2026 Salary Trends: What Employers and Job Seekers Need To Know

SAM: We are ready for the 25th episode of Talking Talent. Thank you for joining us. Cordia Resources recently published our 2026 salary guides for accounting and finance, HR, and IT, and in this episode we will focus on those guides and offer additional advice for companies and candidates navigating the 2026 job market.

SAM: To discuss this further, I'm joined by my colleague and friend, Matt Antine. Matt and I have worked together at Cordia for over six years. His insights on this topic will be valuable. Happy holidays.

SAM: Hi everyone, and thank you for joining us for the 25th episode of Talking Talent. Our goal has been to publish monthly and deliver strong content, though this year has been a bit sporadic.

SAM: If you enjoy this episode, please tell colleagues and anyone who appreciates conversations about people and talent in HR and recruiting. You can find this podcast on the Cherry Bekaert or Cordia Resources website, and on Spotify, Apple, or wherever you listen to podcasts.

SAM: Today I'm excited to be joined by my colleague and friend, Matt Antine. Matt is an executive director and leader on the Cordia Resources team, handling senior-level direct hire and permanent searches, primarily on the accounting and finance side. Matt has almost 20 years of experience in the recruiting business and is an expert in the Washington, D.C. market. Matt, thanks for joining me today.

MATT ANTINE: Sam, thank you for the introduction, and congratulations on your 25th podcast. I appreciate you putting out this content for listeners. I have nearly 18 years of experience in recruiting, primarily placing accounting and finance professionals ranging from accounts payable accountants up to CFOs.

MATT ANTINE: I spent the first part of my recruiting career with a small boutique accounting and finance recruiting firm for about 11 years, and then I made the switch to Cordia Resources by Cherry Bekaert. I have been here for about seven years and look forward to our discussion today.

SAM: Sometimes we dive into niche HR topics, but this one should appeal to a broad audience. While we will focus on accounting and finance, much of the information applies across departments. Each year Cordia Resources, now that we've been acquired by Cherry Bekaert, releases an annual salary guide with ranges for multiple roles.

SAM: The guide covers accounting, finance, HR, and IT, and it's a resource we consistently provide to clients and candidates. There are many numbers and ranges in the guides, so we thought context would be helpful. We won't go line by line, but we'll highlight a few important points for 2026 and follow up on trends from 2025.

SAM: Matt, looking at the guide from a high level, what jumps out to you?

MATT ANTINE: The guide is useful for both candidates and employers. We used to focus on the Washington, D.C. area, but since the acquisition we have national reach, so I encourage readers to review the different geographies where we have a presence.

MATT ANTINE: Two things stood out. First, a very high percentage of firms report retention issues. Our guide shows about 40 to 42 percent of companies struggle to retain current talent, which is significant.

MATT ANTINE: Second, there is a large salary delta based on company size. We broke companies into small, medium, and large, and the low-to-high ranges can be substantial. For example, a senior accountant in a medium company might have a base salary range from about $110,000 to $180,000, which is a wide differential with a big story behind it.

SAM: The differentiation between small, medium, and large is based on revenue. As an HR person I sometimes think of size by headcount, but the guide uses revenue. I saw the same roughly 40 percent figures for both retention and talent attraction.

SAM: I was a bit surprised at the 40 percent talent attraction number given fewer open roles overall, but in accounting and finance there are fewer people earning accounting degrees and fewer CPAs entering public accounting, which makes entry-level roles harder to fill.

MATT ANTINE: I agree. The current economic environment makes candidates more likely to stay in decent positions. At the same time, fewer accounting graduates and the perceived burden of earning a CPA contribute to the struggle to attract talent.

MATT ANTINE: The 40 percent figure indicates many people are passively looking. Employers should keep this top of mind and create programs to retain good employees to avoid constant turnover and productivity loss.

SAM: In terms of job categories, which roles have seen the largest salary increases from 2020 to now?

MATT ANTINE: Within accounting and finance, financial planning and analysis roles have seen notable increases. Employers expect FP&A professionals to manipulate and use data for dashboarding and high-level analysis the C-suite can use to make decisions about cutting expenses or increasing profit.

MATT ANTINE: Candidates with multiple skill sets—technical FP&A knowledge, data manipulation, presentation skills, and the ability to influence leadership—command higher salaries. Employers are paying a premium for people who can do more with less.

SAM: Those manager and director roles require technical competence plus influence, communication, and comfort working with senior leadership. Some people thrive in that environment; others do not. Are there specific roles where companies commonly end up paying above budgeted market rates?

MATT ANTINE: Industry matters. In government contracting, for example, senior pricing roles such as director of pricing are in short supply and command a premium because they are critical to winning business and maintaining financial performance.

MATT ANTINE: Similarly, VPs or directors of FP&A, who often perform many duties a CFO might otherwise handle, are highly valuable and can receive premium compensation.

SAM: When we receive job descriptions from clients, their listed pay may not reflect the market or responsibilities. Other factors influence compensation, such as office attendance expectations and commute distance. The guide also notes benefits costs are about 30 percent of total compensation, which is significant.

