If the last few years were about building, 2026 is about selling.

The Digital hiring market across the US has regained momentum, but venture-backed businesses are no longer hiring on ambition alone. Consultancies aren’t scaling delivery teams ahead of demand, and every hire is being measured against revenue impact and time-to-value.

As Jason Pho, Director of Technology Recruitment in our New York team, puts it:

“After a slow 2024, we saw an uptick in 2025 and it’s been trending up since then. The market feels more stable now. There are still good local candidates looking, and there’s opportunity out there. You just need to filter through the noise.”

Revenue first: GTM and sales demand accelerates

Over the past couple years, funding was being poured into product development, scaling engineering teams, and expanding roadmaps.

Now, the pressure has shifted downstream.

“In the startup space, the last few years were about building and now it’s about selling,” says Jason.

Go-to-market and sales hiring has become one of the most active areas in the Digital ecosystem and, beyond growth, companies are fighting for clear differentiation in a saturated AI market.

“There are so many new AI tools now that a lot of companies are honestly confused about how they get real ROI from them,” Jason explains. “You can roll out a new tool, but if you don’t change the process around it, it just creates more noise.”

This is where proven sales professionals with a track record of new business development, complex deal cycles and pipeline generation are in high demand across startups and consulting firms alike.

And we’ve found that smaller boutiques are also benefiting in this market.

“Smaller firms can compete with the Big Four now,” Jason has observed. “Tech is cheaper, delivery can be faster, and clients want more flexibility and customized solutions instead of ‘this is how we do it’.”

In today’s market, agility is an edge.

AI hiring: proof over potential

If the last two years were about experimentation, 2026 is where it gets real.

“Companies are moving past ‘AI in theory’ and pushing for proof you’ve actually done it,” says Jason. “Where have you implemented something? What changed? What was the net positive outcome?”

The interview questions are sharper:

• What went live?
• What improved?
• What was the measurable business impact?

“A lot of candidates get unstuck because they’re still speaking in hypotheticals and proof-of-concepts rather than outcomes.”

At the same time, AI has complicated the hiring process for both sides.

Jason explains:

“AI-written resumes, AI screening tools, automated outreach. It can actually make it harder to identify genuinely strong candidates. I think the big differentiator in the hiring process is still communication; how candidates are treated and the human interaction. People ultimately remember how the process felt.”

In-house capability is rising

Another defining trend in 2026, not just limited to the Digital space, is the shift towards internal capability building.

“It’s about price and control,” says Jason. “The consulting market is crowded and competitive but, more than that, a lot of organizations want the IP and capability in-house.”

Especially in traditional sectors like manufacturing and government, more end-user organizations are building internal Digital teams rather than outsourcing entirely.

As a result, permanent hiring has become the preferred route for core AI and platform capability, while contract demand is more selective and often tied to defined programs of work rather than open-ended transformation mandates.

“People don’t see full-time as ‘stable for life’ the way they used to,” Jason shares. “And employers still like the flexibility contractors bring.”

True career contractors remain outcome-driven: enter, deliver, exit, repeat. While employers are being more deliberate about where they lock in long-term capability versus where they flex.

Compensation has also largely stabilized year-on-year as the market becomes more predictable and employer-leaning. But proven, revenue-aligned talent will continue to command a premium, particularly those with real AI implementation experience.

Engineering for outcomes, not output

AI has also reshaped workforce design with some startups asking: can we hire fewer AI-enabled engineers rather than scaling traditional dev teams?

But Jason warns that speed without alignment is risky:

“Before, you needed a team decision on what to build. Now, anyone can spin something up quickly. But is this what the business actually needs? Does it fit the product? The strong engineering candidates in today’s market are the ones who can decisively say: here’s what the business needs, here’s what we should build, and here’s the return we’ll get.”

In other words, leverage and the need for judgement has increased.

More than just technical capability, expectations also include commercial awareness, product alignment, and the ability to collaborate effectively across stakeholders. As build cycles accelerate, decision-making quality becomes the real differentiator.

