If you’re hiring an AR professional this quarter, here are some things you need to know…

AR by any other name is still accounts receivable. The exact role of an Accounts Receivable professional is shaped by the specific processes and procedures a company uses to manage customer invoicing and collections. This typically includes generating and sending invoices, tracking payments, following up on overdue accounts, reconciling discrepancies, maintaining accurate financial records, and ensuring timely collection of outstanding balances, but the name varies depending on the company. You might know it as:

• AR
• OTC (Order to Cash)
• O2C (Order to Cash)
• Credit Control
• Billing & Collections
• Accounts Receivable

Accounts Receivable and Credit Control are often treated as different functions, but the distinction is mostly about emphasis. AR is transactional—raising accurate invoices, maintaining balances, and recording payments. Credit Control is preventative—managing customer risk, setting credit terms, and chasing overdue debt.

The nuance is that AR manages what’s already happened, while Credit Control shapes what should happen. Ultimately, though, they serve the same goal: converting sales into cash and protecting cash flow. For simplicity, we will refer to these roles collectively as AR professionals.

We meet hundreds of professionals every year across a wide variety of companies, structures, and jurisdictions and here is some of what we’ve learned from them over the years.

#1 Job Seeking Behaviour of AR Professionals

Accounts Receivable professionals tend to show two clear job-seeking behaviours. Some are highly driven and focused on career progression, looking for roles that offer a step toward management or a move into broader accounting functions. Others are more influenced by practical factors such as salary, industry, and whether the business operates in a B2B or B2C environment, valuing stability and fit over rapid advancement.

An Accounts Receivable professional’s job-seeking behaviour typically focuses on roles where they can apply their skills in managing incoming payments, maintaining financial records, and ensuring timely collection of outstanding invoices. Key aspects of their job search include:

#2 Salary

For AR talent, it can be all about the base. Here is what you would expect to pay today:

You can expect a 10-15% reduction on the above numbers, when considering appointments outside of Leinster. For bespoke advice please contact our team; phonsie.irwin@barden.ie (Leinster) or tara.higgins@barden.ie (Munster).

It’s important to note some caveats to the salary ranges above. Leading a team—typically 1–5 people (€60,000 – €65,000) or 5+ people (€70,000+)—can increase compensation. Similarly, roles focused on specific projects, such as transformation, automation, or AI, may command higher pay. The extent of any increase generally depends on the proportion of time spent on day-to-day responsibilities versus project-based work.

#3 Continuum of Activity

In AR, scale plays a crucial role in shaping responsibilities. Generally, the larger the AR team, the more specialised each role becomes, focusing on a smaller segment of the workflow. On the other hand, smaller teams require broader involvement across the entire process. Simple. Below is a breakdown of the tasks an AR Specialist typically handles. Their day-to-day focus — or “balance of activity” — meaning the tasks they spend most of their time on, is a strong indicator of their seniority and, ultimately, their salary.

At the entry level, the job is mostly about processing and recording payments. As you move up, it becomes more about problem-solving, analysis, negotiation, and financial strategy. Senior AR Specialists may even have a say in shaping the company’s financial policies.

#4 Demand vs Supply

The continued shift in the market has given further rise to supply of AR professionals seeking employment opportunities across Ireland. The demand or open roles across this space is slightly down on last year.

The surplus of talent has allowed managers to be selective in their hiring processes, as the supply of accounts receivable talent exceeds the available job opportunities. However, this surplus relates specifically to junior and mid-level AR professionals, with the demand for senior and specialised talent still being identified in the ‘very high demand’ category.

Here’s what we’ve observed this quarter in the AR talent pool in Ireland:

What are companies doing to attract talent?

The AR Leaders and Financial Controllers that we work with use some of the following tactics to make sure they get the best results:

• Competitive base salaries that are talent-led rather than budget-led.
• Additional benefits (bonus, healthcare, working abroad for short periods of time).
• Considered Hybrid working patterns that reflect the nature of the role.
• Pathways for development internally.
• Investing in company culture dynamics.
• Outsourcing or automation.
• Identifying junior talent and investing in upskilling.

#5 Challenges for Attracting & Retaining AR Specialists in Dublin

Career Growth & Recognition AR roles can be seen as stepping stones, leading to turnover if employees don’t feel recognised or see clear advancement opportunities. Organisations must acknowledge the value AR Specialists bring, offering career development plans, regular feedback, and skill diversification to keep employees engaged.

Competitive Compensation & Benefits Attracting AR talent in Dublin requires more than filling roles; it demands competitive salaries and attractive benefits like flexible work, wellness programs, and performance incentives. A supportive environment where contributions are valued is key to job satisfaction and retention.

Adapting to AI & Technological Changes AI and automation are reshaping AR roles, shifting responsibilities and requiring continuous upskilling. Companies must invest in training to empower teams to embrace these changes while ensuring human expertise continues to drive data interpretation, relationship management, and problem-solving.

By recognising these challenges and implementing thoughtful strategies, businesses can build a resilient, engaged AR workforce ready for the future.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Phonsie Irwin (Leinster), Tara Higgins (Munster) our AR Talent Advisory & Recruitment team here in Barden (phonsie.irwin@barden.ie; tara.higgins@barden.ie);  we’re where leaders go before they start looking for AR talent.

This information is accurate as per December 2025 and will be updated periodically. Data sources include Barden Proprietary Data, LinkedIn Analytics and other 3rd party data sources. If you have a request and would like real-time information to inform your hiring decisions, contact Phonsie Irwin (Leinster) at phonsie.irwin@barden.ie or Tara Higgins (Munster) at tara.higgins@barden.ie.

As a newly qualified accountant coming out of training contract now or in 2026, there are lots of things you’ll be thinking and wondering about.

For many people, just like you, money is usually high on the agenda. You have, after all, worked hard and sacrificed a lot, so it’s only fair to be compensated correctly for the value of your time.  You’ll also want to be sure that your CV is competitive as it’s the document that will represent you when you are not in the room.

• What’s the going salary for a newly qualified accountant?
• What information is accurate and what can I rely on?
• I heard Mary got 58K and Laura got 65K – what does that mean?
• How do I benchmark my salary against the going ‘rate’ out there?
• What should my CV contain and how should it be formatted now that I am qualified?

