26 Cost-per-Hire Statistics for Finance and Accounting Roles

Critical data revealing why hiring costs remain significant and how finance leaders can build high-performing teams more efficiently

The cost of hiring finance and accounting talent extends beyond recruitment fees. According to SHRM's 2025 benchmarks, the average nonexecutive cost per hire reached $5,475, while executive hiring averaged $35,879.

These expenses represent only part of the financial commitment. Employee compensation, benefits, vacancies, turnover, and training contribute to the total cost of building a finance team.

For CFOs and accounting leaders, understanding these costs is essential to making smarter talent decisions. Modern approaches like MAVI's AI-powered matching help companies access rigorously vetted global finance professionals while simplifying recruitment and expanding their available talent pool.

Key Takeaways

• Hiring costs remain substantial: SHRM reported an average nonexecutive cost per hire of $5,475 and executive hiring costs of $35,879 in 2025.
• Compensation extends beyond salaries: BLS reported average private-industry employer compensation costs of $46.89 per hour worked in June 2026.
• Turnover increases hiring expenses: Gallup estimates that replacing managers and leaders costs approximately 200% of their salaries.
• Accounting talent supply remains constrained: AICPA reported a 6.6% decline in accounting degrees awarded during the 2023–2024 academic year.
• Recruitment requires time: SHRM reported a median time-to-fill of 39 calendar days for nonexecutive positions in 2026.
• Finance leaders prioritize productivity: Gartner found that 88% of surveyed CFOs ranked finance staff productivity among their top three priorities for 2026.

Understanding Cost Per Hire: A Critical Metric for Finance Recruitment

Cost per hire captures the investment required to recruit qualified professionals. It includes sourcing, assessment, interviewing, recruitment administration, and other expenses associated with filling positions.

For finance leaders, separating recruitment costs from ongoing employment expenses helps establish more accurate hiring budgets.

1. Average nonexecutive cost per hire reached $5,475

According to SHRM's 2025 research, organizations reported an average nonexecutive cost per hire of $5,475. This cross-industry benchmark reflects recruitment expenses rather than total employee compensation.

Finance leaders can use it as a starting point when evaluating hiring budgets while accounting for role complexity, location, recruitment channels, and additional internal costs associated with specialized accounting positions.

2. Executive positions cost an average of $35,879 to fill

Executive recruitment averaged $35,879 per hire in SHRM's 2025 benchmarking research. This cross-industry figure represents the substantial recruitment investment associated with senior leadership positions.

Organizations hiring CFOs, finance directors, or other executives should establish separate recruitment budgets instead of applying nonexecutive hiring benchmarks to positions requiring specialized leadership experience and financial oversight responsibilities.

3. Nonexecutive positions took a median of 39 days to fill

According to SHRM's 2026 benchmarks, the median time-to-fill for non-executive positions was 39 calendar days. This cross-industry measure covers the period from opening a requisition to offer acceptance rather than onboarding.

Finance leaders should distinguish recruitment duration from the additional time required for newly hired professionals to begin contributing to financial operations.

4. 18% of CFOs identified critical talent as a major challenge

A Gartner survey found that 18% of CFOs and finance leaders identified their ability to hire and retain critical talent as a major enterprise performance challenge for 2025. The finding reflects recruitment and retention concerns at the leadership level.

Finance departments should consider candidate availability and long-term retention when planning hiring budgets and evaluating recruitment approaches.

Breaking Down Hiring Costs for Finance and Accounting Roles

Understanding where hiring dollars go helps finance leaders identify opportunities to improve recruitment efficiency without compromising talent quality.

5. Benefits represented 30% of private-industry compensation costs

The Bureau of Labor Statistics reported that benefits represented approximately 30% of private-industry employer compensation costs in June 2026. These expenses include insurance, retirement contributions, paid leave, and legally required benefits.

Finance hiring budgets should distinguish salary commitments from additional employment obligations when calculating the ongoing cost of permanent accounting and finance positions.

6. Private-industry compensation averaged $46.89 per hour

In June 2026, private-industry employers spent an average of $46.89 per hour worked on employee compensation. The figure includes wages, salaries, and benefits across private-sector occupations rather than finance positions exclusively.