And that’s where environment starts to matter.

High-performing teams don’t just rely on individual outputs, they rely on shared context, fast feedback loops, and strong communication. In an AI-enabled world, how teams work together is becoming just as important as what they build.

The 2026 reality

Growth has returned, funding is flowing more steadily, and consulting pipelines are strengthening. However, unlike previous cycles, hiring is being driven by outcomes rather than ambition alone.

AI has accelerated build cycles and expanded what small teams can achieve, but it’s also raised the bar. Candidates are expected to prove production impact, engineering leaders are prioritizing alignment, and commercial teams are being hired to convert innovation into revenue.

At the same time, workforce design is becoming more intentional. Organizations are deciding where to lock in long-term capability, where to flex with contractors, and how to structure teams around performance rather than headcount.

In 2026, the market is sharper and the organizations that win will the be the ones that hire with clarity.

Explore the latest AI and Digital permanent salary and contract rate benchmarks in our More Than Money Salary Guide to ensure your hiring strategy is aligned with today’s market realities.

In 2026, the Microsoft hiring market has become sharper.

Last year, we reported a surge in demand across Microsoft Biz Apps, Cloud and Data as organizations reignited delayed transformation projects and this year feels like another step-change.

As Dylan Cohen, Director of Microsoft & Cloud Solutions in our New York team, puts it:

“AI’s now at the point where companies are putting it into production, not just experimenting or piloting it.”

This production versus proof-of-concept distinction is what’s defining the market this year.

From experimenting to real-world results

Twelve months ago, many organizations were still experimenting by testing and running pilot; giving users access to tools like Copilot, Claude and ChatGPT. Consultancies and Product companies were offering a taste of AI, demonstrating different use cases and offering proof of concepts, and as soon as those 2-8-week engagements would end, many companies found themselves stalling from taking the next step.

Now, the conversations are different, and AI hiring has matured quickly.

“The thing that’s changed is moving away from companies solely looking at user adoption with AI, to hiring AI Architects who’ve actually put AI into production,” Dylan explains. “Clients want to speak to candidates who’ve delivered end-to-end, full life cycle AI projects.”

The key questions in interviews today are:

• Did it go into production and is the company using it today How so?
• What was your role in delivery?
• Was it proof of concept or live deployment?
• How is the business benefiting?

“What we’re uncovering is there’s a lot of proof of concepts, but limited real-world experience in actual production and outcomes,” says Dylan. “Candidates who’ve deployed AI in production should be screaming from the rooftops about it. They’re a small subset compared to the rest.”

AI spend: readiness vs build

With a better understanding of what’s capable with AI between now and this time last year, companies have a more focused strategy with their AI hiring.

According to Dylan:

 “The strongest clients are starting with getting their foundations right: data cleansing, governance and clear alignment on the end goal before they ‘go crazy with AI’. The big change versus this time last year is confidence. Now they understand what they need to do and they’re putting real roadmaps and project plans behind it.”

Across consulting, the era of endless pilots is fading fast.

“Proofs of concept were the story of last year,” he says. “This year, companies are confirming budget, agreeing on business value and moving from prototypes into production.”

Financial services, insurance and healthcare are industries leading the charge, and product-led firms are attracting private equity on the back of real and tangible AI deployment.

D365 demand: Copilot changes what “good” looks like

Hiring demand across Dynamics 365 remains strong.

“All three areas, F&O, Business Central and CRM, are busy,” says Dylan. “Enterprise budgets have reset and we’re seeing clear uptick in F&O alongside continued strength in CRM.”

But Copilot is what’s raised the baseline.

“It’s no longer enough to simply know Power Platform,” he explains. “Now the expectation is: can you build Copilot-ready workflows? Do you understand AI agents? Can you speak to readiness and use cases in a practical way?”

CRM in particular has seen one of the biggest shifts:

“Functional and technical CRM consultants are expected to understand Copilot readiness and how AI fits into the solution. That doesn’t mean deep AI engineering expertise, but the need to be able to speak to it with confidence.”