Join us for the next instalment of the Barden and CASSI (The Chartered Accountants Ireland Student Society) webinar series where we answer all your salary questions & Newly qualified CVs and share the latest insights from the recently published Salary Survey 2025 by Barden and Chartered Accountants Leinster Society.

About the Event

In this webinar Niall O’Keeffe (CA) , Business Lead with Barden Leinster, will chat with Conor Murphy (CA) Consultant with Barden Munster, to bring you THE best guide to CVs & Salaries for newly qualified accountants.

Based on actual data we’ve gathered over the last 12 months, along with the results from the recent Chartered Accountants Leinster Society Salary Survey, this event will bring you the most up-to-date and accurate information about salaries for newly qualified accountants as well as …

• the current average base salaries for newly qualified accountants
• other key findings from our recent Barden and CAI Leinster Society salary survey
• other benefits you can expect
• what you should take into consideration when choosing a new role (don’t focus solely on money)
• when is a good time to start looking for a new role
• the ONLY format for your CV that you should use

Please make sure to have your questions ready too, as we’ll include lots of time for Q&A, ensuring you get the answers you need to navigate THE best next steps for your professional future.

Key Event Details 

• Date: Friday 28th November 2025
• Time: 1.00pm-1.45pm
• Venue: Zoom
• Speakers: Niall O’Keeffe (CA) , Business Lead with Barden Leinster |  Conor Murphy (CA) Consultant with Barden Munster
• Cost: Free Of Charge
• To Book: Click here

If you’re hiring a part-qualified accountant this quarter, here are some things you need to know…

Before you go to market to hire a part-qualified accountant, it’s crucial to understand current market trends, identify what level and type of part-qualified accountant you need, and figure out how to position yourself as an employer of choice. That’s where Barden steps in.

#1 Job Title

When hiring a part-qualified accountant, it’s important to remember that job titles can vary widely. We’ve often seen two individuals performing very similar roles, yet one may be titled Accounts Assistant while the other is called Assistant Financial Controller. Job titles alone don’t fully reflect the breadth of a role; it’s the specific responsibilities and expectations that truly define a person’s position.

So, before you decide on a job title for a part-qualified accountant, it is important to consider some of the points outlined below. After all, job titles mean nothing without context.

#2 Balance of Activity

To effectively navigate the challenges of identifying the right person for your role, it’s essential to focus on the balance of activity and how an individual allocates their time and divides it between various tasks.  This is important but it can be a little tricky.

Below is a simple continuum of the activity you would expect to see in any finance team/role from a part-qualified perspective. This continuum is deliberately focused on financial accounting activity as most part qualified accountants train and spend their time here. We have also mapped various activities in the continuum and how titles relate to salary and proximity to exam completion, all of which will paint a picture of the natural order and flow of a part-qualified accountants’ career. This continuum ignores things like finance transformation, statutory reporting, tax etc.…let’s keep it simple for now.

#3 Exceptions to the rule

Of course, there are always exceptions to the rule, especially when it comes to part-qualified accountants… Here are some exceptions and variables which matter.

1. Qualified By Experience (QBE):

These individuals have a significant amount of hands-on practical experience. This cohort typically decide not to progress with the exams but have worked within the accountancy space for a number of years and have a high-level of knowledge and experience. As the title above suggests, they have qualified through experience but not through exams.

2. Career Changers:

This cohort have had a previous career with experience in the likes of supply chain, business support, technology and made the move into accounting recently. These individuals have the potential to add significant value to an organisation, particularly if their prior experience is of relevance to the business. It is important to attribute some value to prior careers should it have relevance to the organisation as they will have advanced knowledge of the business.

3. Coming from Practice:

These are individuals making the transition from Practice into Industry. There will be a small percentage of this cohort who will be looking to leave an Audit or related training contract in a large practice and looking to transition into Industry. This group might not have debits and credits exposure but will be professional and capable of learning quickly. They will likely require some additional time to find their feet but ultimately, can be a great asset to a business.

#4 Demand VS Supply

This is tricky to quantify, given the transient nature of the part-qualified community and that many qualify in time.  What we do know is that these individuals are finite in number and are often bound to an employer given the investment in education, be this formally or informally. As a result, the supply of talent at all levels above is typically quite low.

For junior accountants, often employers will look at AP, AR or similar transactional level exposure, who have a capability of pursuing exams rather than someone who is working as a junior accountant.

If you are hiring a part-qualified accountant, it is important you realise that someday they will likely become qualified. Succession planning will increase the likelihood of retaining talent beyond qualification. Understanding the qualified accountant market, knowing the market rate and budgeting for the inevitable increases when qualified, are all important factors to consider for the medium term.

In summary, the more you invest and support a part-qualified accountant on the journey, the more likely you are to retain them beyond the qualification.

#5 What are companies doing to attract talent?

The Finance Managers and Financial Controllers that we work with use some of the following tactics to make sure they get the best results:

• Identifying junior talent and investing in upskilling – earning and learning.
• Pathways for development internally. As outline above, this is key. Clear and defined pathways for qualification will not only attract the right talent but retain them.
• Competitive base salaries that are talent-led rather than budget-led. We have seen an increase in salaries over the last 12-18months in this space and renumeration has become increasingly competitive.
• Additional benefits (bonus, healthcare, working abroad for short periods of time) this is not necessarily the norm in this space, but including a more robust benefits package is more attractive to talent and can somewhat offset the increase we are seeing in salaries.
• Considered Hybrid working patterns that reflect the nature of the role.
• Investing in company culture dynamics.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Jodie Meehan our Part-Qualified Accountant Talent Advisor & Recruiter here in Barden (jodie.meehan@barden.ie); we’re where leaders go before they start looking for Part-Qualified Accountant talent.

This information is accurate as per October 2025 and will be updated periodically. Data sources include Barden Proprietary Data, LinkedIn Analytics and other 3^rd party data sources. If you have a request and would like real-time information to inform your hiring decisions, contact Jodie Meehan at jodie.meehan@barden.ie.

If you’re hiring a newly qualified accountant this quarter, here are some things you need to know…

While 100s of newly qualified accountants enter the job market every year (typically around May and October each year) demand for top accounting talent is always high, with Ireland’s top finance teams competing intensely for the best of the best. Before you think about trying to attract newly qualified accounting talent to your team, it’s important to get a real-time snapshot of the driving forces in the market and how you could position yourself as an employer of choice. That’s where Barden comes in.