It provides context for evaluating the full employment commitment associated with recruiting permanent accounting professionals beyond their stated annual base salaries.

7. Only 51% of non-managers reported adequate learning resources

PwC's 2025 workforce survey found that 51% of non-managerial employees felt they had the resources needed for learning and development. This global finding highlights an important component of workforce investment.

Finance departments should account for professional development, systems training, and continuing education when preparing budgets for accounting and financial professionals.

8. Workers supported in upskilling were 73% more motivated

The 2025 PwC survey found that employees who felt supported in developing new skills were 73% more motivated than workers reporting the least support. This association highlights the importance of development opportunities alongside compensation.

Finance teams can incorporate structured training and professional growth into their broader approach to employee engagement and retention.

Components of finance and accounting hiring costs

Recruitment expenses typically involve candidate sourcing, qualification reviews, technical assessments, and interviews.

Once a professional joins, employers must also consider compensation, onboarding, technology access, supervision, and development.

Tracking these expenses separately provides a clearer picture of the investment required to maintain finance team capacity.

The Impact of High Turnover: Beyond Just Cost Per Hire

Hiring costs compound when employee departures require repeated recruitment. Finance teams also face disruption when departing professionals hold institutional knowledge of financial reporting, reconciliations, and internal controls.

The cost of accounting vacancies therefore extends beyond finding a replacement.

9. Replacing managers and leaders costs approximately 200% of salary

Gallup estimates that replacing managers and leaders costs approximately 200% of their salaries. The estimate incorporates broader organizational consequences of turnover rather than recruitment expenses alone.

For finance leadership positions, replacement planning should consider knowledge transfer, recruitment costs, business disruption, and the investment required to integrate a new manager into existing operations.

10. Replacing technical professionals costs approximately 80% of salary

According to Gallup's turnover research, replacing professionals in technical roles costs approximately 80% of their salaries. This is a broad occupational estimate rather than a finance-specific calculation.

Nevertheless, it demonstrates why accounting departments should consider retention, specialist knowledge, and operational continuity when evaluating the financial consequences of employee departures.

11. Employees considered 42% of voluntary departures preventable

Gallup research found that 42% of employees who voluntarily left their organizations believed their manager or employer could have prevented their departure. The finding highlights the importance of management practices in employee retention.

Finance leaders can address avoidable recruitment cycles by reviewing workloads, communication, development opportunities, and employee concerns.

12. 51% of US employees were considering new opportunities

Gallup reported that 51% of US employees were watching for or actively seeking new jobs in its June 2024 measurement. This represents employee intentions rather than actual resignations.

Finance departments should distinguish potential turnover risk from realized departures while maintaining succession plans for accounting, reporting, and financial leadership positions.

Strategies to reduce turnover and its associated costs

Finance leaders can reduce repeated recruitment expenses by strengthening management practices, creating development opportunities, and providing clear role expectations.

Structured onboarding, documented procedures, and knowledge sharing also help preserve continuity when employees change positions.

Traditional Finance Recruitment: Why Costs Can Skyrocket

Conventional recruitment involves several stages, including identifying candidates, reviewing applications, assessing technical qualifications, and completing interviews.

Extended recruitment processes can increase management workload, particularly when specialized finance positions remain vacant.

13. Recruiting accounted for 26% of HR budgets

SHRM's 2025 benchmarking survey found that recruiting represented an average of 26% of participating organizations' HR budgets. This measures recruitment's share of HR spending rather than company-wide operating expenses.

Finance leaders can use the finding to evaluate how sourcing, assessment, and hiring administration compete with other workforce investments within organizational budgets.

14. 63% of employers identified skills gaps as a transformation barrier

The World Economic Forum reported that 63% of surveyed employers identified skills gaps as a major barrier to business transformation through 2030. This global finding applies across industries rather than accounting exclusively.

Finance leaders should evaluate candidate competencies carefully, particularly when hiring professionals expected to support changing technology and reporting requirements.

15. Employers expect 39% of workers' skills to change by 2030

The Future of Jobs Report estimates that 39% of workers' existing skill sets will be transformed or become outdated between 2025 and 2030. This forecast emphasizes the importance of adaptability and continuous learning.

