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Renee Beckman

Renee Beckman

Renee Beckman
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Welcome to The Hiring Brief

Reading Time: 4 minutes

Short, practical insights for Executives, Founders, and Leaders who want to build stronger teams using a better hiring engine.

Today’s Brief is about what’s really happening in accounting, finance, and HR hiring as we head into year-end—where it’s cooled, where it hasn’t, and what that means for your teams going into 2026.

Resource for context: If you’re also calibrating compensation, I’ve put together our 2026 Accounting & Finance Salary Guide
Human Resources Salary Guide

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Briefing: Year-End Realities in the Job Market, Finance & HR

If you’ve felt a little whiplash from the headlines this year, you’re not imagining it.

One week it’s “mass layoffs.”
The next week it’s “labor shortage.”

Meanwhile, you’re sitting in planning meetings trying to answer three very practical questions:

  • Can we actually hire the people we need?
  • What are we going to have to pay them?
  • Is this the year to upgrade key seats or just hold the line?

Here’s what I’m seeing across the market, and specifically in accounting, finance, and HR.

Big picture: the market has cooled, not crashed

We’re past the 2022 “everything is on fire” cycle.

  • Unemployment has moved up into the mid–4% range.
  • Some sectors (parts of tech, logistics, retail, and services) have cut or paused hiring.
  • Others—healthcare, manufacturing, construction, parts of financial services—are still hiring, just with more filters on.

From a distance, it’s easy to assume:

“There should be more talent on the market now.”

You probably are seeing more inbound résumés and more people quietly open to a move.

But when you zoom in on the people that actually move the business, the story is different.

Accounting & finance: fewer requisitions, same small pool and higher pay

For core A&F roles, we are seeing replacements but not adding additional headcount. That’s real.

What hasn’t changed much is the size of the truly strong bench.
And what has changed is what it costs to get them.

Unemployment for key finance and accounting roles has been hovering around 1–2%—basically full employment. At the same time, most of the reputable salary data shows A&F pay up at least ~10% across the board over the last few years, and in some pockets more than that.

So you’re operating in a world where:

  • There are fewer net-new requisitions than during the boom.
  • Compensation stepped up during the last cycle and has not quietly drifted back down.
  • The long-term outlook still shows strong demand for accountants and finance leaders as people retire and businesses get more complex.

On the ground, that looks like:

  • You might get more résumés than you did in 2022.
  • But the shortlist of true A-players who can move the function forward is still small.
  • The good candidates are more cautious, not more desperate. They’re asking sharper questions about scope, stability, leadership, and what “success” actually looks like in the role.
  • And they expect compensation to reflect what’s happened to A&F salaries, not what you were paying in 2019.

So yes, the pace of finance hiring has cooled.
The difficulty and cost of landing real finance leaders has not reset.

On the supply side, the accounting pipeline has shrunk meaningfully. The latest AICPA data show U.S. schools awarded just over 55,000 accounting degrees in 2023–24, down 6.6% in one year and roughly 17% lower than 2016 levels. Finance degrees, by contrast, have been holding in the mid-50,000s per year as one of the most popular business majors. In short: fewer new accountants coming out, steady but not exploding finance grads—and demand hasn’t gone away.

HR & people roles: less noise, higher expectations

HR is living its own version of this story.

Unemployment for many HR titles has been sitting below the national rate, especially as you move up into HR managers, HRBPs, total rewards, and people leadership roles.

The bigger shift is what the job is expected to be.

HR and people roles: less volume, higher bar

In conversations with CEOs, Founders, CFOs, and CHROs, I am not hearing “we need more HR headcount.” I am hearing things like:

  • “We need HR to tell us where performance and engagement are breaking down and what to do about it.”
  • “We need someone who can help us get through change without losing our best people.”
  • “We need HR that can sit with finance and talk about headcount, budgets, and how to shift work across the team.”

At the same time, some transactional HR work is being automated, offshored, or pushed into shared services. That has not killed demand for HR. It has shifted it.

