Being made redundant can naturally be a shock — professionally, financially and emotionally. While it can feel personal, redundancy is rarely a reflection of your professionalism, skills, competence, or potential. These decisions are made without any regard to the individual and are based on meeting certain company metrics. This document is designed to help you deal with or plan for a redundancy situation. It will provide you with helpful tips and advice that will enable you to approach your next career move with clarity and confidence. Additional careers resources can be found here to assist you with planning your next steps. We also have an ongoing webinar series which covers a variety of topics which might be useful at this time. Take time to absorb the news Understandably redundancy often triggers an urge to act immediately. Before making any major decisions, give yourself space to think. This can feel counter intuitive, but it is important to take time to absorb the news, regain composure and to consider your next steps in a calm and considered way. What NOT to do immediately Do not panic‑apply for roles as this can negatively impact your brand in the market. It can also lead to you accepting a role that is not the best fit just to get back working again. Do not undersell yourself or assume you must take a step backwards in terms of the level of roles you consider or indeed salary. Do not rush into a role you don’t want simply to “get back into work quickly”. Do not assume your career options are limited to your most recent job title. Do not isolate yourself— withdrawal can stall momentum and negatively impact your confidence. Taking time to absorb the news and reset is an important first step as you plan the next stage of your career.   Reframe what redundancy means It is important to remember that redundancy is about roles, structures and economics, not your professional value to an organisation. It is the role that has been made redundant and not you. Redundancy does happen and for some it can happen several times during their career. This can be an opportunity to reassess and look to change direction to what could ultimately be a more rewarding career with enhanced opportunities. Your Chartered Accountancy qualification is very much sought after in the market as are your skills and experience. You now have the potential to demonstrate your adaptability, flexibility, and resilience which will appeal to prospective employers. Having a gap between roles no longer has the same negative connotations and it is all about how you explain any gap and how you used this time. Get clarity on your overall career before starting the job search process Before applying for roles, clarify your focus. Ask yourself: What aspects of my previous roles did I enjoy and what motivated me? What do I want more (or less) of in my next role? How can I best utilise the skills and experience that I have and play to my strengths? Do I want to stay in the same sector, or explore something new or different? Am I open to contract, interim or part-time options? Gaining clarity will help build your confidence and ultimately save you time. Update how you present and promote yourself For some members, this will be the first time in a while since you have updated your CV and LinkedIn profile.   What to avoid Presenting an outdated CV that has no impact. Listing responsibilities and duties rather than impact and outcomes. Over‑explaining redundancy on your CV. Hiding your redundancy status and not updating the dates on your CV. Using a generic CV produced by an AI tool. What to do instead Focus on your skills, competencies, achievements and the value that you have delivered in your roles, including specific outcomes and metrics. Clearly articulate your transferable skills. Ensure LinkedIn reflects your strengths and career narrative and is consistent with your CV. Prepare a short, confident and authentic explanation of your redundancy for conversations and interviews. Seek advice and support with the preparation of your CV. (Available via the Institute’s Careers team) Leverage online resources to provide you with a CV template. Tailor your CV to each role you are applying for. Invest time in networking and reaching out to and building your connections. Be strategic about getting back to work Do Target roles that genuinely align with your experience and goals. Leverage and build your network. Reconnect with former colleagues, managers and peers. Speak to recruiters with a clear brief. Ask for introductions to recruiters where they come highly recommended. Prepare for interviews and seek support with this process. Again the Institute’s Careers team can assist here. Consider interim, project or contract roles as strategic options. Be realistic in relation to how long it can take to secure the right new opportunity. Do NOT Apply without tailoring your CV. Accept the first offer out of fear of not finding another option. Undervalue your experience and drop your salary expectations too low. Look after your wellbeing Redundancy can negatively impact confidence, self-esteem, and identity, especially in high‑performing professionals. Maintain routine and structure on a daily basis. Look after your mental and physical health. Stay physically active. Spend time doing things you enjoy. Don’t spend all your time job hunting. Talk openly with trusted people and ask for help Seek professional support if needed Keeping a healthy mindset is fundamental to ensuring your job search is a success. As a member of Chartered Accountants Ireland, you do have access to the Thrive Wellbeing Hub that provides access to emotional and wellbeing supports. Remember Redundancy is an event and will not define your overall career. What matters is how you approach the situation and how you show up Your qualification, experience and skills remain valuable The fit of your next role is important and that should be your priority, even if that means it takes longer to get back to work Very often members look back at a later stage and recognize that being made redundant was a turning point for the better Final thought Getting back to work successfully is not about rushing — it’s about making informed, confident choices that support your long‑term career and wellbeing. Chartered Accountants Ireland is committed to helping members navigate this transition with confidence. If you are facing redundancy or have been made redundant, please contact the Careers Team for confidential assistance with planning your next steps. You are not starting from scratch but building on a strong foundation. You are moving forward with experience, confidence, and the potential to add value in a new role.

