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 April 2026 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 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 April 2026 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.

Audit as a profession is often in the spotlight.

For quite some time, the supply of external audit talent in Ireland has been significantly below demand. This has been evident from the reliance we’ve had on other talent markets, including the Philippines, India and Pakistan.

The audit talent supply has faced many challenges over the last number of years. From the outflow of talent to international markets and other verticals, to the slight “audit aversion” – there is a lot to digest.

Here are some things that may be worth thinking about as an audit professional or audit hiring manager…

#1 Perception of Audit Careers in Practice

Before we dive into real-time data, it’s vital we take a step back and assess the perception of external audit as a profession.

For the purposes of this Talent Monitor, we are not focusing on client bases below the audit threshold.

We’ve spent a lot of time getting to know the audit community, and here are some shared views of a long-term career in audit…

There are thousands of people happily employed in the external audit world worldwide; however by the nature of the general audit training route in Ireland, many leave the audit profession on completion of their training. It’s important to note that this is to do with the structure of a typical audit training path and not the audit profession itself – many professionals are burnt out and feel a career change (or career break) is necessary.

Although this profession evokes mixed feelings, the role of the external auditor is crucial in maintaining the financial health and integrity of businesses.

#2 The Audit Landscape

When assessing your audit experience and how this may be perceived on the external audit market, it’s important to consider…

• Your client base
• Which tends to be dictated by the size of the firm you are working in
• And in turn will shape your scope of experience

For the purposes of transparency, let’s categorise the audit landscape into two categories based on client base – Generalist and Specialist.

As a Generalist…

Client Base – usually serves local businesses and SME’s. More diverse in terms of industry. More likely to have direct and frequent interactions with clients, providing personalised services while building strong relationships.

Scope of Work – a broad range of audit responsibilities and tends to be involved at all stages of the audit – planning, execution and reporting. Need to adapt to a variety of client needs and industries, offering a broader skillset. The audit team can also wear multiple hats and support other areas of the firm, i.e. payroll, accounts preparation, tax compliance.

Team Structure – Smaller teams, often with more responsibility and autonomy. Less hierarchical in terms of structure.

As a Specialist…

Client Base – support larger businesses, including multinational corporations, public companies and government entities. Relationships tend to be managed by senior members of the team, so less direct client interaction at a junior level. Larger audit firms can have dedicated industry teams, allowing you to develop a niche, so you may only gain exposure to certain industries, i.e. financial services, pharmaceuticals, technology.

Scope of Work – the audits tend to be larger and more complex, with enhanced reporting requirements leading to a higher degree of risk. They can also involve multiple accounting standards, various jurisdictions and extensive documentation. Roles will be more specialised, and you may only focus on a specific area of the audit. More likely to use advanced audit software and data analytics tools.

Team Structure – Larger teams, often with less responsibility and autonomy. More hierarchical in terms of structure, with defined roles. More likely you will collaborate with other specialists, i.e. tax, advisory.

#3 Base

As we have explored above, the role of an auditor can differ depending on the client portfolio, which tends to be influenced by the size of the firm you’re working in.

For the purposes of transparency, we’re going to focus on years of experience and audit category (Specialist or Generalist).

This is also a very broad guideline, and it’s important to understand the specifics of each individual role, i.e., people management, scope of responsibilities, business development initiatives and technical knowledge.

As you will notice, deemed specialists are paid a premium for their technical knowledge as their clients are under more scrutiny in terms of financial regulation.

#3 Demand v Supply

The demand for audit professionals in practice continues to outweigh the supply of experienced audit professionals, which can largely be explained by:

• Near-full employment.
• Increased global financial regulation, resulting in further demand for audit services (and talent).
• Significant outflows of talent to other verticals (mainly industry accounting and financial services).

The audit professional is in “very high demand”. Here are some data points about the audit talent pool in Ireland this quarter. It’s important to note that while a portion of the talent pool is demonstrating job-seeking behaviours, the majority are likely to be seeking a move away from the external audit profession.

#4 What are employers doing to attract Audit talent?

• Flexibility – while client demands and statutory deadlines will dictate working arrangements, flexible working hours and an opportunity to work from home are essential. Part-time arrangements may be worth considering in certain circumstances.
• Monetary – competitive base salaries that are talent-led rather than budget-led, and definitive salary review periods. Strengthening additional benefits, i.e. sign-on bonus and bonus multipliers, to recognise professionals exceeding expectations.
• Career Progression – defining clear paths for progression in the current role and offering promotions based on performance rather than tenure.
• Learning & Development – rotations through different departments, exposure to various types of audits, and opportunities to work on diverse projects. Offering a sense of purpose is essential for auditors and has recently been connected to sustainability assurance and reporting.
• Boomerangs – Employers are placing greater emphasis on “boomerang” employees—those who leave and later return. By fostering positive relationships with former staff and creating a welcoming environment, companies can benefit from their experience while signalling a commitment to long-term career growth
• Embrace technology to remain relevant – those considering a career in the profession wish to embrace advanced technologies. While certain firms can fulfil that wish, others are lagging. Bridging the technology gap is a strategic imperative for the profession.