And the candidates who stand out are the ones who proactively prove it.

“We’ve seen candidates who go out of their way to demo what they’ve built with Copilot in interviews. And nearly every candidate who’s brought something tangible into an interview has landed the role.”

Permanent vs contractor shifts

Last year, companies were racing to secure contractors for AI-specific initiatives and this year, the hiring trends have shifted.

“In the Microsoft space, especially within consultancies and product companies, the bias toward permanent hiring is stronger,” says Dylan. “If they find someone strong, they want to lock that capability in long term.”

Talent who can genuinely deliver are being treated as a strategic hire for businesses.

End users are more mixed; often leaning on consulting partners for roadmap and production delivery, then supplementing with embedded contractors for validation or oversight.

And interestingly, career contractors are even adapting to this demand.

According to Dylan:

“Some high-end contractors are saying they’d move to permanent if it’s the right company. Meaning that strong product ambition, smart teams, and real ownership are becoming important factors to these candidates.”

All signs are pointing to a hiring market that finds value in long-term retention of high-value capability, not just in the AI space.

Decisive hiring wins and hybrid still wins

The best leaders are focused on building world-class teams.

In an employer-driven hiring market, many organizations are holding out for the mythical 100% fit. But in a limited candidate pool where delivery experience is scarce and time-to-value is increasingly important, this strategy can backfire.

“I recommend that 80% fit,” says Dylan. “The last 20% can be trained but while you wait, your team and business are suffering. If you’re sitting on the fence trying to find that perfect candidate, reflect on: How long has the role been open? How many candidates have you actually vetted? If you’ve spoken to 20 aligned candidates and still can’t decide, you’re either not ready to hire or you’re being too selective.”

Whether it’s hiring for a sales, consulting, or engineering role, the strongest employers are defining outcomes early, aligned on success criteria, and move quickly once they find the right candidate.

Strategic working models are also playing a significant part in candidate decisiveness. Despite high-profile return-to-office pushes in recent years, hybrid continues to win in the Microsoft ecosystem.

“Five days onsite still hurts attraction,” Dylan notes. “Hybrid just keeps working.”

The firms insisting on full-time onsite, particularly in non-metro areas, are shrinking their talent pools unnecessarily.

In short: the organizations winning in 2026 are clear on outcomes, realistic on profile expectations, and flexible enough to attract the talent capable of delivering.

What’s next: the end of time-and-materials?

Looking ahead, there are murmurs of another structural shift emerging.

Dylan explains:

“This time next year, we’ll be talking about how consulting firms moved away from time-and-materials and toward deliverables and outcomes.”

With AI accelerating build cycles, traditional 2,000-hour project models are under pressure and effort becomes less sellable than the project’s impact.

“If AI is doing what used to take weeks of programming time, companies still provide value. But how do they monetize that in an outcome-based model?”

The 2026 reality

The AI hype of previous years has given way to maturity for the Microsoft hiring market.

AI is no longer a slide in a strategy deck or an experiment run by an innovation team. It’s embedded into delivery roadmaps, tied to budgets, and increasingly measured against real business outcomes.

And that shift is raising the bar.

Candidates are being asked to prove production impact over theoretical exposure, consultancies are being pushed to demonstrate end-to-end capability, and organizations are evaluating partners on governance, adoption, and time-to-value rather than technical ambition.

At the same time, hiring strategies are becoming more disciplined. Companies are locking in long-term AI capability where it matters most, reassessing workforce structures, and aligning roles directly to measurable outcomes.

For leaders shaping their Microsoft workforce strategy: prioritize production experience, move decisively, and build teams that can both design and deliver real impact.

Explore the latest Microsoft, Dynamics 365 and AI salary and rate benchmarks in our More Than Money Salary Guide 2026.

If you’re hiring sales talent in the US right now, or interviewing for a sales position yourself, chances are you’ve seen a familiar trend creeping into the process: 

Mock sales calls. Pitch simulations. “Sell me this pen” moments. It’s giving… Wolf of Wall Street. 