Redundancy is never easy — professionally, financially, or emotionally. But while redundancy marks an ending, it can also signify the beginning of a more intentional, strategic, and fulfilling career chapter. Chartered Accountants Ireland is committed to helping members navigate this transition with confidence. This guide reframes redundancy from a setback into an opportunity and outlines how the Institute can support you in planning your next steps. Personalised career coaching to clarify your direction Redundancy often leaves people unsure about: Whether to stay in the same type of role Whether to shift into a new sector What roles they are truly qualified for How to position their skills in a changing market The Careers Team provides one‑to‑one confidential coaching to help you: Assess your strengths, motivations and transferable skills Identify new roles that match your experience Choose whether to pursue practice, industry, financial services, advisory, or something new entirely Map your short‑ and long‑term career pathway CV, LinkedIn and application support to help you stand out Many members last updated their CV years ago. Others feel unsure how to describe newly redundant status. We help by: Supporting you with the creating of a modern, impact‑driven CV that markets your value Updating your LinkedIn to attract recruiters and hiring managers Helping you tailor applications for the roles you want next Interview preparation to build confidence After being made redundant it is common to underestimate the skills, competencies and value that you can bring to a role.  It is natural for your confidence to be negatively impacted. We offer: Mock interviews Competency‑based interview training Guidance on articulating technical and commercial strengths Practice in answering difficult questions, including redundancy Access to a powerful professional network After redundancy, your network becomes one of your greatest resources. Chartered Accountants Ireland helps you reconnect and expand through: Member networking events ACA Professionals committee District Societies Networking groups such as Chartered Accountants Ireland Interim Managers Career transition workshops & skills development For members who have been made redundant, upskilling can be a direct gateway to new opportunities. We can provide professional development support across a range of topics including: Technical skills Transversal and soft skills Market updates Emotional support and wellbeing resources Redundancy is not just a career event — it is a life event. It affects confidence, identity, and wellbeing. Chartered Accountants Ireland offers: A free, confidential counselling and wellbeing support service called Thrive.   What You Should Do Next — A Career Roadmap for Redundant Members Here is a clear, practical sequence to follow: Step 1 — Talk to the Chartered Accountants Ireland careers team We will help you create a stabilising plan for the next 1–3 months. Step 2 — Review your redundancy package carefully Understand the numbers, timing, and tax implications. Explore the options relating to social welfare supports Step 3 — Refresh your professional profile CV, LinkedIn, networking messaging. Step 4 — Reconnect with your network Let people know you are exploring opportunities. Step 5 — Consider your strategic next move Stay on the same path or pivot into something new. Step 6 — Upskill if needed Digital, commercial, leadership — depending on your goals. Final thoughts Redundancy can feel deeply personal — but it is not a reflection of your worth, your professionalism, or your capability. The market values Chartered Accountants immensely, and opportunities remain strong across practice, industry, and financial services. Most importantly, you do not have to navigate this transition alone, there is support available. Chartered Accountants Ireland is here to help you rebuild confidence, reposition your strengths, and move into the next stage of your career with clarity and purpose. Your career is full of potential, and the careers team at Chartered Accountants Ireland are here to help you every step of the way.

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.

