For all the noise surrounding skills shortages in UK accountancy, one uncomfortable truth is rarely acknowledged: the accountants firms most want are seldom the ones applying for advertised roles.
At Public Practice Recruitment Ltd, we see this daily. We operate exclusively in the public practice market across the UK, speaking with partners, directors and senior staff in firms of every size, and with accountants who, on paper, should be applying for roles but simply do not. The gap between the visible job market and the real one is widening, and firms that rely only on applicants are recruiting from a narrowing pool.
The Hidden Market for Talent
High-performing accountants, particularly at manager, senior manager and partner level, are typically employed, trusted and busy. More importantly, they are visible. In a profession where reputation compounds slowly and missteps linger, discretion matters.
Submitting a CV through a public advert carries perceived risk:
Who will see it?
What assumptions will be made?
Will questions be asked internally if word gets out?
For many, the answer is simple: they do nothing. They wait.
This creates a quiet “hidden market”: accountants with strong technical ability and commercial judgement who would consider a move under the right circumstances, but who will not actively apply for roles in the conventional way. They will, however, talk, discreetly, when the route is confidential and the conversation is worth having.
Why Job Adverts Miss the Mark
Traditional recruitment methods assume a supply-driven market. They presume that good candidates will present themselves, that quality rises naturally to the top, and that the role itself is the primary motivator.
In public practice, senior accountants tend to weigh moves differently. They consider client mix, progression, partner dynamics, stability, culture, and, increasingly, governance and succession planning. Salary is important, but seldom decisive in isolation.
A generic job description, however well written, cannot credibly address these concerns. Nor can it reassure candidates who are wary of signalling discontent in a profession that still prizes loyalty.
This is why firms can receive dozens of applications and still feel they haven’t seen the right person.
The Cost of Visibility Bias
Firms that recruit primarily from applicants risk mistaking availability for quality. Over time, this creates a subtle but damaging bias: hiring those who are easiest to find, rather than those best equipped to add long-term value.
The consequences are not always immediate. They emerge months later, in stalled development, an uneasy cultural fit, or a senior hire who looked compelling on paper but lacks the judgement and presence required in practice.
In a profession built on trust, the cost of a “near miss” can be higher than most firms admit.
What Firms That Recruit Well Do Differently
The firms that consistently secure strong hires tend to operate differently. They invest in relationships, not just recruitment cycles. They are prepared to have conversations when there isn’t an urgent vacancy. They understand that timing, trust and discretion matter as much as remuneration.
A good recruiter, properly used, is not simply a provider of CVs. They are a market-maker: someone who can speak candidly to both sides, protect confidentiality, and introduce talent that would not otherwise be visible.
That is precisely the work we do at Public Practice Recruitment Ltd, not simply filling live vacancies, but bringing firms into contact with accountants who are performing well where they are, yet open to the right next step when approached professionally and discreetly.
And What This Means for Accountants
For accountants, the message is equally important: exploring the market does not require committing to a move.
In our experience, the best career decisions are rarely made in a hurry. They are shaped through informed conversations: understanding where the market truly sits, how your experience is perceived, what your options might look like in a different firm, and what “better” would actually mean, not just in salary, but in trajectory.
Many accountants speak to us initially with no immediate intention of moving. They simply want clarity. Some stay put, but with renewed confidence and a clearer plan. Others move when the right opportunity appears, often one they would never have seen advertised.
A Final Thought
Accountancy rewards prudence. Yet when it comes to hiring and career progression, excessive caution can be costly.
If you are a firm relying solely on applicants, you are likely seeing only a fraction of the available talent. If you are an accountant waiting for the “perfect role” to appear publicly, you may be waiting longer than necessary.
The most productive starting point is often a conversation, informed, discreet and grounded in market reality.
About Public Practice Recruitment Ltd
If you are hiring within an accountancy firm, or considering your next move in public practice, you’re welcome to speak with Public Practice Recruitment Ltd confidentially. We can share a clear view of the market, advise on what is achievable, and, where appropriate, connect the right people without unnecessary noise. Get in touch.