Finance hiring processes should evaluate current technical competence alongside candidates' ability to work with evolving systems and responsibilities.

How traditional agencies influence cost per hire

Recruitment agencies may charge placement fees, while internal hiring requires recruiter time, advertising, and candidate assessment resources.

Finance leaders should compare complete hiring expenses, contractual obligations, candidate quality, and ongoing support rather than relying on headline placement fees alone.

Evaluating Accounting and Finance Staffing Agencies: What to Look For

Not all talent partners deliver equal value. Finance leaders evaluating recruitment options should look beyond brand recognition to assess vetting depth, specialization, and candidate alignment.

16. Accountants and auditors earned a median salary of $83,680

The Bureau of Labor Statistics reported a median annual wage of $83,680 for accountants and auditors in May 2025. This national benchmark encompasses professionals with different experience levels and responsibilities.

Employers hiring senior accountants or accounting managers should evaluate compensation against specific qualifications rather than assuming the occupational median represents every position.

17. Approximately 115,300 accounting job openings are projected annually

BLS employment projections anticipate approximately 115,300 annual openings for accountants and auditors between 2025 and 2035. These openings include positions created by employment growth and the need to replace departing workers.

The projected hiring volume provides context for organizations developing accounting talent pipelines and evaluating recruitment strategies.

18. 88% of CFOs prioritize finance staff productivity

Gartner's 2026 research found that 88% of surveyed CFOs ranked finance staff productivity among their top three priorities. This emphasis reflects the importance of workforce effectiveness in financial management.

Organizations evaluating recruitment partners should consider whether candidates possess the expertise necessary to contribute within existing workflows and responsibilities.

Questions to ask before engaging a finance staffing partner

When evaluating talent partners, finance leaders should assess several factors:

• Vetting process depth: Does the partner test accounting knowledge, technical capabilities, and communication skills?
• Finance specialization: Does the partner understand the responsibilities associated with accounting and finance roles?
• Matching methodology: Are candidates evaluated against actual job requirements?
• Ongoing support: Does the relationship include assistance after placement?

MAVI's vetting process includes experience reviews, technical assessments, communication interviews, and credential verification. MAVI states that approximately 2% of applicants pass its five-stage screening process.

Optimizing Cost Per Hire with AI-Powered Matching Intelligence

AI-powered matching can help recruitment teams identify candidates whose experience and capabilities align with role requirements.

However, technical assessment, professional judgment, and candidate interviews remain important parts of finance hiring.

19. Only 14% of employees used generative AI daily at work

PwC's 2025 workforce research found that 14% of surveyed employees used generative AI tools daily at work. The global result indicates that regular adoption remains limited across the workforce.

Finance leaders implementing AI-supported recruitment should distinguish organizational technology adoption from individual candidate proficiency when evaluating digital capabilities.

How AI streamlines the talent acquisition process

Modern matching intelligence can assess candidates across multiple dimensions:

• Experience analysis: Reviewing previous responsibilities and relevant industry experience.
• Technical assessment: Evaluating finance knowledge and systems expertise.
• Communication skills: Assessing collaboration and professional communication.
• Role alignment: Matching candidate capabilities to specific requirements.

MAVI combines AI-powered matching with human expertise to introduce vetted finance professionals. Clients retain responsibility for interviewing candidates and selecting the professionals best suited to their teams.

Accessing High-Skilled Global Talent at a Fraction of the Cost

Global hiring enables finance leaders to consider experienced professionals beyond their immediate geographic markets.

This expands available recruitment options without requiring companies to compromise technical qualifications or integration expectations.

20. Accounting degrees declined 6.6% in the 2023–2024 academic year

The AICPA's 2025 Trends report documented a 6.6% decline in accounting bachelor's and master's degrees awarded during the 2023–2024 academic year. The finding reflects a contraction in the recent graduate pipeline.

Finance leaders developing recruitment strategies should consider domestic educational trends alongside opportunities to recruit experienced professionals from broader geographic markets.

21. 75% of accounting firms expected stable or increased hiring

According to AICPA research, 75% of surveyed public accounting firms that hired in 2024 expected to recruit a similar number of employees or more in 2025. This finding reflects continued recruitment demand among participating firms.