Overall outlook Demand for FCAs remains consistently strong, driven by organisations seeking experienced leaders who can deliver governance, transformation, and strategic financial direction. While some areas of recruitment are stabilising, FCA hiring remains comparatively resilient. Where FCAs are most in demand Professional services Senior advisory, transformation, and director/partner‑track roles Expansion of ESG, risk and technical advisory Corporate and multinational sector CFO, Deputy CFO, Head of Finance Finance transformation, FP&A leadership, group reporting Strong demand in tech, pharma, life sciences, and financial services SMEs and indigenous businesses Strategic finance leadership Scaling, funding, and professionalising finance functions Public sector (ROI & NI) Senior finance leadership roles linked to reform and transformation International Strong demand in UAE, Australia, Canada, US, and Cayman Islands Salary and reward trends Salary growth stabilising, but FCAs with transformation, digital finance, or governance expertise still command premium packages Attractive bonus structures and enhanced benefits Flexibility (hybrid working) continues to influence decisions as much as base salary Skills most valued in FCAs Strategic leadership and team development Board‑level communication and stakeholder influence Governance, risk, assurance, and regulatory insight Finance transformation, systems implementation, automation Data literacy: BI tools, ERP expertise, digital finance capability AI literacy: A working understanding of how AI can assist with some accountancy processes Recruitment trends Longer, more rigorous processes with multiple stakeholders Combination of virtual and in‑person interviews Increased use of assessments, including leadership profiling Executive search dominant at FCA level Summary 2026 offers strong career prospects for FCAs. Organisations continue to prioritise senior finance leaders who can guide transformation, ensure governance excellence, and support strategic performance. FCAs who invest in digital, transformation, and leadership capabilities will remain highly competitive across Ireland and internationally.

For newly and recently qualified Chartered Accountants, the 2026 job market is expected to be broadly optimistic, supported by continued demand across practice, industry, and financial services. While some organisations are taking a cautious approach due to cost‑efficiency pressures and economic uncertainty, the overall hiring landscape for early‑career ACAs remains robust. Employers are increasingly focused on building strong talent pipelines, and ACA‑qualified professionals — particularly those within their first three years post‑qualification — continue to be viewed as high‑impact, high‑potential hires. This is driven by their technical excellence, adaptability, and ability to contribute to transformation initiatives from an early stage. Although macro‑economic and geopolitical uncertainties persist, employers consistently prioritise finance talent capable of delivering governance, control, and operational efficiency. As a result, newly and recently qualified Chartered Accountants remain in steady demand, and the market outlook for 2026 at this level is positive. Where newly and recently qualified ACAs are most in demand Professional services Firms are actively hiring newly qualified accountants into: Audit and assurance Advisory (deals, consulting, risk, restructuring) Outsourced finance solutions Tax (corporate, international, indirect) Large practices continue to rely heavily on newly qualified talent as part of their growth strategies. Regional offices are also expanding, providing more opportunities outside Dublin and Belfast. Large corporates and multinationals After a slower period in 2024/2025, hiring has begun to normalise, particularly for: Financial accounting Internal audit and controls FP&A and commercial finance Global mobility and secondment programmes Multinationals remain particularly attracted to ACA-trained early‑career accountants due to their technical grounding and strong reporting discipline. SMEs and local businesses There is sustained demand for new ACAs across: Manufacturing Agri-food Tech scale-ups Professional services Local industry in regional hubs These roles often offer broader exposure and faster progression. Where the roles will be located Dublin Newly qualified ACAs in Dublin will find strong demand in: Technology (including transformation and financial governance roles) Financial services (asset management, banking, insurance) Shared services/GBS centres Life sciences and pharmaceuticals Finance teams are expanding due to regulatory pressures, transformation initiatives, and increased focus on data‑driven decision-making. Regional Ireland Regional recruitment increased notably in 2025 and is set to continue through 2026, driven by: Growth in professional services firms outside Dublin Investment in regional technology and manufacturing hubs Greater flexibility allowing hybrid roles based outside the capital Northern Ireland Belfast continues to offer strong routes for new ACAs, particularly in: Professional services Public sector transformation Tech and Fintech Manufacturing and engineering The public sector continues to seek early‑career qualified accountants due to ongoing reform and transformation initiatives. International opportunities Newly qualified ACAs remain highly sought after globally, with strong demand in: Australia UAE Canada US Cayman Islands Many of these markets recruit heavily at the newly qualified level due to the ACA’s international reputation. Salary trends for newly and recently qualified ACAs Salary growth has stabilised after inflation-driven increases in recent years. For 2026: Base salaries for newly qualified ACAs are expected to remain steady, with modest increases in high-demand sectors. FP&A, data analytics, advisory, and transformation-focused roles may carry salary premiums. Bonus structures remain attractive and tied to performance. Benefits packages continue to evolve, with employers competing through: Increased annual leave Health and wellbeing supports Further flexibility options A key point: newly qualified members increasingly choose roles based on hybrid working and work-life balance, not just salary. Hybrid and remote working Hybrid is now standard for most roles suitable for newly qualified ACAs. Typical arrangements: Two to three days per week in the office Fully remote roles continue to be rare but exist in isolated cases (mainly shared services or tech‑enabled roles) Early-career candidates may be encouraged to attend the office more frequently to accelerate learning and networking Skills in highest demand for new and recent ACAs Technical strength Still foundational and non‑negotiable: Strong IFRS/FRS102 reporting knowledge Quality monthly/quarterly close experience Governance, controls and audit discipline Data and digital literacy Demand is accelerating for ACAs who can work with: Power BI or similar visualisation tools ERP systems (SAP, Oracle, Workday) Automation platforms Finance transformation tools These skills are becoming essential at newly qualified level - not differentiators. Communication and stakeholder skills Particularly important as new ACAs move into: Business partnering Commercial finance Internal audit and transformation projects Project and transformation experience Early exposure to: Systems implementations Process optimisation Automation initiatives is increasingly valuable. Leadership and career potential Employers want newly qualified ACAs who demonstrate: Proactivity Curiosity Ability to influence Desire to grow into leadership roles High‑potential candidates are being identified - and invested in - earlier. Interview and recruitment trends for new ACAs Virtual screening and in‑person final interviews remains the typical process. Competency-based interviews continue to be standard, with a strong focus on examples demonstrating impact, influence, and decision‑making. AI‑supported screening is becoming more common, especially in large organisations. Hiring processes are becoming more drawn‑out due to increased competition and more rigorous selection stages. Conclusion The 2026 employment landscape for newly and recently qualified ACAs is broadly positive. Demand remains strong across practice, industry, financial services, and internationally. To remain competitive, newly qualified members should: Stay informed about evolving skills requirements Strengthen digital and data capabilities Articulate their impact clearly in interviews Focus on roles offering learning, exposure, and development—not just salary Early‑career ACAs remain one of the most employable cohorts in the market, and the outlook for 2026 reflects continued strong opportunities for growth and progression.

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.  

