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Rebalancing the Finance Talent Equation: From Crisis to Calibration

09/02/25

News

Rebalancing the Finance Talent Equation: From Crisis to Calibration

4 Min Read

Key takeaways
  • Industry leaders are indicating a recalibration of the accounting and finance labor market, aligning with the broader economic recalibration
  • Gaps remain for critical roles, but a combination of human and AI will be utilized to address them
  • It is critical to remain flexible and agile to navigate a rapidly evolving sector of the labor market

In recent years, the corporate accounting and finance (A&F) talent pipeline has been defined by scarcity, burnout, and fierce competition. A new study from the Controllers Council suggests a shift may be underway, one that signals not a resolution, but a recalibration.

According to the survey, more than half of finance leaders (53%) report no talent shortages, while another 33% cite only minor gaps. This contrasts sharply with the dominant narrative of a sector in crisis. So, what’s really happening in the A&F talent landscape?

A cooling market, not a cold one

The data points to a cooling labor market, not a frozen one. Hiring increases have slowed year-over-year, with more companies opting to maintain current staffing levels rather than expand. Neil Brown, Executive Director of the Controllers Council, notes that “salary increases have moderated,” and hiring is becoming more measured.

This shift reflects a broader economic recalibration. After years of aggressive hiring and wage inflation, many organizations are now focused on efficiency, retention, and strategic workforce planning.

Persistent gaps in critical roles

Despite the overall slowdown in the job market, key roles remain difficult to fill. Controllers and Assistant Controllers top the list (34%), followed by Bookkeepers and Financial Reporting professionals (27%). These roles are foundational to financial integrity and compliance, yet they remain difficult to fill.

These gaps can be attributed to a combination of retirements, declining interest in accounting careers, and the increasing complexity of finance roles due to digital transformation. 

Contrasting narratives: A tale of two surveys

Interestingly, the Controllers Council findings diverge from other recent studies. Deloitte reports that 85% of CFOs still face talent shortages, while Avalara found that 84% of finance leaders cite burnout and career shifts as major challenges.

This discrepancy may reflect differences in sample demographics, industry segments, or even regional hiring trends, however it also underscores a critical truth: the talent landscape is not monolithic. Some organizations are stabilizing, while others remain in flux.

AI: The new talent strategy

The rise of AI as a talent solution can be identified as the one constant across all surveys. Nearly 80% of CFOs plan to use AI to address staffing gaps. From automating reconciliations to generating real-time forecasts, AI is reshaping the finance function.

Believing that AI will automatically address these gaps, is a dangerous misstep. Successful utilization of AI still requires strategic implementation, change management, and, ironically, new talent to manage and interpret its outputs.

What finance leaders should do now

To navigate this evolving landscape, finance leaders should:

  • Invest in upskilling: Equip current teams with digital and analytical capabilities.
  • Redesign roles: Make finance careers more attractive to younger professionals.
  • Leverage flexible talent models: Tap into contingent, remote, and global talent pools.
  • Partner with academia: Rebuild the CPA pipeline through early engagement and curriculum alignment.
  • Promote growth, not just employment: promote roles with growth and learning, not a job with a laundry list of tasks.
  • Focus on future capability, not past experience: hire for aptitude and mindset, then build skills through mentorship.

 

Conclusion: From panic to planning

The A&F talent market is no longer in a state of chaos, but it’s far from settled. The shift from scarcity to strategy presents a unique opportunity for finance leaders to rethink how they attract, retain, and empower talent.

The future of finance won’t be built on headcount alone. It will be shaped by agility, innovation, and a renewed focus on people, both human and digital.

Connect with UHY Resource Solutions Group

If your organization is facing staffing challenges or you’d simply like insights into what we’re seeing in the local accounting and finance market, UHY’s Resource Solutions Group is here to help. Please fill out the form on this page to connect with our team.

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Authors

STEPHANIE ROSENBAUM

STEPHANIE ROSENBAUM

Managing Director, UHY Advisors

Stephanie Rosenbaum is a leader of the Resource Solutions Group in the Great Lakes region. Rosenbaum specializes in both providing upper-level and executive accounting and finance support to companies with interim and permanent placement needs, as well as generating new assurance, tax, and consulting clients within the region. She has more than 15 years of development and recruiting experience in the finance and accounting industry. Rosenbaum is a graduate of the University of Michigan. 

Priscilla Barczyk

Priscilla Barczyk

Manager, UHY Advisors

Priscilla Barczyk is a Manager in UHY’s Resource Solutions Group, where she specializes in connecting companies across the country with high-performing talent to address both interim and permanent staffing challenges. She brings over 13 years of recruiting and staffing experience, following a decade in the global supply chain sector in both corporate and consulting roles.

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