By Rory Bysouth, published 17 June 2026

Having spent many years recruiting finance professionals across London and the Home Counties, I can confidently say that the market for tax professionals, practice accountants and auditors in 2026 remains one of the most candidate-driven environments I've seen.

While discussions around talent shortages have become commonplace, I believe many firms are underestimating the scale of change taking place within the profession. Recruitment challenges today are not simply about finding people. They are being driven by a combination of demographic shifts, technological change, evolving candidate expectations and increasing competition between firms.

What makes the current market particularly interesting is that these pressures are affecting firms differently. The recruitment challenges facing a five-partner practice in Surrey are not the same as those facing a Top 100 firm in London or a Big 4 employer. However, all are competing for the same increasingly scarce talent pool.

The Talent Shortage Is No Longer Temporary

For several years, accounting firms have hoped the skills shortage would ease. From what I am seeing on the ground, that is unlikely to happen any time soon.

The most difficult vacancies to fill are not trainee roles but those at Senior, Assistant Manager and Manager level. These professionals have gained enough experience to manage client relationships and review work independently, yet there simply are not enough of them available.

For SME practices, this shortage can be particularly disruptive. Losing a single Manager or Senior Accountant can have a significant impact on client service delivery and succession planning. Smaller firms often have less capacity to absorb departures and may find themselves heavily reliant on a handful of key individuals.

Top 100 firms face a different challenge. Many are pursuing ambitious growth strategies and need a continuous pipeline of qualified professionals to support expansion, acquisitions and service diversification.

Meanwhile, the Big 4 continue to attract large volumes of graduates and trainees, but they are not immune to shortages. Retention at newly qualified and Manager level remains a challenge as professionals increasingly explore opportunities with mid-tier firms, boutique specialists and industry employers.

The reality is that firms of every size are competing for the same relatively small pool of experienced candidates.

Tax Has Become the Most Competitive Area of Recruitment

If there is one discipline where demand consistently exceeds supply, it is tax.

Across London and the Home Counties, firms are actively seeking specialists in private client tax, corporate tax and international tax. The level of demand has increased significantly as legislation becomes more complex and clients seek more advisory support.

For SME firms, the challenge is often attracting experienced tax professionals who can provide broad-based advice across owner-managed businesses, entrepreneurs and high-net-worth individuals. These individuals are highly valuable because they can contribute revenue almost immediately through client-facing advisory work.

Top 100 firms are increasingly building specialist teams in areas such as international tax, transfer pricing and transaction tax. As a result, they are competing directly with larger firms for talent that was once predominantly found within the Big 4.

The Big 4 continue to dominate at the highly specialised end of the market, but they are also experiencing increased competition for experienced hires as professionals seek greater flexibility, faster progression and more diverse client exposure elsewhere.

Candidates who can combine technical expertise with commercial awareness are often receiving multiple offers and commanding significant salary increases when they move.

Audit Recruitment Remains Challenging

Audit continues to be one of the most difficult service lines to recruit into.

Historically, firms struggled because many newly qualified auditors moved into industry after qualification. That trend continues, but firms are now also looking for auditors with broader skills, particularly around data analytics and technology.

For SME firms, audit recruitment is often constrained by resources. They may struggle to compete with the salaries, training programmes and brand recognition offered by larger employers. However, many smaller practices successfully attract candidates by offering broader responsibilities, greater client exposure and a clearer path to partnership.

Top 100 firms often find themselves in a competitive middle ground. They lose some talent to the Big 4 while simultaneously competing with regional firms that can offer a stronger work-life balance.

The Big 4 continue to invest heavily in audit quality, technology and specialist expertise, but these investments have increased expectations on employees and contributed to retention challenges in some areas.

As a result, experienced Audit Managers remain among the most sought-after professionals in the market.

Hybrid Working Has Permanently Changed Recruitment

Perhaps the biggest shift compared to five years ago is the role of flexible working.

Candidates today have more choice than ever before. A Tax Manager living in Berkshire can realistically consider opportunities with a City firm, a regional practice, a Top 100 firm or a largely remote employer.

