strong network of members there. We caught up with Clare during her preparations. 1. Where did you grow up and where do you live now? I grew up in Wexford before moving to Bunmahon, Co. Waterford midway through my childhood. More recently, I have been living and working in Cork, though I will be returning to Sydney at the end of October. I studied Commerce International with German at University College Cork, which included an Erasmus year in Konstanz, Germany. After graduating, I began my training with Chartered Accountants Ireland, working with EY Waterford for three and a half years. Following that, I moved to Sydney where I gained nine months of international experience before returning home to live and work in Kilkenny for 18 months. This past year I’ve been based in Cork, continuing to develop both professionally and personally, while preparing for the next stage of my career back in Australia. 2. What made you choose to become a Chartered Accountant? And if you weren't a Chartered Accountant, what do you think you would like to have been? I always loved working with numbers and enjoyed maths and accountancy in school, so that was telling enough. I was also interested in engineering, architecture or lecturing (I love the academic world). Or perhaps I would have thrown my hat at anything sports-related! 3. Can you tell us a little about how you got to where you are today – both the geographical relocations and career path. I’ve always been quite active — growing up I played camogie competitively in and for Waterford, and more recently I’ve turned to running, which has fitted in well with living all over Ireland and in Sydney, a city that thrives on an active lifestyle. My professional journey started in financial audit with EY Waterford, before moving into financial consulting with EY Dublin. That mix of audit and commercial exposure gave me a really solid grounding in accountancy, and it was the perfect base for moving into more analytical and commercially focused roles. From there, I took on an FP&A role in Sydney, which sparked a career path I’ve loved. Since then, I’ve worked across FP&A, finance business partnering and finance manager roles. These roles have combined not only analysis, forecasting and commercial awareness, but also leadership, project delivery, and working with a wide range of stakeholders to influence decisions and drive improvements. It’s been a varied path, but the common thread has always been using financial insight to add value to the business. 4. What do you value most about your membership of the profession and how do you think those benefits can be used to support the economy and society?  For me, the real value of the profession is the credibility and global recognition it brings. The CA qualification has enabled me to build a career that has taken me around Ireland and across the world — with Australia being a choice I was able to make because of the strength of the designation. It has given me the confidence to work across industries and countries while staying connected to a strong professional community. Beyond individual careers, the profession supports the economy by driving better business decisions, stronger governance, and growth. And on a societal level, it creates a community of people all over the world who share the same standards, values, and commitment to transparency. That sense of trust and connection is more important now than ever in supporting both businesses and society as a whole. 5. As a member that has lived away from Ireland, returned and is on the move again, can you talk to us about how your membership has been of value to you here and living overseas?  As I mentioned, I have a network and community I can link in with again. In addition, the Institute teams are always open to connecting members and assisting members across a variety of career paths. 6. What were the most significant/noticeable differences you encountered doing business and networking away from home and back in Ireland?  Away from home, I found that having connections was vital — in Sydney, even a small network made a big difference when starting from scratch. Networking there is fast-paced and often happens outside formal settings, so leaning on those relationships was key. Back in Ireland, it feels easier to build connections on your own. The community is smaller and very interconnected, which means relationships grow more naturally and often overlap between personal and professional circles. I’m really looking forward to going back to Sydney and building on my network — there’s a strong connection between Ireland and Australia, and I’ve already reaped the benefits of it, so it will be great to nurture that further.