#1 Base

Base salary is only a part of Total Compensation (Base + Package) – want to know about total comp for newly qualified accountants? We asked one of our experts in Barden Munster, Siobhán Sexton, and she shared the following:

Interesting, right? There are a couple of things that really stand out to us in the above, namely:

The average Salary for H1 2025 was €60,778 (The average Salary for H2 2024 was €60,444).

• The average Bonus for H1 2025 was 9% (The average Bonus for H2 2024 was 7%).
• The average Pension for H1 2025 was 5% (The average Pension for H2 2024 was 5%).
• The average Annual Leave days for H1 2025 was 23 days (Average Annual Leave days for H2 2024 was 24 days – all exclude Company Days).

*These are Cork-only numbers. For bespoke advice on salaries in Leinster, contact Niall O’Keeffe.

 #2 Continuum of Activity 

This is important. But a little tricky. Below is a simple continuum of the activity you will expect to see in any finance team/role. It ignores things like finance transformation, stat reporting, and tax…let’s keep it simple for now.

Two companies can be looking to hire a financial accountant, but the nature of their roles can be very, very different. What % of the person’s time is spent on what activity will matter to talent. Broadly speaking, newly qualified accountants end up in:

• Financial Accounting roles 75% of the time (the balance of activity in these roles will matter. Larger companies often come with more specialised roles.  There are lots of rules of thumb like this. We can talk about them when we meet).
• Financial Analysis roles 10% of the time (very hard to get straight out of contract).
• Internal Audit roles 5% of the time (an excellent route often overlooked).
• Other roles 10% of the time (the ones we’re not talking about here).

Below is a visual representation of the activity in a basic finance team, along with some of the variables that come with the context of the role. The % of time your hire will spend on either side of the line below, along with the variables in their client/company experience compared to your company/needs, are critical considerations for you and your HR team.

What to learn more about applying these concepts to make sure your role is fit for the market and you attract the right talent for the right role at the right time? Simple. Drop our Talent Advisors a line and they will help you bespoke these concepts to your unique needs.

#3 Demand vs Supply

This is a tricky thing to quantify, given 1) the transient nature of this talent pool (only newly qualified once) and 2) the fact that supply peaks at particular times of the year as people exit training contracts. Exact data points on the number of people available are not possible to gather in any meaningful way over a particular quarter and can be highly time-sensitive. As opposed to referencing data we cannot stand over, we thought it better to flag a few things:

• If you want to have the best access to talent, timing is everything – sync your search in line with training contracts ending, then you’ll have options; do the opposite, and you’ll experience the opposite.
• If you are searching for talent in sync with the market, then you can be more specific in terms of the exact client/industry experience you would like. Search for talent out of sync, then you may need to be more open-minded in terms of training experience to get good people into your process (FS trained being an option for an Industry role, for example).
• With competition high and the talent market aware, many newly qualified accountants will look to secure a job offer months ahead of their contract completion date. Keep this in mind when it comes to considering timing.
• Make sure you are clear in articulating the context of your role and the purpose behind your organisation. Talent these days looks to people, role and purpose in that order, so make sure you are very clear on those points when you craft a job description and articulate your opportunity externally.

#4 What are companies doing to attract Newly Qualified talent these days?

The CFOs that we work with use some of the following tactics to make sure they get the best results:

• Clear articulation of the people, role and purpose (as above) – if you want to compete for the best, you need to compete like the best.
• Competitive base salaries – money is often a hygiene factor – its presence does not necessarily motivate, but its absence most certainly demotivates. Price your role right to the quality of talent you are looking to attract.
• Additional benefits – it is not all about the base, and making sure you have sense-checked the averages out there for bonus, pension, and similar before you go to market is key.
• Considered Hybrid working patterns that reflect the nature of the role – hybrid working has, over the years has also become a hygiene factor – no flexibility to work from home is a significant detractor and will greatly limit your access to talent.
• Pathways for development internally are key – ambitious people have ambition, so make explicit the opportunity to grow in the role and how the team/company will support professional development.

There are lots of other tactics companies use to engage and attract newly qualified accounting talent; Curious? Get in touch.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Siobhán Sexton (Munster), Niall O’Keeffe (Leinster), our Newly Qualified Accountants Talent Advisory & Recruitment team here in Barden (siobhan.sexton@barden.ie; niall.okeeffe@barden.ie); we’re where leaders go before they start looking for Newly Qualified Accountants talent.

If you’re hiring a newly qualified accountant this quarter, here are some things you need to know…

100s of newly qualified accountants enter the job market every year (typically around May and October each year), and while demand for accounting talent at this level has eased over the past year, Ireland’s finance teams continue to compete for the best of the best. Before you think about trying to attract newly qualified accounting talent to your team, it’s important to get a real-time snapshot of the driving forces in the market and how you could position yourself as an employer of choice. That’s where Barden comes in.

#1 Base

Base salary is only a part of Total Compensation (Base + Package) – want to know about total comp for newly qualified accountants? We asked one of our experts in Barden Leinster, Niall O’Keeffe, and he shared the following:

Interesting, right? There are a couple of things that really stand out for us in the above; namely:

The average Salary for H1 2025 was €65,357 (The average Salary for H2 2024 was €65,083, H1 2024 was €63,889).

• The average Bonus for H1 2025 was 8% (The average Bonus for H2 2024 was 7%, H1 2024 was 8%).
• The average Pension for H1 2025 was 5% (The average Pension for H2 2024 was 5%, H1 2024 was 6%).
• The average Annual Leave Days for H1 2025 was 23 Days (Average Annual Leave Days for H2 2024 was 25 Days, H1 2024 was 23 days – all exclude Company Days).

*These are Dublin-only numbers. For outside Dublin, you would typically apply a 10% reduction on base +/- 2.5 % depending on location. For bespoke advice on salaries in Munster, contact Siobhán Sexton.

 #2 Continuum of Activity 

This is important. But a little tricky. Below is a simple continuum of the activity you will expect to see in any finance team/role. It ignores things like finance transformation, stat reporting, and tax…let’s keep it simple for now.