Employers competing for qualified accounting professionals should account for demand across public accounting and corporate finance.

22. Accounting master's degrees declined approximately 15%

The AICPA reported that accounting and taxation master's degrees declined approximately 15% during the 2023–2024 academic year. This decrease affects an educational pathway commonly associated with advanced accounting qualifications.

Organizations seeking professionals with specialized technical knowledge should consider the availability of experienced candidates beyond recent domestic graduates.

23. Accounting enrollment increased 12% across two semesters

AICPA's 2025 report cited National Student Clearinghouse data showing 12% year-over-year growth in accounting enrollment across two consecutive semesters during the 2024–2025 academic year. This represents a more encouraging indicator of future graduate supply.

However, finance leaders planning current hiring should distinguish rising enrollment from the availability of experienced professionals.

Balancing quality and cost in talent acquisition

Global finance hiring should prioritize:

• Rigorous vetting: Confirming candidates possess relevant technical knowledge and professional experience.
• Finance specialization: Matching professionals to accounting and financial responsibilities.
• Embedded integration: Enabling hired professionals to operate within existing teams and workflows.
• Continuous support: Maintaining appropriate support after hiring.

MAVI helps US companies hire experienced global finance and accounting professionals who work directly within their organizations.

Measuring ROI Beyond Cost Per Hire: Quality and Speed in Finance Hiring

Cost per hire provides a useful baseline, but hiring effectiveness also depends on professional capability, retention, and long-term value.

24. 56% of CFOs prioritized enterprise-wide cost optimization

A Gartner survey found that 56% of surveyed CFOs included enterprise-wide cost optimization among their top five priorities for 2026. This finding highlights the importance of financial discipline in organizational planning.

Finance recruitment decisions should account for compensation, recruitment expenses, and long-term workforce requirements when evaluating total hiring investments.

25. 75% of CFOs planned technology budget increases

Gartner's 2026 budget research found that 75% of surveyed CFOs planned to increase technology spending. This reflects continued investment in digital capabilities across business functions.

Finance leaders evaluating new hires should consider candidates' familiarity with relevant technology, reporting systems, and analytical workflows alongside their core accounting qualifications.

26. 25% of US workers expected to seek new jobs

A Pew Research Center survey conducted in October 2024 found that 25% of employed US adults were likely to look for a new job within the following six months. This measure captures intentions rather than actual departures.

Finance leaders can incorporate employee engagement, career development, and succession planning into workforce strategies to reduce avoidable replacement expenses.

How faster onboarding boosts business value

Reducing unnecessary recruitment delays can help finance departments maintain continuity and distribute responsibilities more effectively.

Important considerations include:

• Vacancy duration: Measuring the time required to secure qualified candidates.
• Productivity: Providing professionals with clear responsibilities and appropriate training.
• Team capacity: Reducing prolonged workload pressures on existing employees.
• Financial continuity: Maintaining reporting, reconciliation, and planning responsibilities.

The objective is to optimize the overall investment required to build an effective finance team rather than minimize recruitment spending in isolation.

Reduce Finance Hiring Costs Without Compromising Talent Quality With MAVI

Finance hiring decisions require balancing compensation, recruitment expenses, talent quality, and long-term performance. Expanding access to qualified professionals can help organizations strengthen their teams without relying exclusively on traditional hiring channels.

MAVI helps US companies hire experienced global finance and accounting professionals through AI-powered matching and rigorous candidate vetting.

Its hiring platform offers:

• Vetted global talent: Access to professionals assessed for technical expertise, communication, and experience.
• Faster recruitment: Qualified candidate matching designed to reduce lengthy sourcing processes.
• Embedded expertise: Finance professionals who work directly within existing client teams.
• Reduced complexity: Recruitment coordination and ongoing support throughout the engagement.
• Improved cost efficiency: Greater hiring flexibility and opportunities to optimize recruitment ROI.

Rather than treating cost per hire as the sole measure of success, finance leaders can focus on building dependable, capable teams.

Explore MAVI to discover how vetted global finance talent can support your hiring goals.