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 Aoibhín Byrne, our Audit Talent Advisor & Recruiter here in Barden (aoibhin.byrne@barden.ie); we’re where leaders go before they start looking for Audit talent.

This information is accurate as per April 2026 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 Aoibhín Byrne at aoibhin.byrne@barden.ie.

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

AP by any other name is still accounts payable. The exact role is defined by the processes and procedures used by a given company to manage invoice processing/payment, but the name varies depending on the company. You might know it as:

• AP
• PTP
• P2P
• S2P
• Or simply Accounts Payable

We meet hundreds of AP 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 Base

For AP talent it can be all about the base, so let’s talk reward first. 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; cole.carroll@barden.ie (Leinster), or tara.higgins@barden.ie (Munster).

 #2 Continuum of Activity in AP

Scale is the primary driver for differentiating AP roles. Generally, the larger the AP team, the less of the continuum a specific role will cover, and the smaller the team the more of the continuum is covered. Simple.

Other variables that matter are listed above. There are many and they are what differentiate one role from another. What variables are relevant to the role you are looking to hire matter a lot.  Fact.

#3 Demand vs Supply

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

The surplus of talent has allowed managers to be selective in their hiring processes, as the supply of accounts payable talent exceeds the available job opportunities. However, this surplus relates specifically to junior and mid-level AP 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 AP talent pool in Ireland:

What are companies doing to attract talent?

The AP 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.

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 Cole Carroll (Leinster), Tara Higgins (Munster) our AP Talent Advisory & Recruitment team here in Barden (cole.carroll@barden.ie; tara.higgins@barden.ie);  we’re where leaders go before they start looking for AP talent.

This information is accurate as per April 2026 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 Cole Carroll (Leinster) at cole.carroll@barden.ie or Tara Higgins (Munster) at tara.higgins@barden.ie.

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.

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 H2 2025 was €65,417 (The average Salary for H1 2025 was €65,357).

To caveat here, the mode Salary for H2 2025 is €65,000 .i.e. The most common exact salary which newly qualified accountants received in H2 2025 was €65,000. The average salary is slightly higher as there is a premium paid for those who secure roles in industries such as aircraft leasing and private equity at this level, bringing the average up.

• The average Bonus for H2 2025 was 7% (The average Bonus for H1 2025 was 8%).
• The average Pension for H2 2025 was 4% (The average Pension for H1 2025 was 5%).
• The average Annual Leave Days(excluding Company Days) for H2 2025 was 23 Days (The average Annual Leave Days (excluding Company Days) for H1 2025 was 23 days).

*These are Dublin-only numbers. For roles outside Dublin, you would typically apply a 10% reduction on base with an additional variation of around 2.5% depending on the specific location. For bespoke advice please contact our team; niall.okeeffe@barden.ie (Leinster) or conor.murphy@barden.ie (Munster).

 #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), Conor Murphy (Munster) our Newly Qualified Accountants Talent Advisory & Recruitment team here in Barden (niall.okeeffe@barden.ie; conor.murphy@barden.ie); we’re where leaders go before they start looking for Newly Qualified Accountants talent.

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

The payroll profession in Ireland is a vital component of the country’s workforce and without payroll teams businesses just do not function. The market for Payroll talent is competitive, with a consistent demand for skilled experienced professionals.

When hiring in payroll it is always a good idea to understand the key variables that exist within the profession, the variables that exist in your own specific opportunity and, where you can be flexible and where you cannot be flexible.  Engaging talent with very specific skill sets in Payroll can be very challenging, so thinking outside the box, to a degree, can have a significant impact on lead time to hire and the salaries involved.

In 2025, the top 4 challenges likely to face leaders in the payroll profession will continue to include regulatory changes, technological advancements, talent retention, and cybersecurity. More on that later.

In Barden we know payroll and we know talent.  Here are a few things that might be helpful if you are thinking of bringing new payroll talent into your team:

#1 Base

Let’s talk reward first and what you would expect to pay today.

We’re going to focus on both bureau payroll and in-house payroll. This is also a very broad guideline and it’s important to understand the specifics of each individual role i.e., specialities, size of team, scope of responsibilities (context is very important when considering salary guides as we further delve into below!).