Two companies can be looking to hire a financial accountant, but the nature of their roles can be very, very different. What % of the person’s time is spent on what activity will matter to talent. Broadly speaking, newly qualified accountants end up in:

• Financial Accounting roles 75% of the time (the balance of activity in these roles will matter. Larger companies often come with more specialised roles.  There are lots of rules of thumb like this. We can talk about them when we meet).
• Financial Analysis roles 10% of the time (very hard to get straight out of contract).
• Internal Audit roles 5% of the time (an excellent route often overlooked).
• Other roles 10% of the time (the ones we’re not talking about here).

Below is a visual representation of the activity in a basic finance team, along with some of the variables that come with the context of the role. The % of time your hire will spend on either side of the line below, along with the variables in their client/company experience compared to your company/needs, are critical considerations for you and your HR team.

Want to learn more about applying these concepts to make sure your role is fit for the market and you attract the right talent for the right role at the right time? Simple. Drop our Talent Advisors a line and they will help you bespoke these concepts to your unique needs.

#3 Demand vs Supply

This is a tricky thing to quantify, given 1) the transient nature of this talent pool (only newly qualified once) and 2) the fact that supply peaks at particular times of the year as people exit training contracts. Exact data points on the number of people available are not possible to gather in any meaningful way over a particular quarter and can be highly time-sensitive. As opposed to referencing data we cannot stand over, we thought it better to flag a few things:

• If you want to have the best access to talent, timing is everything – sync your search in line with training contracts ending, then you’ll have options; do the opposite, and you’ll experience the opposite.
• If you are searching for talent in sync with the market, then you can be more specific in terms of the exact client/industry experience you would like. Search for talent out of sync, then you may need to be more open-minded in terms of training experience to get good people into your process (FS trained being an option for an Industry role, for example).
• With competition high and the talent market aware, many newly qualified accountants will look to secure a job offer months ahead of their contract completion date. Keep this in mind when it comes to considering timing.
• Make sure you are clear in articulating the context of your role and the purpose behind your organisation. Talent these days looks to people, role and purpose in that order, so make sure you are very clear on those points when you craft a job description and articulate your opportunity externally.

#4 What are companies doing to attract Newly Qualified talent these days?

The CFOs that we work with use some of the following tactics to make sure they get the best results:

• Clear articulation of the people, role and purpose (as above) – if you want to compete for the best, you need to compete like the best.
• Competitive base salaries  – money is often a hygiene factor – its presence does not necessarily motivate, but its absence most certainly demotivates. Price your role right to the quality of talent you are looking to attract.
• Additional benefits  – it is not all about the base, and making sure you have sense-checked the averages out there for bonus, pension, and similar before you go to market is key.
• Considered Hybrid working patterns that reflect the nature of the role – hybrid working has, over the years has also become a hygiene factor – no flexibility to work from home is a significant detractor and will greatly limit your access to talent.
• Pathways for development internally are key – ambitious people have ambition, so make explicit the opportunity to grow in the role and how the team/company will support professional development.

There are lots of other tactics companies use to engage and attract newly qualified accounting talent; Curious? Get in touch.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Niall O’Keeffe (Leinster), Siobhán Sexton (Munster) our Newly Qualified Accountants Talent Advisory & Recruitment team here in Barden (niall.okeeffe@barden.ie; siobhan.sexton@barden.ie); we’re where leaders go before they start looking for Newly Qualified Accountants talent.

Firstly, it’s important to establish who does the “Recently Qualified” segment of the accounting market refer to? Here in Barden, we define this as anyone with 1 to 5 years post-qualified experience. Accountants tend to change roles an average of 2 or 3 times within their first 5 years post-qualified, so this segment of the accounting talent pool is very buoyant but can also be a difficult space for employers to recruit for, particularly as peoples’ experience becomes increasingly specified.

#1 Base

For this part of the market, we’re going to focus on years of experience and business structure for Industry roles (non-practice) rather than focusing on job titles (titles can massively differ from business to business due to internal structures).

A useful tool to estimate base salaries is to take the Newly Qualified salary average (currently €65k) and add €3k to €5k per year of post-qualified experience. However, context is very important when considering salary guides and this tool should only be used as a guideline and is also only relevant for the first 1 to 3 years post-qualification.

Beyond that, the salary depends on several variables such as; how specialised the experience is, people management experience, size of team, scale of the business, scope of responsibilities, etc. From 3 years post-qualified onwards, these variables become more important and the number of years’ “PQE” becomes less relevant.

It is also important to note that newly qualified salaries have inflated over the last couple of years, therefore the starting point for some recently qualified accountants might be lower than the €65k mentioned above, i.e. when starting from a lower initial base salary, it might take longer to catch up with external market averages.

You can expect a 10-15% reduction on the above numbers, when considering appointments outside of Leinster. For bespoke advice please contact our team; brian.oconnor@barden.ie (Leinster) or siobhan.sexton@barden.ie (Munster).

#2 Continuum of activity

Similarly to the Newly Qualified Talent Monitor, the continuum of the activity outlined below is what you will expect to see in any finance team/role. It ignores things like finance transformation, stat reporting, and tax… let’s keep it simple for now.

Two companies can be looking to hire a financial accountant, but the nature of their roles can be very, very different. The % of the person’s time spent on certain activities will be very important to the individual’s decision making.

Below is a visual representation of the activity in a basic finance team along with some of the variables that come with the context of the role. The % of time your hire will spend either side of the line below, along with the variables in their client/company experience compared to your company/needs, are critical considerations for you and your HR team.

#3 Demand vs Supply

• Demand:
  • There is usually always demand for accountants at this level and things are no different this quarter. Employers are always looking for talent with hands-on experience, that can hit the ground running, and require little handholding.
  • As a result of this consistent demand, competition for talent at this level is high and therefore it is usually a difficult level to attract talent.
• Supply:
  • As mentioned above, Accountants tend to change roles/employers an average of 2 or 3 times within their first 5 years post qualified, therefore, similarly to the newly qualified talent pool, the recently qualified pool is also relatively transient.
  • Historically, there is also usually a steady stream of recently qualified talent returning from Aus/Canada/London with good PQE and can be immediately available to start.

#4 What are companies doing to attract Recently Qualified Accounting talent these days?

