Artificial intelligence (AI) is no longer a futuristic concept in the financial industry. Already, the way teams operate and hire is being rapidly reshaped, but will the industry be able to keep up?
Chris Lawton, group managing director of executive search at Robert Half, says changes in the way finance teams operate are already well underway.
“Most organizations have gone beyond just talking about AI,” he explains. “But even if teams aren’t fully leveraging AI right now, we expect executives to be able to do so soon. It’s already impacting how they hire.”
But the skills gap is clearly widening. 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 if there is a shortage of suitable talent for the role, with financial reporting, agent use of AI and data analysis being the top skills driving premium pay.
AI is no longer an option. So how can industries ensure an AI-ready workforce? For candidates, the message is clear. Developing AI literacy and gaining the ability to stand out in a crowded technology-enabled market is essential.
The challenge for employers is to attract the right talent while investing in developing their existing teams.
AI literacy is required
Rather than creating entirely new roles, AI has rewritten the job descriptions of existing roles. What’s at the top of the list? AI literacy.
“It’s important to be comfortable with data, understand systems, and understand how to actually use these AI tools,” Lawton says.
While technical accounting expertise is still important, it is no longer sufficient. Employers are increasingly looking for professionals who can add value beyond numbers.
Interestingly, Lawton highlights that soft skills and critical thinking are becoming even more valuable in an AI-driven environment. He explains: “What customers are really looking for now is blends.
“The ability to communicate insights, interpret data, and tell stories with numbers has become critical. AI can generate output, but it cannot replace human judgment or context.”
Finance team hires adaptable accountants
From a recruitment perspective, Chris has seen a clear shift in what employers are looking for. “The job description is evolving,” he says. “There is now a greater emphasis on system experience, data tools, and exposure to automation and AI.”
Besides technical skills, there is one characteristic that always stands out. It’s adaptability.
“Technology is advancing rapidly, and employers are looking for people who are willing to learn and evolve. It’s not just what you know now, it’s how you keep up.”
Still, attracting new talent is only half the battle. While hiring new talent is important, Lawton emphasizes the importance of not overlooking your existing team.
Neil Cutting, director of transformation at Oracle, agrees. “Never forget about the people,” he says. “For technology transformation to work in the long term, everyone in the company needs to have some level of knowledge. It’s not just about hiring new employees.”
“Ultimately, it’s about balance,” Lawton suggests. “We need to bring in new skills, but we also need to bring our existing teams along on that journey, so we can build a finance function that can take full advantage of AI.”
What’s even more important, Cutting says, is to ensure there’s company-wide support for implementing new technology, especially from upper management. “To ensure long-term success, we need strong buy-in from the board and leadership.”
In addition to hiring new AI experts and training internal staff, ensuring long-term change also requires implementing a comprehensive, enterprise-wide approach to technology transformation.
How is the hiring process changing?
AI is not only impacting jobs and profiles, it is also changing the hiring process. One of the most direct impacts is job applications. “Many resumes and job applications are becoming more common,” Lawton explains. “Candidates are using AI tools to craft their writing, which can make it difficult 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 output can be very similar,” he says. “That puts even more pressure on candidates to show what really makes them different.”
In this environment, it’s important to stand out. “Candidates need to go beyond a polished resume,” Lawton advises. “Demonstrating real experience, personality and influence is key.”
What’s next?
Looking ahead, one thing is certain: AI is not slowing down. “AI will increasingly handle the heavy lifting in this area,” Lawton says. “This allows financial professionals to focus on higher-value work.”
Cutting agrees, pointing out that the financial industry has always been defined by the change and evolution of technology. In a way, it’s nothing new. “Financial people are good at growing and developing, and always have been,” he says. “Especially when it comes to technology. I started working on Lotus123 before moving on to Excel. This industry is great at staying curious and learning new skills.”
But could AI threaten jobs? Far from replacing finance teams, Lawton believes it could actually create new roles. “There is a strong argument that AI could actually create more jobs in the long run,” he explains. “These jobs are increasing because AI enables finance teams to do more, not less.”
Rather than reducing headcount across the board, many organizations are reallocating staff, moving them away from transactional roles and into more commercially focused positions.
“Human oversight, judgment, and decision-making will always be needed. If anything, with the advent of AI, its role will become even more important.”
Finance roles are not disappearing, they are evolving, and successful professionals will be those who can combine technical expertise with curiosity and adaptability.