The roles that are still in demand look more like this:

  • HR Business Partners who actually work with line leaders on plans and follow-through
  • People leaders who can steady a messy function and rebuild trust
  • Compensation and total rewards leaders who can keep you competitive and still make the math work

You may see more HR résumés than you did a few years ago.
The number of people who can genuinely operate at this level is still small.

You may see more HR résumés.
But the subset of people who can steady the function and drive change with the business is still limited.

The one thing most 2026 hiring plans are missing

Most 2026 hiring plans still assume that because the market has cooled, we can hold on to old salary bands for key finance and HR roles.

The problem is simple. The market cooled on volume. It did not roll back compensation.

Accounting and finance salaries are up by at least about 10 percent in many bands. Expectations for credible HR leaders are higher, not lower. The small pool of A-players in both lanes is very aware of this.

If you do not adjust either your ranges, your scope, or your expectations, you are planning for searches that will stall.

What this actually means for 2026 planning

If you strip out the noise, here’s the signal I’d give your leadership team:

  • The market overall is slower and more selective than 2022.
  • You do have a bit more breathing room on timing and approvals.
  • But for critical accounting, finance, and HR seats, you’re still competing in a relatively small pond—now with higher salary expectations, especially on the finance side.

So the play for 2026 is not:

“Great, talent is cheap and abundant. We can lowball and wait.”

It’s closer to:

“We can be more deliberate about where we add headcount. But when we decide to upgrade or backfill key finance and HR roles, we need to be realistic about scope and compensation and thoughtful about how we approach the search.”

Renee Beckman
In Uncategorized

I Love Dopamine!

Reading Time: 2 minutes

Here’s the corrected blog with improved structure, varied sentence beginnings, added subheadings, and better use of transition words:

—

If We Could Only Live in a State of Dopamine

Imagine a world where no one felt:
– Crabby
– Sad
– Depressed
– Anxious

What would it take to create such a world? The answer lies in understanding **dopamine**, a powerful neurotransmitter that influences our emotions, motivation, and sense of reward.

—

What Exactly IS Dopamine?

Dopamine is more than just a “feel-good chemical.” It’s a neurotransmitter—a chemical messenger in the brain—that plays a vital role in how we experience pleasure, motivation, and reward. Additionally, it helps regulate critical functions like mood, attention, learning, and movement.

Beyond its role in pleasure, dopamine also contributes to decision-making, memory, and motor control. For this reason, it’s often described as the driver of our goals and the key to achieving satisfaction.

—

What Triggers Dopamine?

Certain activities and experiences naturally stimulate the release of dopamine. Here are a few examples:

– Achievement & Success: Think about how great that promotion felt!
– Anticipation of Reward: Who doesn’t love the excitement of opening a gift?
– Physical Exercise: Have you ever felt the rush after a Zumba class?
– Social Interaction: Nothing beats a fun girls’ night out!
– Novelty and Exploration: A hike in a new national park can be exhilarating.
– Healthy Risk-Taking: Skydiving, anyone?
– Eating Certain Foods: Stan Croissant Donuts, anyone else obsessed?
– Music: Songs like “We Are the Champions” by Queen can instantly uplift.
– Recognition: A simple “You did a great job!” can make someone’s day.

—

How Is This Relevant to Your Career?

It’s relevant in every way imaginable. Dopamine not only makes us feel good but also strengthens the connection to the people and experiences that trigger its release. Consequently, being strategic in how you communicate can enhance your relationships with bosses, clients, colleagues, or even interviewers.

—

Simple Ways to Trigger Dopamine in Professional Settings

Start with dopamine-triggering words—achievement-oriented terms paired with warm, positive language.

Examples for Colleagues
“Hey, I really appreciate your help. It made a world of difference to the success of the project!”

For Direct Reports
“You had such a WIN yesterday! Securing that new client was amazing. You’ve truly mastered our company pitch. Thank you!”

During an Interview
“Thank you for your time—I really appreciate it. It’s clear that you’ve succeeded in creating a winning team here, and I’d love to be a part of it.”

Another Option for an Interview
“I see that you treasure your employees and aim to create a big impact for your customers.”

Using such language not only makes people feel good but also leaves a lasting impression. In turn, these connections become stronger and more meaningful.