In today’s dynamic and competitive professional environment, the value of quality mentorship cannot be exaggerated. Whether you are just beginning your career or navigating the complexities of leadership, having a mentor can provide clarity, confidence, and direction. A mentor is more than just an advisor — they are a trusted guide who shares experience, perspective and knowledge to help you achieve your goals. Learning and skill development One of the most sizable benefits of having a mentor is the ability to learn quicker. Mentors have already walked the path you are on, and they can share insights that textbooks and training programs often overlook. This real-world wisdom helps you avoid common mistakes and focus on strategies that work. Objective perspective and sound advice When faced with difficult decisions, it’s easy to feel overwhelmed or uncertain. A mentor provides an objective viewpoint, helping you see situations from different angles. They are not emotionally invested in the outcome, which allows them to offer unbiased advice. This perspective can be invaluable when you’re considering career moves, negotiating roles, or managing workplace conflicts. Having someone who can challenge your thinking constructively ensures that your decisions are well-informed and strategic. Confidence building and personal support Confidence is a critical ingredient for success, yet it often wavers in the face of new challenges. Mentors play a key role in building confidence by offering encouragement and constructive feedback. They help you recognize your strengths and develop areas for improvement without judgment. This support fosters resilience and empowers you to take on responsibilities that might otherwise feel daunting. Over time, this confidence translates into greater leadership potential and career advancement. Networking and career opportunities Mentorship often opens doors to new opportunities. Experienced mentors typically have extensive professional networks and can introduce you to influential contacts. These connections can lead to collaborations, job opportunities, or invitations to industry events. In many cases, these relationships become stepping stones to long-term career growth. Accountability and goal setting Another advantage of having a mentor is accountability. Mentors help you set realistic goals and track your progress, ensuring that you stay focused and motivated. Regular check-ins create a sense of responsibility and momentum, making it easier to achieve milestones. This structured approach to growth can be particularly beneficial for individuals who struggle with self-discipline or time management. A safe space for honest conversations A mentor provides a safe, confidential space where you can discuss challenges without fear of judgment. Whether it’s navigating office politics, managing stress, or exploring career transitions, mentors offer guidance that is both empathetic and practical. Why mentorship matters more than ever In an era of rapid technological change and evolving business models, continuous learning is essential. Mentorship bridges the gap between theory and practice, offering insights that are timely and relevant. For professionals in fields like accounting, where regulations and standards are constantly shifting, having a mentor can help you stay ahead of the curve and maintain a competitive edge. Mentorship is not a one-way street—it benefits both parties. Mentors gain satisfaction from sharing their knowledge and shaping the next generation of leaders, while mentees receive guidance that accelerates their growth. This reciprocal relationship fosters a culture of collaboration and lifelong learning. Final thoughts Investing in a mentoring relationship is one of the most impactful steps you can take for your career and personal development. It’s about more than advice - it’s about building a partnership that nurtures growth, resilience, and success. Whether you seek a mentor within your organization or through professional networks, the benefits are clear: accelerated learning, expanded opportunities, and a stronger sense of purpose. If you haven’t yet found a mentor, please consider the Chartered Accountants Mentor Programme.

Communication is a key skill of leadership. You can’t become a great leader until you become a great communicator. When you connect with people, that is when it becomes authentic, allowing you to speak directly to people’s needs. The same is true of networking. Two attributes are critical to your networking abilities. To communicate effectively you need to build relationships and central to that is trust. Trust is vital for forging a connection and is underpinned by how people see you. How you see yourself and the world will be reflected in your attitude, and this will also determine how you are seen.  Trust Trust is paramount. Although sometimes hard to define, we all know when it is not there. Economic uncertainty and lost faith in business and globalisation means trust is no longer the default position for cynical consumers. The annual Edelman Trust Barometer that surveys 33,000 people in 28 countries (2025) has reported that trust in four institutions – government, business, media and non-profits – is at an all-time low. Two-thirds of respondents believe they are being lied to by traditional societal leaders. Interestingly, the report shows that people trust what employees say about their company more than what it says about itself. Contrary to what many believe, trust is not some vague, squishy element of human relations; rather it is a vital component of all our interactions with each other. Put simply, high trust is a dividend and low trust is a tax. In our