SAM: Employer branding has also changed. How important is branding in attracting candidates?

MATT ANTINE: Branding is critical in today’s social media environment. Word of mouth and online reputations travel quickly. Candidates form opinions about companies before interviews, so a strong reputation is essential.

MATT ANTINE: Candidates evaluate culture fit, collaboration style, and industry alignment. A positive brand and reputation are necessary starting points for attracting and onboarding talent.

SAM: In the interview process, what missteps have you seen companies make?

MATT ANTINE: Ghosting is a major issue. Candidates often reach a late interview stage and then hear nothing, which reflects a broken interview process at many companies.

MATT ANTINE: Lack of feedback is another pervasive problem. Candidates appreciate constructive feedback whether the outcome is yes, no, or maybe; it helps them improve and shows respect.

MATT ANTINE: Excessive interview rounds—four, five, or more—can be burdensome for candidates who are taking time away from current jobs. Companies should be respectful of candidate time and balance thorough vetting with efficiency.

SAM: Companies sometimes assume it’s an employer’s market and can take unlimited time to vet candidates. Interviewers who are peers or from other departments should be prepared and able to represent the company effectively. Hiring managers must sell the role as much as the candidate sells themselves.

MATT ANTINE: Agreed. The hiring manager's involvement and responsiveness matter. A brief thank-you note from the hiring manager can make a strong impression, but few clients do that. Engaged, involved clients tend to onboard and retain the talent they seek.

MATT ANTINE: While it’s important for candidates to meet a few peers and people outside the department, excessive steps should be avoided. Meeting several team members can raise comfort levels and improve retention, but companies must streamline processes responsibly.

SAM: There's a middle ground between rapid pandemic-era hiring and processes that drag on for months due to indecision. Perfection can be the enemy of progress; if a company finds a consensus candidate, they should move decisively.

MATT ANTINE: From the candidate perspective, when applying online your resume is often one among hundreds, so visibility is limited. What advice do you have for candidates to best represent themselves?

MATT ANTINE: Candidates must research the company, review the website and executive team, and understand products and services at a high level. Going into an interview empty-handed is a red flag.

MATT ANTINE: Candidates should prepare thought-provoking questions that show they thought about the role's day-to-day impact and the position's roadmap. Ask for a three- to 12-month runway to understand expectations.

MATT ANTINE: When answering questions, provide concrete examples. Describe where you did the work, how you did it—whether in accounting, finance, or using Deltek Costpoint—and how those skills translate to the hiring company's needs. Practice articulating these examples with a recruiter or friend.

SAM: The conversation should be organic rather than scripted. Asking inquisitive, research-based questions can distinguish a candidate and show preparation.

SAM: When candidates reach the offer stage, how should they approach negotiating salary and other terms?

MATT ANTINE: Candidates should demonstrate they are multi-skilled and bring additional value beyond the core responsibilities. This helps justify requests for higher base pay or enhanced benefits.

MATT ANTINE: Be realistic about budgetary constraints, especially with small companies. If you uncovered additional responsibilities during the interview, present them and explain why they warrant increased compensation—often citing a percentage adjustment on base salary.

MATT ANTINE: Consider negotiating other elements besides base salary, such as sign-on bonuses, higher performance bonuses, PTO, or equity. Benefits can be a sizable portion of total compensation and are especially relevant outside major metropolitan areas where cost of living differs.

SAM: Salary transparency and internal equity add complexity. Pay transparency laws vary by jurisdiction, and internal equity concerns can limit how far a company is willing to stretch salary for a new hire. Candidates should be aware of these dynamics and consider alternative compensation elements.

MATT ANTINE: Candidates should be mindful that salary information can become public. Employers must balance attracting new talent with internal equity. Flexible benefits and creative structures can help bridge gaps when base pay cannot.

SAM: Returning to candidate missteps during the interview process, any additional advice?

MATT ANTINE: Send a thank-you note promptly after interviews. Whether you spoke with a recruiter or a C-suite executive, a thoughtful thank-you demonstrates interest, attention to detail, and professionalism.

MATT ANTINE: In the note, reiterate key talking points from the interview rather than a generic "thanks for your time." Make the note sound like your voice; original content matters. Candidates should avoid relying solely on generic templates.

SAM: Also proofread thank-you notes for grammar and spelling. Avoid sending messages from a phone at midnight without reviewing them. Have someone else read it if possible.

MATT ANTINE: Timing matters—send the thank-you as soon as you return to your desk so you don't forget and to show prompt interest.

SAM: We could cover much more, but that is all the time we have today. You can reach out to Matt or me, or visit the Cordia Resources website for the salary guide. If you have questions about the accounting and finance portion, contact Matt; for HR or IT questions, contact me and we will introduce you to the appropriate resource.

SAM: Matt, thank you again for joining me.

MATT ANTINE: Sam, it's been a pleasure. I hope we provided value for listeners, and thank you for the invite.

SAM: We'll see if we can do this again next year and review what's changed. Enjoy the rest of your day.