An important factor to consider when attracting Recently Qualified Accounting talent, is that there needs to be an incentive for someone to change roles.

A lot of recently qualified accountants who are actively looking for a new role are doing so because they are looking for a new challenge, an opportunity to gain experience in a new area or a change in their working environment.

This can give rise to challenges when looking to recruit talent that can hit the ground running, as people don’t want to move “like for like.” i.e. Experienced Group Accountants commonly look to gain commercial experience and look for FP&A or Finance Business Partnering roles, rather than looking for another role in a Group Accounting team.

When trying to attract talent, keep an open mind to the type of experience you’ll consider and what incentive this opportunity gives to the relevant talent pool. If you need someone who can hit the ground running and there is less time to invest time in training someone who is coming in with a different skill set, you might have to consider incentivising through other means, like salary or flexible working arrangements. Vice versa, if you are willing to consider a different background and you can invest the time in training them, you may not have to incentivise through other means.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Brian O’Connor (Leinster), Siobhán Sexton (Munster), our Recently Qualified Accountants Talent Advisory & Recruitment team here in Barden (brian.oconnor@barden.ie; siobhan.sexton@barden.ie); we’re where leaders go before they start looking for Recently Qualified Accountants talent.

Firstly, it’s important to establish who does the “Recently Qualified” segment of the accounting market refer to? Here in Barden, we define this as anyone with 1 to 5 years post-qualified experience. Accountants tend to change roles an average of 2 or 3 times within their first 5 years post-qualified, so this segment of the accounting talent pool is very buoyant but can also be a difficult space for employers to recruit for, particularly as peoples’ experience becomes increasingly specified.

#1 Base

For this part of the market, we’re going to focus on years of experience and business structure for Industry roles (non-practice) rather than focusing on job titles (titles can massively differ from business to business due to internal structures).

A useful tool to estimate base salaries is to take the Newly Qualified salary average in Munster (currently circa €60k) and add €3k to €5k per year of post-qualified experience. However, context is very important when considering salary guides and this tool should only be used as a guideline and is also only relevant for the first 1 to 3 years post-qualification.

Beyond that, the salary depends on several variables such as; how specialised the experience is, people management experience, size of team, scale of the business, scope of responsibilities, etc. From 3 years post-qualified onwards, these variables become more important and the number of years’ “PQE” becomes less relevant.

It is also important to note that newly qualified salaries have inflated over the last couple of years, therefore the starting point for some recently qualified accountants might be lower than the €60k mentioned above, i.e. when starting from a lower initial base salary, it might take longer to catch up with external market averages.

For bespoke advice please contact our team; siobhan.sexton@barden.ie (Munster) or brian.oconnor@barden.ie (Leinster).

#2 Continuum of Activity

Similarly to the Newly Qualified Talent Monitors, the continuum of the activity outlined below is what you will expect to see in any finance team/role. It ignores things like finance transformation, stat reporting, and tax… let’s keep it simple for now.

Two companies can be looking to hire a financial accountant, but the nature of their roles can be very, very different. The % of the person’s time spent on certain activities will be very important to the individual’s decision making.

Below is a visual representation of the activity in a basic finance team, along with some of the variables that come with the context of the role. The % of time your hire will spend on either side of the line below, along with the variables in their client/company experience compared to your company/needs, are critical considerations for you and your HR team.

#3 Demand vs Supply

• Demand:
  • There is usually always a demand for accountants at this level, and things are no different this quarter. Employers are always looking for talent with hands-on experience who can hit the ground running and require little handholding.
  • As a result of this consistent demand, competition for talent at this level is high and therefore it is usually a difficult level to attract talent.
• Supply:
  • As mentioned above, Accountants tend to change roles/employers an average of 2 or 3 times within their first 5 years post-qualified, therefore, similarly to the newly qualified talent pool, the recently qualified pool is also relatively transient.
  • Historically, there is also usually a steady stream of recently qualified talent returning from Australia/Canada/London with good PQE and can be immediately available to start.

#4 What are companies doing to attract Recently Qualified Accounting talent these days?

An important factor to consider when attracting Recently Qualified Accounting talent, is that there needs to be an incentive for someone to change roles.

A lot of recently qualified accountants who are actively looking for a new role are doing so because they are looking for a new challenge, an opportunity to gain experience in a new area or a change in their working environment.

This can give rise to challenges when looking to recruit talent that can hit the ground running, as people don’t want to move “like for like.” i.e. Experienced Group Accountants commonly look to gain commercial experience and look for FP&A or Finance Business Partnering roles, rather than looking for another role in a Group Accounting team.

When trying to attract talent, keep an open mind to the type of experience you’ll consider and what incentive this opportunity gives to the relevant talent pool. If you need someone who can hit the ground running and there is less time to invest time in training someone who is coming in with a different skill set, you might have to consider incentivising through other means, like salary or flexible working arrangements. Vice versa, if you are willing to consider a different background and you can invest the time in training them, you may not have to incentivise through other means.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Siobhán Sexton (Munster), Brian O’Connor (Leinster), our Recently Qualified Accountants Talent Advisory & Recruitment team here in Barden (siobhan.sexton@barden.ie; brian.oconnor@barden.ie); we’re where leaders go before they start looking for Recently Qualified Accountants talent.

Supply Chain Management is an ever-changing landscape and is steadily becoming more and more crucial to the overall success of a business. An efficient supply chain results in a company having competitive advantage. Let us help you understand the key verticals within this chain and the part they play in everyday life.

#1 Supply Chain Verticals

The variety of roles in the supply chain management space continues to grow and there are a significant number of distinct sectors or categories within the broader supply chain ecosystem nowadays. Each vertical encompasses specific functions, processes, and roles critical to the efficient operation and management of the supply chain. These include:

Each vertical plays a crucial role in the overall efficiency and effectiveness of the supply chain, contributing to the seamless flow of goods, information, and finances from suppliers to end customers.

