Sharp Consultancy’s Salary Survey 2026/27: Hiring

Sharp Consultancy’s Salary Survey 2026/27: Finding the Best Talent in a Competitive Yorkshire Finance Market

Over the past 12 months, the Yorkshire finance and accountancy employment market has entered a relatively stable period following several years of volatility and rapid salary inflation.Hiring activity remains consistent across most finance disciplines, however employers are adopting a more cautious and measured approach to permanent recruitment, likely borne from the economic uncertainty businesses are navigating. As a result, there has been a wider increase across interim hires and salary movement has become more controlled with recruitment processes taking longer than in previous years. Despite this stabilisation, skills shortages continue to be a defining feature of the market. This is particularly evident between the qualified and senior level, where replacement hiring in key roles continues to exceed the available candidate pool and the data reflected in this salary survey aligns closely with what we are seeing daily across the Yorkshire finance market. While hiring volumes have levelled out, the underlying challenge remains unchanged: demand for high-quality finance professionals continues to outweigh supply. What the data does not always fully capture, but we have seen consistently across the market, is the increasing complexity behind each hire. Employers are no longer simply recruiting for technical capability; they are seeking finance professionals who can influence, adapt and add value, often in uncertain trading conditions. This has resulted in longer recruitment timelines, narrower shortlists and a growing reliance on trusted market insight to secure the right individuals. Across the candidate market we are seeing a more selective approach to new opportunities. Job seekers are making increasingly considered career decisions, weighing role scope, leadership quality, flexibility and long-term opportunity alongside salary. Many of the strongest candidates are not actively applying for roles, which means traditional, employer led recruitment strategies are no longer sufficient. Employers are no longer simply recruiting for technical capability; they are seeking finance professionals who can influence, adapt and add value, often in uncertain trading conditions.This is where a relationship-driven recruitment partner becomes vital. At Sharp Consultancy, and through our work with our executive division - The CFO Partnership - our long-standing relationships across the South Yorkshire finance community allow us to engage with high-performing talent that is not always visible to the wider market. Our understanding of both client environments and individual career motivations enables us to make introductions that are aligned not just on skills, but on culture, ambition and long-term fit. In a market where salary growth is increasingly controlled and competition for talent remains intense, our ability to advise, challenge and guide both clients and candidates is vital. Recruitment partnerships built on trust, transparency and deep market knowledge are what ultimately ensure the best outcomes - securing the right talent for our clients, and the right opportunities for the candidates we represent.

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Each year when writing this piece, I muse over what the next 12 months might bring in the jobs market and I have occasionally predicted more stability. As if to prove my crystal ball isn’t really magical, I have been wrong before.

The last 12 months have been a rollercoaster for all the reasons you are no doubt bored of hearing – wars, tariffs, increased tax burden on employers (it isn’t rocket science, if it becomes much more expensive to employ people then businesses generally try to employ less people), and at the end of last year, increased tax burden on employees with the continued Income Tax Threshold Freeze among other changes. The economy trundled along, not really up nor down.

Lee Sweeney Executive Director at Sharp consultancy, wearing a navy suit

Press reports from the likes of the REC (Recruitment and Employment Confederation) showed that from April last year, in the North, permanent recruitment vacancies fell and recruitment agencies revenue from temporary recruitment also fell. In short, less revenue means less jobs.

Strangely though, in finance recruitment, we felt little change – yes, the starting point was a touch flat, but we didn’t feel any great deterioration (with the exception of November, when hiring activity slowed significantly due to the usual uncertainty around the Autumn budget). Once the budget landed, most businesses took it in their stride, as the announcements didn’t create any major shifts in their short term priorities.

And so, to the next 12 months. There are still so many factors at play that could create yet another year riding that rollercoaster. But there is a sense that business is getting very fed up and yearns for growth, but if they can’t have that, greater stability and certainty. They may not get it – but when you collectively want the same thing, you sometimes help ensure it comes to pass.

If I had to get off the fence I would say there is still time for 2026 to see an improved jobs market

If I had to get off the fence I would say there is still time for 2026 to see an improved jobs market, December and January have provided support for this hypothesis. Businesses certainly long for that stability and certainty but there are still many variables in play - not least that as I write this the war in Iran has begun. Another rollercoaster year would be a disappointment, but not a real surprise.

You would think that the jobs market as I described above would make hiring easy. In some ways nothing ever changes and when the jobs market is tight, a sizeable proportion of the top talent just sits tight rather than looking for new opportunities. If you want to hire talent then you will need to work at it – sensible packages, sensible working practices, prioritise equality and diversity (they remain high on many people’s agenda), move quickly – don’t play at it, be professional, or better yet, use the professionals. It’s a fight to get the best candidates so be prepared to fight for them.

Each year when writing this piece, I muse over what the next 12 months might bring in the ​jobs market and I have occasionally predicted more stability. As if to prove my crystal ball isn’t really magical, I have been wrong before.

Each year when writing this piece, I muse over what the next 12 months might bring in the jobs market and I have occasionally predicted more stability. As if to prove my crystal ball isn’t really magical, I have been wrong before.