—

The Power of Achievement and Warm Words

Dopamine-inducing words can work wonders in professional communication. Here are some examples to try:

Achievement-Oriented Words
– Win
– Succeed
– Master
– Achieve
– Conquered
– Launched
– Attained
– Impactful
– Strategic

Warm Words
– Supportive
– Help
– Amicable
– Gracious
– Nurture
– Encourage
– Respect
– Treasure
– Gratitude

—

Why It Matters

Next time you’re writing an email or preparing for a critical conversation, consider how you can incorporate both dopamine-inducing and warm words into your message. As a result, you may notice stronger connections, enhanced motivation, and even better outcomes.

Embrace the power of dopamine in communication, and watch your relationships thrive!

—

#Dopamine #CareerSuccess #Motivation #Leadership #Communication #PositiveWorkplace #TeamBuilding #EmotionalIntelligence #ProfessionalDevelopment #Neuroscience

Renee Beckman
In Uncategorized

Job Descriptions Need an Overhaul!

Reading Time: 2 minutes

Anyone who’s worked with me knows I almost never send a job description as a recruiting tool. Sure, I’ll provide it for interview prep, but I prefer to tell the story of the role instead.

Why?

I’m usually talking to professionals who’ve “been there, done that.” They know the job. Sure, there may be a few new elements (hopefully!), but it’s easy for us to quickly determine if they have the technical acumen. So why don’t I just send the job description upfront? Because it’s really just a list of tasks.

—

Here’s My Take:

– It’s a dry, chronological list of duties.

– There’s no mention of priorities.

– It doesn’t explain where they’ll spend their time (in % or otherwise).

– It lacks details on how things get done.

– It’s often full of cryptic, vague language.

Some classic examples pulled from JDs:

– “Responsible to motivate team.”

– “Create process improvements.”

– “Assist with projects.”

– “Complete other duties as assigned.”

What does any of that even mean?

For analytical minds—think accounting, finance, and tech professionals—those job descriptions don’t cut it. They’ll hone in on what they’re not an “expert” in or stress about whether they can handle certain responsibilities. I always reassure them, “Look, I wouldn’t be talking to you if I wasn’t confident you had the technical skills.”

I came across a job description for a Senior Analyst this morning. It started with “You Will” and “You Bring.” Seemed inviting—*it wasn’t*.

—

So, Why Aren’t We Doing This Differently?

Why aren’t we creating videos of hiring managers explaining the role and posting them on LinkedIn? Imagine the impact of a hiring manager—or even better, an executive—sharing the why behind the company. They could start with the big picture, then pass it off to the hiring manager to discuss the team’s story, exciting upcoming projects, and real priorities of the role. It would paint a clear picture of what a day or month in the role looks like.

I get it—*not everyone* is dynamic in front of a camera. But as a leader, you need to be at least somewhat comfortable speaking to groups. That’s part of leadership, even if your “group” is a two-person team. Or, find a team member who’s good at it! All you need is an iPhone!

—

If Videos Are a No-Go, Try This:

Have the hiring manager write a paragraph for the job description—one that tells the team’s story and the exciting things happening. Not a generic, cookie-cutter paragraph, but a genuine note to potential candidates. Let your personality, leadership style, and passion for the work shine through. Be authentic!

We need to stop reducing both people and job descriptions to one-dimensional pieces of paper.

Be the change!

—

#JobDescriptions #HiringTrends #Leadership #Recruitment #BeTheChange #TalentAcquisition #WorkplaceInnovation #RecruitmentTips #CareerTips

Renee Beckman
In Uncategorized

CEO or Chief Vision Officer? Let’s Talk About Crafting a Powerful Message – Starting with Why!

Reading Time: 2 minutes

I was brushing up on leadership strategies recently and came across an old friend—not literally, of course, but someone I love learning from: Simon Sinek. You probably know him from his best-selling book, Start with Why.

Naturally, this led me down the infamous YouTube rabbit hole (don’t pretend it hasn’t happened to you!), where I stumbled upon a recent interview with Sinek. He made a great point about how much he dislikes the title Chief Executive Officer. According to him, it doesn’t reflect what the leader actually does. Instead, he suggests Chief Vision Officer—which, hopefully, is far more accurate. The CVO’s job is to sell the company’s “Why”—its higher purpose, vision, and what it’s trying to accomplish.