#2 Variables

Various different variables will impact the nature of your role within the supply chain space. I have some of the key examples below that we see on a daily basis:

• Size of the business – Whether you are in an SME or Multinational company, this can have a significant impact on several factors. If you are in an SME type business your role is more likely to have a broader scope perhaps including several different areas, ie. Buyer/Planner, you if you are a Supply Chain Specialist you could be covering even more ground, ie logistics, purchasing, order management. The larger the team the more specialised the role is most circumstances.
• Global vs Regional roles – This again probably depends on the size of the business or the organizational structure. You may be working on a global scale covering a number of entities or you may be managing say production planning for one manufacturing site or you may be demand planning for a whole region/or multiple regions.
• Manufacturing site vs Shared Service Centre/HQ roles, in relation to the last point you may be in a centralised role, or you may be onsite where it all happens.
• The nature of the product will dictate both the scope of your role and the size of the team. Naturally manufacturing businesses require a large supply chain and procurement function, as they will have significant direct and indirect sourcing requirements, whereas a smaller business which offers a service as their product may require less manpower and the focus will be on indirect procurement for example as opposed to sourcing raw materials and packaging. The nature of your role will change again depending on whether its active ingredients, or finished products you are buying to sell on. All businesses require IT, marketing and professional services so indirect is almost guaranteed regardless of the type of business. Both are specialised areas and it can be tricky to move between the two.
• Value – the value of the product you are buying will vary from sector or sector, business to business.
• Volume – The volume of product your are sourcing will vary from business to business and category to category, ie. You may be negotiating an annual agreement for a marketing contract or you may be ordering raw materials in bulk on a monthly basis.
• Jurisdiction – There will be different rules and regulations in every jurisdiction, be is customs, or imports or regulations around packaging and production etc. For example a drink may be allowed to have a certain amount of an ingredient in one country but not in the next.

#3 Demand vs Supply

Here’s what we’ve noticed this quarter in the Supply Chain talent pool in Ireland:

#4 What are companies doing to attract talent?

Attracting talent in the supply chain vertical is crucial. Here are some strategies that we are seeing being used to attract talent in this area:

1. Skills Development Programs: Companies invest in training and development programs to upskill existing employees and attract new talent. These programs cover areas like logistics, procurement, and inventory management. Continuous training programs ensure that employees are up-to-date with the latest industry trends and technologies. This demonstrates the company’s commitment to their professional growth.
2. Internship and Co-op Programs: Offering internships and co-op opportunities allows students and recent graduates to gain practical experience. Many companies use these programs as a pipeline for full-time hires.
3. Flexible Work Arrangements: Companies are adopting flexible work options, including remote work and flexible hours. This appeals to a diverse workforce, including parents and those seeking work-life balance.
4. Competitive Compensation: Offering competitive salary is essential. Additionally, offering strong benefits such as pensions, health insurance, bonuses, and flexible working hours are crucial for attracting talent. Ensuring salary packages meet or exceed market expectations helps in retaining top talent.
5. Emphasizing Purpose: Companies highlight their impact on global supply chains and sustainability efforts. Talented individuals are drawn to organisations with a clear purpose and positive impact.
6. Embracing Diversity and Inclusion: Organizations are actively promoting diversity and inclusion (D&I) to expand their talent pools. By creating an open and inclusive work environment, companies can attract a wider range of candidates and foster innovation and creativity within their teams (Ibec)
7. Promoting Internal Talent: Encouraging internal promotions helps create a sense of opportunity and career progression within the organization. This strategy not only builds loyalty but also maintains a consistent corporate culture, saving costs associated with external hiring and training (Deskera).
8. Utilizing New Technologies: Companies are investing in new technologies such as artificial intelligence and machine learning to streamline processes and improve efficiency. Providing employees with the latest tools and technologies makes the work environment more dynamic and appealing (Deskera).
9. Engaging in Strategic Partnerships and Events: Companies are also engaging with industry bodies and participating in events to address skills shortages. Initiatives like Logistics and Supply Chain Skills Week highlight career opportunities and promote the sector to a younger, more diverse audience (Ibec).

Creating an attractive workplace involves a combination of financial incentives, professional growth opportunities, innovation, a positive and supportive company culture as well as the companies vision and purpose being clear.

#5 Salary examples 

1. Inventory Analyst (SME) €50,000
2. Procurement Analyst MNC (temp contract) €70,000
3. Junior Purchasing Assistant (Entry level) €33,000
4. Sourcing Manager (Large Irish Business) €75,000
5. Senior Buyer (MNC) €88,000
6. Head of Warehousing & Logistics (SME) €95,000
7. Senior Planner €67,000
8. Senior Manager Operations €90,000
9. Category Lead €80,000
10. Planning Team Lead €72,000
11. New Product Introduction Specialist €65,000

You can expect a 10-15% reduction on the above numbers, when considering appointments outside of Leinster. For bespoke advice please contact cliodhna.obrien@barden.ie (Leinster & Munster)

#6 Challenges over the next 12 months 

Over the next 12 months, Irish supply chains face several challenges:

• Global Market Uncertainty: Ongoing market volatility and economic uncertainty pose significant challenges for businesses.
• Supply Chain Disruptions: Renewed disruptions due to factors like the resurgence of COVID-19 in China and the Ukraine war are impacting supply chains.
• Inflation and Energy Costs: Rising fuel costs and inflation are putting pressure on supply chain operations.
• Skills and Talent Shortages: Finding and retaining skilled workers remains a concern for businesses.
• Sustainability: Companies are increasingly focusing on sustainability and green credentials to compete in international markets.

Despite these challenges, there’s optimism among Irish exporters, with 84% planning to enter new international markets in the coming year.

Companies in Ireland are adapting to supply chain challenges in several ways:

1. Diversification: Businesses are diversifying their supplier base to reduce reliance on a single source. This helps mitigate risks associated with supply chain disruptions.
2. Technology Adoption: Companies are investing in digital technologies like IoT, blockchain, and AI to enhance supply chain visibility, efficiency, and resilience.
3. Collaboration: Collaborative efforts among supply chain partners are increasing. Companies are sharing information, coordinating logistics, and jointly addressing challenges.
4. Resilience Planning: Organizations are developing contingency plans to respond swiftly to disruptions. This includes stockpiling critical components and identifying alternative routes.
5. Sustainability Initiatives: Many companies are prioritizing sustainability by optimizing transportation routes, reducing waste, and adopting eco-friendly practices.

