According to Chris Lawton, Group Managing Director of Executive Search at Robert Half, that shift in how finance teams operate is already well underway.

“Most organisations have moved beyond just talking about AI,” he explains. “But even if a team isn’t fully using AI today, leadership expects that they will be soon. Which is already influencing how they hire.”

There is, however, clearly a widening skills gap. According to the Robert Half Salary Guide 2026 UK Finance and Accounting Salary Guide and Survey, 67% of finance and accounting hiring managers are willing to pay higher salaries when there is a scarcity of qualified talent for a role, with financial reporting, agentic AI use and data analytics the top skills commanding premium pay.

AI is no longer optional. So how can the industry ensure they have an AI-ready workforce? For candidates, the message is clear: developing AI literacy and the ability to stand out in a crowded, tech-enabled market is essential.

For employers, the challenge is about attracting the right talent while also investing in the development of existing teams.

AI literacy is in demand

AI hasn’t so much created entirely new roles as it has rewritten the job description for existing ones. At the top of the list? AI literacy.

“It’s essential you’re comfortable working with data, understanding systems and have an understanding of how to use these AI tools in practice,” Lawton says.

While technical accounting expertise remains important, it is no longer enough on its own. Employers are increasingly looking for professionals who can add value beyond the numbers.

Interestingly, Lawton emphasises that soft skills and critical thinking are becoming even more valuable in an AI-driven environment. He explains: “What clients are really looking for now is a blend.

“The ability to communicate insights, interpret the data and tell a story with the numbers is becoming key. AI can generate outputs, but it can’t replace human judgement or context.”

Finance teams are hiring in adaptable accountants

From a recruitment perspective, Chris has seen a clear shift in what employers are asking for. “Job descriptions are evolving,” he says. “You’re seeing more emphasis on systems experience, data tools, and exposure to automation or AI.”

Beyond technical skills, there’s one trait that keeps coming up: adaptability.

“Technology is moving quickly, so employers are looking for people who are willing to learn and evolve. It’s not just about what you know now. It’s about how you’ll keep up.”

Still, bringing in new talent is only half the story. While hiring new talent is crucial, Lawton emphasises the importance of not overlooking existing teams.

Neil Cutting, Transformation Director with Oracle, agrees. “Never forget about the people,” he says. “There is a certain amount of knowledge that everyone in the firm needs for tech transformation to work long-term. It’s not just bringing in new hires.”

“Ultimately, it’s about balance,” Lawton suggests. “You need fresh skills coming in, but you also need to bring your existing team on the journey. That’s how you build a finance function that can really make the most of AI.”

Even more important, according to Cutting, is ensuring company wide support for any new tech adoption - especially from above. “There needs to be an insistence from the board and exec downwards to ensure long-term success.”

As well as bringing new AI expert hires onboard and training internal staff, it’s also necessary to implement a holistic, company-wide approach to tech transformation to ensure long term change.

How the hiring process is changing

AI isn’t just affecting the job roles and profiles , it’s also transforming the hiring process. One of the more immediate impacts has been on job applications. “A lot of CVs and applications are becoming more generic,” Lawton explains. “Candidates are using AI tools to write them, which can make it harder to differentiate between applicants.”

While AI can help candidates present themselves more effectively, it also creates new challenges for employers. “If everyone is using the same tools, the outputs can start to look very similar,” he says. “That puts more pressure on candidates to show what genuinely sets them apart.”

In this environment, standing out is critical. “Candidates need to go beyond a polished CV,” Lawton advises. “It’s about demonstrating real experience, personality, and impact.”

What next?

Looking ahead, one thing feels certain: AI isn’t slowing down. “AI will increasingly handle the heavy lifting in this sector,” Lawton says. “That will free up finance professionals to focus on higher-value work.”

Cutting agrees, noting that the finance industry has always been defined by technological change and evolution. In some ways, it’s nothing new. “Finance people are good at growing and developing, they always have been,” he says. “Especially when it comes to tech. I started working on Lotus123 before moving onto Excel. It’s an industry where we’ve always been good at staying curious and learning new skills.”

But could AI be a threat to jobs? Far from replacing finance teams, Lawton believes it could actually create new roles. “There’s a strong argument that AI could actually create more jobs in the long term,” he explains. “Those jobs are growing because AI is enabling finance teams to do more, not less.”

Rather than reducing headcount across the board, many organisations are redistributing it and moving away from transactional roles and toward more commercially focused positions.

“There will always be a need for human oversight, judgement, and decision-making. If anything, the role becomes more important with the advent of AI.”

Finance roles aren’t disappearing, they’re evolving and the professionals who thrive will be the ones who can combine technical expertise with curiosity and adaptability.