Sinek often references Apple in his book. Apple’s genius is their ability to make you feel like you’re buying into something bigger than just electronics (even if those electronics are lifesaving… most days). Who doesn’t love that moment when you open the sleek, sophisticated iPhone box? I mean, it’s practically the best part of the purchase! Apple has somehow made the packaging part of the buying experience. There’s nothing like opening that box, and I have never come across anything quite like it.

Connecting the “Why” to Recruitment

Now, let’s tie this back to recruiting. The best interviews, the ones where everything just clicks, happen when the leader—whether it’s the CFO or CEO—sells the vision to the candidate. I have a client who works with me to strategically align our message to the market. We’re completely on the same page, which builds trust with candidates. They leave interviews with the CFO (who is also Co-CEO) totally pumped about the company, saying, “Renee, the interview was exactly as you described!” And that’s because we’re perfectly aligned on the message.

People buy into the Why. People stay because of the Why. People are loyal to the Why.

Yet, most leaders aren’t great at delivering that message. Below the CFO or CEO level, the vision barely gets mentioned, if at all. That’s a problem. When I use the term “leader,” that is anyone in the organization—you can be a leader in any role. So, whether you are a first-level manager or the CFO, the Why message still needs to be communicated.

Shifting the Culture Toward the Why

It’s time to change that. If people are loyal to the Why, and they’re the ones responsible for executing that vision (the How), they need to understand it and buy into it. Great cultures are built on the Why, not on what you do.

So, think about training your team to lead with the company’s Why in the interview process. If I were a betting woman, I’d wager that your recruiting process will get a whole lot easier.

For more insights on recruiting strategies and leadership tips, visit mseedinc.com. Let’s help you build a team that doesn’t just work—they believe.

Renee Beckman
In Insights

Riding the Wave of Executive Recruitment: What’s Hot in 2024

Reading Time: 3 minutes
As 2024 rolls on, the world of executive recruitment is having a bit of an identity crisis—and we’re loving every minute of it. At MSeed, we’re right in the thick of things, making sense of the chaos and matching top-tier talent with organizations that are as eager for change as we are. Let’s dive into the trends that are shaking things up this year.

1. The Rise of the Specialist: The Jack of All Trades is So Last Year

Gone are the days when being a generalist was all the rage. Now, companies want leaders who don’t just know their stuff—they live, breathe, and can debate it in their sleep. It’s no longer enough to be good at a lot of things; you’ve got to be exceptional at a few, especially when it comes to those tricky, industry-specific challenges.
At MSeed, we’re laser-focused on finding those unicorns—leaders with the kind of specialized skills that make them the perfect fit for the niche roles everyone’s scrambling to fill. Because let’s face it, in today’s market, being a jack of all trades just won’t cut it.

2. Cultural Fit: The New Dating Game

Remember when interviews were all about what you knew? Well, now it’s all about who you are and how well you’ll play with others. Companies are practically swiping right on leaders who fit their culture, because they know that the wrong match can lead to a whole lot of awkwardness—or worse.
At MSeed, we get it. We’re not just looking for brains; we’re looking for chemistry. Our recruitment process digs deep to make sure the leaders we place won’t just survive in their new environments—they’ll thrive. And let’s be honest, a happy leader means a happy company.

3. Tech Takes Over: Recruitment Gets a High-Tech Makeover

If you thought executive recruitment was all about handshakes and Rolodexes, think again. AI, automated screening, and data analytics are now the name of the game. These tools are doing everything from matching candidates with roles to predicting who’s got the chops to succeed. It’s a brave new world, and if you’re not keeping up, you’re falling behind.
At MSeed, we’re not just keeping up—we’re setting the pace. By weaving advanced tech into our recruitment strategies, we’re able to deliver a process that’s faster, smarter, and frankly, more fun. Because who doesn’t love a good gadget?