increasingly low trust world, trust has literally become the new currency of our global economy. What is trust? Trust is not an event. Trust is not an entitlement – trust is earned. You don’t meet somebody today and trust them tomorrow. You can’t go from anonymity to a trusted confidante overnight. Trust is won by doing what you say you will do and doing that consistently and regularly. Trust is a fundamental component of how our world works. It is a leap of faith – a belief that what we expect to happen will happen because someone did what they were supposed to do. The dictionary definition of trust is “belief in the reliability, truth, ability, or strength of someone to do something”. Trust can take years to win and be lost in a second. When damaged, trust takes a long time to regain. Networking plays a role in sales because to get a sale, two conditions must be met. First, you demonstrate that your product or service will benefit the buyer, fill their need and resolve a pain point. Secondly, you need to build a solid personal relationship based on trust.  "Trust is earned in the smallest of moments. It is earned not through heroic deeds, or even highly visible actions, but through paying attention, listening and gestures of genuine care and connection." —Brené Brown Networking is about giving to other people and adding value to their lives, comprising empathy and authenticity. In doing this, you develop trust and build a reputation for being trustworthy. People will then refer you to others, from short-term transactions come longer-term relationships. In an increasingly disconnected, fractured and untethered world characterised by an absence of trust, people search for beacons of trust and seek it in their networks. We crave belonging and want to belong to something bigger than ourselves. Companies now have to reshape their messaging around trusted employees and their networks. They need to appreciate that trust is not some mysterious element of human relations but is the foundation of everything we do – it is a hard-edged economic driver. High trust saves money and makes money.   Trust and reputation Reputation is important. It has been defined as what people say about you when you are not in the room. Reputation is a scoreboard kept by others. These other people grade your performance and tell the rest of the world. You cannot create your reputation alone, but you can influence it. ‘Reputational capital’ can be tracked and aggregated. As mentioned above, Edelman has studied trust for over 20 years and believes it is the ultimate currency in the relationship that all institutions, companies, brands, governments, NGOs and media build with their stakeholders. Trust defines an organisation’s licence to operate, lead and succeed. Trust is the foundation that allows an organisation to take risks and if it makes mistakes, to own responsibility and rebound from there. For a business, lasting trust is the strongest insurance against competitive disruption, the antidote to consumer indifference and the best path to continued growth. Without trust credibility is lost and reputation can be ruined.  “When you become leaders, the most important thing you have is your word, your trust. That’s where respect comes from.” —Michelle Obama In her book Presence Harvard Business School Professor Amy Cuddy writes that people ask two questions when they meet anyone. First, “Can I trust this person?” and secondly, “Can I respect this person?” Cuddy claims that trustworthiness is the most important factor in how people evaluate you. She says, “One thing I was always very conscious of was that people size up others in seconds and quickly decide whether they will like and trust the other person or not.” So the old cliché is true – you don’t get a second chance to make a first impression. Kingsley Aikins is founder of The Networking Institute. His new book, Networking Matters: The Power of Human Connection, is published by Chartered Accountants Ireland.

 Whether you’re applying for a new role in practice, industry, or financial services, your CV is your professional handshake and your sales document to get you in the door and to create an opportunity for you to speak to a prospective employer. It’s often the first impression you make with employers, recruiters and HR professionals. Artificial Intelligence (AI) tools can be powerful allies in refining and tailoring your CV—but only if used wisely. For members of Chartered Accountants Ireland, the challenge is to harness AI for efficiency while maintaining authenticity, accuracy, and professional integrity. ✅ DO: Use AI to polish structure and language : Streamline formatting for clarity and consistency - Applicant Tracking Systems (ATS) are widely used by employers and recruitment firms. AI can help ensure your CV is clean, consistent, and easy to review, reducing the risk of being overlooked. Instruct the AI to reformat your CV to be more palatable to an ATS. Refine bullet points to highlight achievements and value-add - Instead of listing duties and responsibilities, use AI to sharpen your phrasing around measurable outcomes. For example: “Delivered audit efficiencies resulting in a 15% reduction in fieldwork hours.” “Implemented ERP system migration across three subsidiaries, improving reporting accuracy.” Ask the AI to suggest and enhance these elements in your cv. Tailor your CV to each role - AI will help you align your CV with keywords in job specifications. Tip:  Feed the job spec to the AI and then and ask it to align your CV with the required skills and competencies in the role. If you are pivoting into a different area of career direction AI tools can reposition the terms and grammar in your CV to be more pointed and bring your transferrable soft skills to the fore.   ✅ DO: Let AI help with tone and grammar : Ensure professional, confident language AI can eliminate passive phrasing and sharpen your tone so that your CV reads as achievement-focused rather than task-oriented. Instruct it on latter iterations to ‘sharpen the tone and make the terminology more achievement focused’. Highlight quantifiable results: Employers value tangible outcomes. AI can help you reframe statements to emphasise your measurable impact: “I reduced monthly reporting cycle by 30%.” “I led the €5M budget planning process across multiple jurisdictions.” ✅ DO: Use AI for brainstorming: Generate strong action verbs - AI can suggest impactful verbs such as streamlined, negotiated, implemented, advised, or optimised—helping you avoid repetition. Identify transferable skills - Particularly useful if you’re pivoting from practice to industry or vice versa. AI can help you surface skills such as stakeholder management, regulatory compliance, or systems implementation that may not be obvious at first glance. ❌ DON’T: Fabricate qualifications or experience Avoid inflated claims - AI tools may suggest impressive-sounding credentials or roles. Do not overinflate your actual experience or core skills and expertise.  Misrepresentation can damage your personal brand and career prospects. Always carefully review the revised CV and check your level of comfort with it. ❌ DON’T: Submit without personal review Guard against generic output - AI-generated CVs can sometimes sound formulaic or misaligned with what an employer expects to see in a CV. Proofread, personalise and put your own stamp on it which may mean small rewrites in sections. Include specific context - Employers value detail such as: Client sectors (e.g., construction, agri-food, financial services). Company names where acceptable. Employer revenue and employee numbers to give scale context. Eg - Software proficiencies (Sage, Xero, SAP, Oracle). Eg - Regulatory experience (Irish GAAP, IFRS, FRS 102, Central Bank reporting). Size and scale of current company eg- Number of employees in the company. Number of people you directly manage. Detail re the turnover level of the company for context. ❌ DON’T: Overuse buzzwords Substance over style Phrases like “dynamic leader” or “results-driven” are acceptable only when backed by evidence. Employers prefer concrete achievements over vague descriptors. Let your outcomes speak for themselves - Replace generic claims with specifics: Instead of “innovative thinker,” write “developed a tax planning strategy that reduced liabilities by €200K.” ⚖️ Final thoughts AI is a powerful tool for members seeking to sharpen their CVs. It can enhance clarity, structure, and relevance, but it is not a substitute for authenticity! Your CV should reflect your unique career journey, values, and professional integrity. Make sure your personality and ambitions shine through in the document. Think of AI as your assistant, not your author. Use it to polish, but ensure the final document is unmistakably yours. If you’d like tailored support for your CV or career progression, reach out to your Chartered Accountants Ireland Careers Team—we can provide personalised guidance aligned customised to your individual situation.

Artificial Intelligence (AI) is increasingly being used in recruitment processes to modernise candidate screening, assess skills, and predict job fit. AI-driven interviews can include automated video assessments, chatbot interactions, and algorithm-based scoring. Preparing for such interviews requires understanding the technology, adapting communication strategies, and ensuring compliance with best practices. Understand AI in recruitment AI tools in interviews typically perform: Video analysis: evaluates facial expressions, tone, and speech patterns. Natural Language Processing (NLP): assesses word choice, clarity, and relevance. Skill testing: automated coding challenges or scenario-based questions. Predictive analytics: matches candidate profiles to job requirements. Tip: research the specific AI platform used by the employer. Prepare for video-based AI interviews Technical setup: Ensure a stable internet connection. Use a high-quality webcam and microphone. Test lighting and background for clarity. Presentation: Dress professionally. Maintain eye contact with the camera. Speak clearly and at a moderate pace. Practice: Record yourself answering common questions. Use AI-based mock interview tools to simulate the experience. Optimize communication for AI Structured responses: Use the STAR method (Situation, Task, Action, Result) for behavioural questions. Keyword alignment: Incorporate relevant industry and role-specific keywords. Avoid ambiguity: AI systems favour clear, concise answers over vague statements. Demonstrate emotional intelligence While AI may analyse tone and sentiment, authenticity matters: Show enthusiasm without exaggeration. Maintain a calm and confident disposition. Prepare for gamified or cognitive assessments Some AI-driven processes include: Problem-solving games. Personality assessments. Tip: practice logic puzzles and familiarise yourself with game-based assessments. Address bias and fairness Be aware that AI systems can have biases. If concerned, ask the recruiter about fairness measures and appeal processes. Post-interview follow-up Send a thank-you email to the recruiter. Reiterate interest and highlight key strengths. Conclusion AI-enhanced interviews require both traditional preparation and technical awareness. By understanding the tools, practicing structured responses, and ensuring a professional setup, candidates can maximize their chances of success.