This presents both opportunities and challenges.

For SME firms, hybrid working has expanded access to talent beyond their immediate geographic location. However, it has also exposed employees to a much wider range of opportunities, making retention more difficult.

Top 100 firms have generally embraced flexible working models and are using them as a competitive differentiator.

The Big 4 have largely settled into hybrid structures, but many candidates now compare every employer's flexibility against the most accommodating firms in the market, regardless of size.

Flexibility is no longer viewed as a benefit. For many professionals, it is simply an expectation.

Salary Still Matters, But It Is No Longer Everything

Compensation remains important, particularly given the cost of living across London and the South East.

However, I am increasingly seeing candidates evaluate opportunities based on the complete package rather than salary alone.

For SME firms, this can be encouraging. While they may not always match the salaries offered by larger employers, they can often provide accelerated progression, direct Partner access and greater autonomy.

Top 100 firms frequently position themselves as offering the best of both worlds: strong salaries and benefits combined with more approachable cultures and broader client exposure.

The Big 4 still command significant brand value, particularly among early-career professionals. However, experienced candidates are increasingly weighing that prestige against factors such as flexibility, workload and speed of progression.

Many firms assume they lose candidates because of salary when, in reality, candidates are often choosing an employer that offers a clearer long-term career path.

Technology and AI Are Influencing Hiring Decisions

Artificial intelligence is becoming a major talking point across the profession.

Contrary to some predictions, AI is not reducing demand for accountants. Instead, it is changing the skills firms value.

SME firms are increasingly adopting cloud-based systems and automation tools to improve efficiency and reduce administrative burdens. Those investing in modern technology are often finding it easier to attract younger professionals.

Top 100 firms are making substantial investments in AI-enabled audit platforms, tax technology and workflow automation, creating demand for candidates who can combine technical accounting expertise with digital capability.

The Big 4 continue to lead in terms of technology investment, but this has also raised expectations around the skills required from employees.

The candidates generating the most interest are those who can leverage technology to improve efficiency while still providing commercial insight and client advice.

Private Equity Investment Is Reshaping the Market

One of the most significant developments in recent years has been the influx of private equity investment into the accountancy sector.

This trend has been particularly visible among Top 100 and larger regional firms, many of which are pursuing aggressive growth plans through acquisition and geographic expansion.

For these firms, recruitment has become mission-critical. Growth targets can only be achieved if they can successfully attract and retain the people needed to service new clients and integrate acquired businesses.

For SME practices, private equity-backed competitors can create additional pressure by increasing salary expectations and attracting experienced professionals with promises of rapid expansion and enhanced reward structures.

The result is an increasingly competitive recruitment environment across all levels of the profession.

Employer Brand Has Never Been More Important

One area where I believe some firms still have work to do is employer branding.

Candidates conduct extensive research before entering a recruitment process. They want to understand a firm's culture, leadership team, progression opportunities and reputation in the market.

For SME firms, this means highlighting the advantages of a close-knit environment, direct access to decision-makers and genuine opportunities for career progression.

Top 100 firms need to articulate how they differentiate themselves from both smaller practices and the Big 4.

The Big 4 benefit from global brand recognition, but they too must continually evolve their employee value proposition to attract and retain top talent.

In a competitive market, the ability to communicate a compelling story about the employee experience can be as important as the role itself.

Looking Ahead

As we move through 2026, I do not expect recruitment pressures to ease significantly.

Tax professionals will remain in exceptionally high demand, audit recruitment will continue to present challenges and firms will need to work harder than ever to differentiate themselves.

What is becoming increasingly clear is that recruitment is no longer simply an HR function. It is a strategic business issue that affects growth, client service and long-term succession planning.

Whether they are SME practices, Top 100 firms or members of the Big 4, the employers most likely to succeed will be those that invest in their people, embrace technology, offer genuine flexibility and create compelling long-term career opportunities.

The firms that recognise these realities will continue to attract the best talent. Those that do not may find that recruitment becomes one of the biggest barriers to achieving their growth ambitions in the years ahead.