Overall, agility, adaptability, and forward-thinking strategies are key to navigating the evolving supply chain landscape in Ireland.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Cliodhna O’Brien, our Supply Chain Talent Advisor & Recruiter here in Barden (cliodhna.obrien@barden.ie); we’re where leaders go before they start looking for Supply Chain talent.

Ireland remains a hub for multinational tech companies while also supporting a growing number of local start-ups. In this expanding market, software testing plays a critical role in ensuring products function reliably and meet user expectations.

Drawing on conversations with Software QA Engineers across the industry, we examine key trends, insights, and the factors shaping Ireland’s QA landscape.

#1 Software QA Landscape

A Software QA Engineer’s role involves a continuum of activities, from planning and designing tests to executing them, as well as performance monitoring and maintenance. The balance of these activities can vary depending on the project, team, or organisation, as shown in the image below.

Key points along this continuum include:

#2 Factors Influencing QA Roles

Job titles in Software QA and Test Automation can be misleading without context – they don’t fully capture one’s role or market value. This is influenced by several factors, reflecting the role’s scope and diversity of experience. Here are some that tend to matter most:

1. Team and Company Size: 

In smaller teams, testers often take on broader responsibilities across multiple testing domains. For example, in a multinational firm, a Software QA Engineer might focus on performance testing for a specific product line. In a start-up, the same role could encompass performance, security, and usability testing across all products.

In larger organisations, effective communication and teamwork become increasingly critical for Software QA teams, as they collaborate with more developers, product managers, and other stakeholders to navigate complex cross-functional dynamics

2. Scope of Responsibilities:

Experience and seniority further shape the role. Junior and mid-level QA Engineers typically focus on hands-on testing, while senior engineers gradually take on more strategic and leadership responsibilities – a progression that depends on both company size and team growth. For example, a Senior QA Engineer transitioning into a Test Lead role gains market value not only through technical expertise but also by guiding testing efforts across complex projects. In larger teams, Test Leads often mentor multiple engineers, manage workflows, and provide oversight for critical projects, expanding both the depth and breadth of their responsibilities.

3. Project Complexity and Automation:

As projects grow in complexity, so do the testing strategies required. Larger initiatives often rely on robust automation frameworks, making proficiency in tools like Selenium, Appium, Jenkins, and TestNG highly valuable. Most automation testers specialise in a limited set of tools, given their depth and complexity. In contrast, those with only manual testing experience may find fewer opportunities as automation becomes more widespread. As of Q3 2025, low-code/no-code testing tools are gaining traction

4. Cloud Technologies and Testing:

Cloud platforms offer scalable and flexible testing environments that are integral to modern QA practices. Experience with leading providers like AWS, Azure, and Google Cloud – especially when it comes to testing distributed systems and serverless architectures – is highly valuable. Those who are also skilled in cloud-specific testing, such as API and microservices testing, bring added versatility and impact to their teams.

5. Web and Mobile Apps: 

Software QA Engineers in Ireland who are skilled in both web and mobile testing provide substantial value to organisations offering multi-platform products. For companies with mobile apps, they can ensure seamless user experiences across platforms, quickly identify cross-device issues, and support faster release cycles. Mobile app testing isn’t just “nice to have” – it’s often a critical part of compliance, quality, and user retention.

In summary, a Software QA Engineer’s value is shaped by how effectively they navigate variables like those discussed above. Proficiency in automation, cloud technologies, and diverse testing environments not only broadens their scope but also strengthens their position in the market.

#3 Base Salary

Due to the wide range of variables discussed in Section 2, it can be misleading to use fixed salary ranges. Understanding the specific context of each role is essential, as factors such as company size, industry, location, and market demand (e.g., niche skill sets) all play a part.

Engineers with advanced skills in areas such as automation or cloud testing are particularly sought after.

Here are some examples of recently completed assignments:

• Dublin – Software Test Lead (Mobile Apps & Cloud): €115,000
• Munster – QA Manager: €95,000
• Dublin – Senior Test Automation Engineer: €90,000
• Munster – Mid-level QA Engineer: €50,000

If you’d like to discuss a salary range tailored to your role and location, please contact Rachel at rachel.mcguckian@barden.ie for a confidential discussion.

#4 Current Snapshot of the Software QA Talent Pool

Here’s what we’ve noticed this quarter in the Software QA talent pool in Ireland:

 #5 Projected Challenges for the Next 6 Months

For Employers:

• AI Integration: As AI becomes embedded in more products, employers face the challenge of ensuring their QA teams can validate AI-driven systems while also adopting AI-assisted testing tools effectively.
• Full-Lifecycle Testing: Shift-left testing remains a core best practice for catching issues early in development, but testing in production (shift-right) is becoming more important. QA teams must balance both approaches to ensure quality throughout the entire SDLC. How these practices are applied depends on factors like industry needs, release speed, and risk tolerance.
• Security and Performance: Regulatory demands and user expectations mean performance and security testing can no longer be optional. Building QA teams with baseline expertise in these areas is critical.
• Cloud-Native Testing: The rise of cloud technologies means QA teams must adapt to testing in dynamic, distributed environments like microservices and serverless architectures. Employers face challenges ensuring test automation and monitoring tools effectively cover these complex systems.

For Talent:

• AI and Automation Upskilling: QA engineers will need to actively learn and apply emerging tools and techniques – particularly in AI-assisted testing, prompt engineering, and continuous test automation.
• Broader Responsibilities: As QA roles expand across pre- and post-release phases, testers are expected to work more cross-functionally with development, DevOps, and data science teams – requiring both technical versatility and soft skills.
• Cloud Skills and Testing: QA engineers should actively seek opportunities – whether through work projects, training, or self-learning – to build expertise in cloud platforms and cloud-native testing methods such as containerised testing, API testing for microservices, and automated monitoring. Building these skills is crucial to keep pace with the rising demand for cloud-based testing, even if a current role does not fully leverage them.

#6 What Should Companies Focus on When Hiring QA Talent in 2025/2026

• Hybrid Work: QA engineers continue to prefer flexible working arrangements, with 1-3 days in the office per week being the norm. Mandating more on-site days risks losing top talent, especially for geographically dispersed teams.
• Contractors & Niche Skills: For specialised QA roles – cloud, AI-assisted testing – companies may need to look beyond Ireland. Contractors from other EU countries are increasingly filling these gaps, often remotely.
• Upskilling & Continuous Learning: QA professionals who invest in ongoing learning – automation, cloud platforms, AI tools, performance/security testing – bring the most value. Companies should support training to retain talent and stay ahead of the curve.