4. Talent as a Secret Weapon: The Real Corporate Arms Race

These days, the right leaders aren’t just nice to have—they’re your secret weapon in the battle for market dominance. Strategic talent acquisition has become the game-changer for companies looking to innovate, adapt, and outmaneuver the competition. It’s not just about filling a seat; it’s about finding the person who’s going to take your company to the next level.
At MSeed, we take this seriously. Our approach is all about long-term strategy and deep industry insights. We’re not just placing leaders; we’re placing the right leaders who will drive your success for years to come.

Looking Ahead: Fasten Your Seatbelts

As we ride these trends through 2024, MSeed is here to guide you through the twists and turns of executive recruitment. Whether it’s specialized skills, cultural fit, or leveraging the latest tech, we’re making sure our clients have the leaders they need to stay ahead of the curve.
Keep an eye on our blog for more insights, and if you’re in the market for top-tier talent—or looking to make your next big move—give us a shout at MSeed. We’ve got your back.
Renee Beckman
In Insights

Is this 100% Remote?! 😊

Reading Time: 3 minutes

Hybrid, Remote, 2 days in/2 days out, 3 in/2 out, one month off, 2 elected months remote…. There is a myriad of options that are floating around the market today and it is causing hiring chaos!

The dreaded four-letter word, COVID (well close enough!) is still the bane of our existence, at least for recruiters and hiring managers it is.

Life is split between pre-covid and post-covid, isn’t it? Listen to daily conversations and it is all around us. It is like a bad break-up that you can’t move on from. The executives of the US companies all have different philosophies of why a job should be remote, why hybrid and why neither. Dare I say it’s like Republican vs. Democrats, each side can justify their own view with good arguments.

If attracting good talent, especially in the accounting space wasn’t bad enough, there comes another deal breaker requirement. Typically, the top 3 priorities of job seekers are compensation, commute, and growth in some order.

But now, the first question is… is this 100% remote? Is it hybrid? What days? How flexible? If that priority isn’t met, money and growth are overall thrown out the window!

Have we all gotten, dare I say, L A Z Y in our sweats and slippers (I am a victim of the wardrobe myself!)?

Are we Ok or feel better off with less human interaction?

Is this good for our mental health? (no, but darn good for gas and travel expense!)

Are we robbing young professionals of the full professional experience? Afterall, proximity is power and networking, let’s face it, is not going to happen via Zoom. You are kidding yourself if you think it is very effective.

I spoke to one young person this week and he has been working 100% remote for 2 years. He has heard from his manager 3x in 2023! He said he feels like he doesn’t exist. He just pounds out the work, until the next month comes around. He is yearning for a hybrid role!

Here are the latest stats from Forbes, June 2023:

• As of 2023, 12.7% of full-time employees work from home, while 28.2% work a hybrid model.
• 59.1% still work in-office!
• The highest percentage of remote workers are aged 24-35, 39% work remote full time.
• 57% of workers would look for a new job if their current company did not allow remote work.
• 35% of remote employees feel more productive when working fully remote.
• 65% report wanting to work remote all the time.
• 71% of remote workers said remote work helps balance their work and personal life.
• 69% of remote workers report increased burnout from digital communication tools.
• 53% of remote workers say it’s harder to feel connected to their coworkers.
• Research shows that employers can save $11,000 per employee when switching to remote work.
• 60% of companies use monitoring software to track remote employees.
• 73% of executives believe remote workers pose a greater security risk.
• 32% of hybrid workers report they would take a pay cut to work remotely full time.

 

What do these statistics say? Well, I think it is clear, most people want some remote workdays, but it is a personal preference for everyone. The companies that are the most flexible have an easier time hiring, since the working model is the number one priority for people.

The problem with moving people back into the office from remote to hybrid to full-time is that Covid lasted long enough for people to adjust to a different lifestyle. People gave birth to new children, childcare changed, education was up in the air, and this lasted a few years. Now, companies want to bring people back into the office and they feel they have lost a benefit. Employers have taken something away from them but given nothing to replace it. That is the psychological dynamics that is happening.

Perhaps, hiring managers, you should noodle over this. If we take something from them, what can we give in return?? Get creative—it could be a game changer for your work environment!