Artificial Intelligence (AI) is no longer a science fiction, it’s a present-day reality redesigning recruitment practices across a variety of industries. One of the most significant areas of transformation is the job interview process. From initial screening to final interviews, AI is influencing how candidates are assessed and how employers make decisions. But what does this mean for hiring practices, candidate experience, and fairness? Let’s explore. AI-powered screening and scheduling Recruitment teams would traditionally spend hours reviewing resumes and coordinating interview schedules. AI tools now automate these tasks, using algorithms to: Scan resumes for keywords and skills aligned with job descriptions. Rank candidates based on experience and qualifications. Schedule interviews through integrated calendar systems. This efficiency reduces time-to-hire and frees recruiters to focus on strategic decisions. However, it also raises questions about whether keyword-based filtering overlooks unconventional but qualified candidates. This is one of the reasons why tailoring your CV prior to job applications is more important than ever. Video interview analysis AI-driven platforms are now recording interviews using machine learning. These systems assess: Tone and sentiment to gauge enthusiasm. Speech patterns for clarity, confidence, and pacing. Facial expressions and micro-gestures to infer engagement. While these understandings can help identify strong verbal communicators, critics argue that such analysis may disadvantage neurodiverse candidates or those from cultures with different communication norms. Also another potential pool of disadvantaged candidates are those who are speaking in their non-native language. Chatbots and pre-interview engagement AI chatbots are increasingly used to: Answer candidate FAQs prior to the interview taking place. Provide interview preparation tips. Conduct preliminary Q&A sessions. This creates a more responsive candidate experience and reduces recruiter workload. However, candidates often wonder whether they’re interacting with a human or a bot, which can affect trust, as many of us have experienced in when dealing with customer services chatbots. Bias reduction—or amplification One of AI’s core promises is reducing human bias by focusing on objective data. Yet, algorithms trained on historical hiring data can perpetuate existing biases, as those algorithms are developed and based on human process. For example: If past hires favoured certain demographics, AI may replicate that pattern. Language models might misinterpret dialects or accents as mentioned when discussing the AI screening process. To mitigate this, companies must implement ethical AI practices, including: Regular audits for bias. Transparent criteria for decision-making. Diverse training datasets. However, as it has been shown these types of audits can be difficult to conduct, as a company may not be willing to face that it has inherited biases. Candidate perception and trust Many candidates experience discomfort when they know an algorithm or AI system is evaluating them. This unease often stems from a few key concerns: Lack of transparency Candidates may not understand how the system works, what criteria it uses, or whether it’s fair. This uncertainty can feel intimidating. Fear of bias People worry that automated systems might reinforce biases or overlook qualities that a human interviewer would appreciate, such as personality or cultural fit. Loss of human connection Interviews are traditionally relational. When technology replaces or mediates that interaction, candidates can feel depersonalized. Perceived inflexibility Machines are seen as rigid—unable to interpret nuance, humour, or creativity the way humans can. The future of interviews AI will continue to evolve, integrating with: Virtual Reality (VR) for immersive job simulations. Gamified assessments to measure problem-solving and creativity. Predictive analytics to forecast long-term performance. Despite these advances, human reasoning remains essential for evaluating cultural fit, emotional intelligence, and nuanced communication, qualities that algorithms struggle to measure accurately. Key takeaways AI enhances efficiency but must be implemented ethically. Transparency and fairness are vital to maintain candidate trust. Human oversight will remain indispensable in final hiring decisions. AI cannot: Research the role and the organisation as effectively as you can. AI may provide information that is inaccurate or unrelated. You must research thoroughly yourself. If AI does offer information, be critical of this, can you check this is up to date? Provide personalised, informed feedback. AI output may be based on out-of-date information, it is often generic, and it can’t reflect on how your personal employability aligns with the role. Be aware that employers can use AI to see what information it generates about them. It is important that you do not directly copy material that AI produces. Implement your own insights. Final thought AI is not replacing interviews—it’s redefining them. Organisations that balance technological efficiency with human empathy will lead the way in creating fair, inclusive, and effective hiring processes.

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