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In this extract from his book Networking Matters: The Power of Human Connection, author Kingsley Aikins explains the importance of relationships and trust in a changing world. Former British Prime Minister Harold Macmillan was once asked what he considered the greatest challenge for a statesman and replied, “Events, my dear boy, events.” In the past, people’s lives were more predictable. However, now we live in a rapidly changing business environment where technology and globalisation are wiping out whole industries, disruption is the norm, and networks are increasingly important. Professor Anne Marie Slaughter, the first woman to serve as Director of Policy Planning in the US Department of State, has written extensively on networking and stated: “The information age is over. We now live in the networked world. In the networked world, the measurement of power is connectedness. We are moving from the vertical world of hierarchies to the horizontal world of networks. The 20th century was a billiard ball world with countries colliding off each other in military and economic conflict. Now we live in an interconnected world. Key is centrality in a dense global web. In this world, the state with the most connections will be the central player able to set the global agenda, unlock innovation and sustainable growth. The global economy is increasingly driven by networked clusters of the world’s most creative people. Only the connected will survive. Networked power comes from the ability to make the maximum number of valuable connections. In the 21st century corporations, civic organisations and government agencies will increasingly operate by collecting the best ideas from around the world.” Disruption and change In today’s world of VUCA – volatility, uncertainty, complexity and ambiguity – technology is eliminating lower-skilled, entry-level jobs while steadily raising the skill level of new jobs. Creativity and innovation are replacing raw materials, labour and capital as the key source of economic value. We are seeing the emergence of stakeholder capitalism with issues such as climate change, sustainable development and economic inequality becoming factors in how companies see their role in and engage with the world. Impact investing and ESG (environmental, social and governance) issues are going mainstream.Arguably, artificial intelligence (AI) will be as transformative for us as the controlled use of fire for our ancestors and the impact will be enormous. New technologies, data and social networks are impacting how we communicate, collaborate and work. There is also an emerging awareness of the darker side of technology and a sense that global production and consumption systems are not fit for purpose. Change has always been with us but not at the same trajectory, pace and momentum. Trust in a changing world The technological changes will put a premium on relationships and trust. For centuries, we made things, but now 80% of work is in the service industry where relationships are paramount. In addition, the top-down, command-and-control structure is being replaced by teams of teams – circles are replacing pyramids – so interpersonal skills are critical. Also the traditional parental career advice – work hard, keep your head down, keep out of trouble and let your good work speak for itself – is wrong, and why? Because good work doesn’t speak – other people speak. In this new dynamic, employers want candidates to demonstrate their employability. They want well-rounded individuals who have shown their ability to learn new skills and openness to new ideas. They are hiring those with skills for today and those who will continuously gain new skills to make them relevant to future needs. This will come from a combination of academic study, volunteer work and sporting and social endeavours. The implications of these shifts are significant. There is less demand for obedient workers who will show up on time and follow directions. Now, the demand is for self-directed workers who can adapt and learn quickly, think critically and are strong communicators and innovators. “It is not the strongest of the species that survives or even the most intelligent but those most able to handle change.” Charles Darwin In the networked economy, information and knowledge are no longer sufficient. Everyone has access to a multitude of content via the internet and you can’t compete with what everybody knows and has access to. As you progress up the corporate ladder, it becomes more difficult to compete on individual competency. The key, then, is not content but the context that comes from your network regarding comments, advice, views and opinions. As people become more dynamic and mobile in their careers, building a diverse web of relationships and community connections becomes more important. Leadership is becoming less about the corporate hero in the corner office and more about collaborative teams who work together and complement each other. Kingsley Aikins is founder of The Networking Institute. His new book, Networking Matters: The Power of Human Connection, is published by Chartered Accountants Ireland.

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