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Rachel McGuckian, our Software QA Talent Advisor & Recruiter here in Barden (rachel.mcguckian@barden.ie); we’re where leaders go before they start looking for Software QA talent.

Ireland’s life sciences sector has a global reputation for operational and innovational excellence. With over 90 Pharmaceutical companies based here, Ireland is the world’s third largest exporter of pharmaceuticals, with €116+ Billion annual exports. The sector continues to evolve, expanding its capabilities to include innovation, digitalisation and next-generation technologies.

At the cornerstone of the industry sits the Quality Control profession. Quality Control testing in the pharmaceutical industry ensures the safety, efficacy, and consistency of products through rigorous analysis at every stage, from raw materials to finished products. The comprehensive QC process builds trust and reliability in pharmaceutical products by maintaining the highest of standards of quality throughout production.

#1 Continuum of Activity 

While the above captures in a simplistic way the nature of activities in QC, it’s important to note that roles will differ from one another depending on additional variables, which affect roles and salaries, and are further detailed in the Salary section below.

A synopsis of the key additional variables affecting the continuum of activity include:

• Function of team – Chemistry, Potency, Microbiology, Bioassay
• Product: Oral Solid Dose, Biopharmaceuticals, Vaccines, Injectables, Topical Products, Inhalation Products
• Equipment – HPLC, GC, UV-Vis, Karl Fisher, Dissolution systems, Mass Spectrometry, Autoclaves, incubators, centrifuge
• Company Type: Big Pharma, CDMO, CMO, Generic Pharma

#2 Base Salary

Salaries mean nothing without context.  A salary figure on its own doesn’t provide a complete picture of compensation. The true value of a salary is influenced by multiple factors *see index 1 further down.

This Barden salary monitor provides a comprehensive overview of real time salary ranges for this quarter within the pharmaceutical industry. However, it is important to consider that numerous additional factors can influence these figures, in particular if a role sits on the higher or lower end of the above scales.

Without this context, it is difficult to accurately assess the real worth of a compensation package. Understanding these elements is crucial for evaluating the full value of a salary.

As mentioned above, salaries are influenced by multiple factors. We have divided these factors into 2 subsections – Internal and external factors

• Internal factors are elements within an organisation or related to the individual that influence salary levels
• External factors are elements outside the organisation that influence salary levels

By taking these factors into account, we can gain a more nuanced understanding of the compensation landscape in the Quality Control profession (some of which are cited already above).

*Index 1

Internal factors that affect salary include:

• Function of team – The function within a QC team (Chemistry, Microbiology, Potency & Bioassay) in the pharmaceutical industry can significantly impact salary due to the varying levels of responsibility, expertise, and impact on product quality. Entry level positions conducting routine analysis compared with Senior Analysts conducting more complex analysis that may include method development will have varying salaries (revert back to salary guide)
• Product: Product Type and complexity will affect the salaries on offer – the more complex a product, the more skilled talent is required – examples of key products include: Oral Solid Dose, Biopharmaceuticals, Vaccines, Injectables, Topical Products, Inhalation Products
• Size of team – Small specific testing lab teams can offer higher salaries v larger teams focused on standard testing
• Working models – Fully onsite v Hybrid options – Hybrid offers flexibility, cost savings (commuting, childcare) and access to a wider talent pool allowing for less salaries. Fully onsite with additional overhead costs (commuting, additional childcare costs), geographic limitations for talent will increase the potential for higher salaries to attract talent
• Equipment – The equipment a QC professional works with in a pharmaceutical / Biopharmaceutical site can significantly impact their salary due to the specialised skills and knowledge required to operate and maintain these advanced instruments – HPLC, GC, UV-Vis, Karl Fisher, Dissolution systems, Mass Spectrometry, Autoclaves, incubators & centrifuges
• Years of experience – Years of previous experience impacts salary significantly because it often correlates with a deeper understanding of the role, industry-specific knowledge, and a proven track record of success
• Benefits and Perks: In addition to base salary, companies offer various benefits such as annual bonuses, Private health insurance, pension and life assurance as standard. The level of health coverage and bonus and pension percentages can vary with each company along with pension type (Defined Contribution or Defined Benefit). For more Senior positions, companies offer additional benefits in RSU (Restricted Stock Units), Car allowance, Sign on bonuses

External Factors:

• Location: Salaries can vary depending on the specific location within Ireland. Dublin would offer a higher salary rate compared to the rest of Ireland. This is primarily due to much higher cost of living
• Company Size: Larger pharmaceutical companies typically have more resources and a bigger budget, allowing them to offer higher salaries to attract and retain top talent
• Company Type: Each type of pharmaceutical company has its own set of factors that influence salary
  • Big Pharma: Dominant market players with a global reach. The competitive market for top talent leads to higher salaries to attract and retain skilled professionals
  • CDMOs and CMOs: Dependent on contracts from other companies. Market demand for their specialised services can drive salary levels up or down
  • Generic Pharmaceutical Companies: Operate in a highly competitive market focused on cost efficiency. Salary structures may reflect the need to maintain low production costs
• Market Demand: The demand for QC professionals can fluctuate based on industry trends, regulatory changes, and the overall economic climate, this in turn will directly affect salaries

 #3 Demand vs Supply / Talent Availability

In the pharmaceutical industry, the balance between demand and supply is crucial, especially when it comes to talent within Quality Control profession (QC). As the industry grows and evolves, the demand for skilled QC professionals increases.

Here’s what we’ve noticed this quarter in the Quality Control talent pool in Ireland:

In Barden, we understand that each team, role, and requirement is unique. If you would like to discuss what tactics and approaches would suit you, please feel free to contact Aidan Crowley our Quality Control Talent Advisor & Recruiter here in Barden (aidan.crowley@barden.ie); we’re where leaders go before they start hiring Quality Control talent.

This information is accurate as per October 2025 and will be updated periodically. Data sources include Barden Proprietary Data, LinkedIn Analytics and other 3^rd party data sources. If you have a request and would like real-time information to inform your hiring decisions, contact Aidan Crowley at aidan.crowley@barden.ie.