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

#2 Niche skills and variables that matter…

Identifying talent with niche payroll skills is tricky. Fact. Specialisations may include knowledge of international payroll, complex tax regulations, expertise in specific software systems and more.

Employers often rely on professional certifications like IPASS (The Irish Payroll Association) to identify talent with the required skill set, however our best advice is to be led by experience and expertise first, qualifications second.

What jurisdictions/regions a payroll professional covers is one of the most important variables to consider. Does the payroll cover just ROI or IOI; or is it UK&I; or what about if it is across EMEA or even Global.  The footprint of the headcount, the employment relationships that exist (temporary v permanent) and the division of labour between internal and third party in country providers, all combine in a way that can make one payroll professional very different to the next.

And that’s just for starters – some other variables include:

#3 Talent Availability

The demand for payroll professionals in Ireland has been consistent over the last decade and while advances in tech have improved efficiencies in the process, human oversight, approval and management of such a business sensitive activity remains firmly in the hands of Payroll talent.

Over the last decade payroll has increasingly become not just a function of finance/HR but a destination for finance talent.  This steady supply of people choosing Payroll as their career is promising and bodes well for the future for both employers and professionals looking to build and grow payroll teams.

At a macro level there is a good supply of junior payroll professionals in the market -getting the right culture fit and retaining the more junior talent over time, are the biggest challenges for hiring managers at this level.

Conversely, there continues to be a challenge in identifying and attracting senior payroll professionals with large volume payroll or multijurisdictional payroll experience; with competition high the experienced end of the payroll profession continues to be in the driving seat.

Below are some data points about the Payroll market in Ireland this quarter:

#4 Projected Challenges for 2025

The payroll profession in Ireland is likely to face some challenges in 2025, including:

• Regulatory Changes – Continual updates to payroll laws and tax regulations necessitate staying up-to-date and adapting to changes.
• Evolving Technology – The integration of AI and automation in payroll processes may require professionals to upskill to remain relevant.
• Talent Retention – As the demand for skilled payroll professionals continues to rise, retaining top talent will likely be a challenge for employers.
• Cybersecurity – With an increased reliance on digital systems, payroll departments need to focus on cybersecurity to protect sensitive financial data.

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 Cole Carroll (Leinster), Tara Higgins (Munster) our Payroll Talent Advisory & Recruitment team here in Barden (cole.carroll@barden.ie; tara.higgins@barden.ie); we’re where leaders go before they start looking for Payroll talent.

Barden are delighted to be partnering with a leading global organisation in the financial services sector to recruit an Accounts Payable Specialist.

This is an excellent opportunity to join a fast-paced, high-performing finance team where you will gain exposure across multiple entities and play a key role in ensuring the smooth running of the AP function.

Location: Dublin (IFSC)

Type: Full-time, Permanent

The Opportunity

In this role, you will:

• Manage the end-to-end Accounts Payable process from supplier setup through to payment.
• Process invoices in a multi-entity, multi-currency environment.
• Own payment runs, reconciliations, and vendor queries.
• Support month-end activities, including accruals and prepayments.
• Ensure accurate VAT treatment across all invoices.
• Assist with management accounts, balance sheet reconciliations, and audit preparation.
• Contribute to ongoing improvements in finance processes and systems.

About You

• 2+ years’ experience in an Accounts Payable or similar role.
• Strong Excel skills with excellent attention to detail.
• Highly organised with the ability to meet deadlines.
• Proactive, adaptable, and able to work on your own initiative.
• Strong communication skills with experience dealing with stakeholders.
• VAT knowledge or exposure is an advantage.

This is a fantastic opportunity for an ambitious finance professional to join a global organisation with strong career development potential.

For more information, please contact Phonsie Irwin (phonsie.irwin@barden.ie) or apply via the link below.

Barden are delighted to have partnered with a successful Aircraft Leasing company, based in Dublin City Centre (Hybrid working), who are looking for a Newly Qualified Accountant to join their Finance team as a Financial Accountant on a permanent basis.

“We are looking for a smart, ambitious newly qualified accountant who wants to join our successful aircraft leasing company, and liaise with our senior leadership. This is a very broad role, with strong progression opportunities. We are looking for a confident individual, with excellent communication skills. We are happy to wait for the right person.” – CFO

With hybrid working, and a market-leading package – this might be something worth at least getting curious about.

ABOUT THE ROLE:

• Preparing month-end management accounts;
• Preparing financial statements;
• Budgeting and forecasting;
• Liaising with Stakeholders;
• Working on ad-hoc projects.

ABOUT THE PERSON:

• Newly Qualified Accountant – Big 4/Top 10 Trained;
• Aircraft Leasing client experience is a strong advantage;
• A self-starter;
• A strong communicator.