Some leaders swear by them. Others say they’re outdated, performative and nothing like a real sales cycle. 

In our latest debate, Sydney Gagnon (Principal GTM Recruiter, US) argues the case for roleplay. Jason Pho (Director of Technology Recruitment, US) argues against. Here’s where they landed, and what it means for your next sales hire (or interview). 

The case for: roleplays earn their place at the table 

Sydney’s take is simple: if you’re hiring someone to sell, you should see them sell. 

“We test engineers, marketers, tech talent, so why is sales different?”  

Sydney explains why roleplays deserve a seat at the table: 

• You get to see someone in action, not just hear the pitch about them. 

• You see how they handle pressure, objection handling, tone and presence. 

• It separates strong interviewers from strong closers. 

• You also get insight into coachability. 

“The best hiring managers get candidates to roleplay twice, once raw, once after feedback. The improvement tells you everything.” – Sydney 

And in a remote-first world? The bar is even higher. 

“You’re not sitting next to them every day so you want proof they can actually do it.” 

For startups, the stakes are even higher. Lean teams, tight cash flow, and very little room for a mis-hire means it’s crucial for founders to get the right talent through the door. 

The case against: roleplays are unrealistic and high-pressure 

Jason sees the value but argues roleplays are not always realistic and can be a high-pressure environment. 

“It’s artificial pressure. A performance. Not always a real reflection of how someone sells.” – Jason 

Jason’s biggest flags: 

• Great sellers freeze when it feels performative. 

• You risk losing talent who don’t want to ‘perform’ on camera. 

• It can exclude introverts + non-native English speakers, even if they’re top closers. 

• It favours rehearsed performers over relationship builders. 

And when it comes to senior sellers with a proven track record?  

“If someone’s made millions in revenue, you shouldn’t need them to prove it via a fake pitch.” 

He also calls out the friction factor. Each extra step is one more chance for candidates to drop out – especially in a competitive market. 

The middle ground: test reality, not theater 

After 30 minutes of debate, Sydney and Jason found common ground:  

Roleplays have value, when they reflect real selling. Not rigid, not scripted, not one-size-fits-all. The key is keeping them flexible and human – letting candidates pitch a product they already know, having prep time rather than throw a cold script at them, or even submitting a real sales call or demo recording instead of a staged performance. The goal isn’t theater, it’s authenticity. 

“Roleplays work when they cut the fluff and show how someone really sells — not how well they act.” – Sydney 

“Flexibility keeps you from filtering out great talent for the wrong reasons.” – Jason 

The verdict  

So which one wins – to roleplay, or not to roleplay? 

Roleplays can be powerful, if they test reality, not theater. 

Used well, they reveal confidence, clarity, curiosity and coachability. Used poorly, they shrink your talent pool and reward the loudest voice. 

In a US market where sales salaries are rising, competition is intense, and startups can’t afford mis-hires, more hiring managers are choosing to see sellers in action. But only if the process is fair, flexible, and human. 

A final word to candidates: how to ace a roleplay 

If you’re walking into a mock closing call or pitch simulation, Sydney’s advice is clear: 

• Don’t wing it. Do the prep. Use the brief. Anticipate objections. 

• Don’t script every word. Hiring managers don’t want to hear you reading. Let your energy and personality come through. 

• Ask questions. Selling is listening, not monologuing. Clarify the problem before you pitch the solution. 

• Use your recruiter. 

“They know exactly what the hiring manager is looking for and can help you prep and win the roleplay.” – Sydney 

Whether you love them or hate them, roleplays are becoming part of the sales interview toolkit in the US. 

The smart move, for both candidates and hiring managers, isn’t to avoid them. It’s to design (and approach) them in a way that tests real selling, not just a well-rehearsed act. 

As the US market landscape continues to evolve, one thing remains the same: the need for experts with niche tech skills. If you’re looking to put your best foot forward to employers this year, it may be time to upskill in one of these coveted competencies. In this article we’ll be diving into the most in-demand technology & IT skills in 2025.

1. Cybersecurity

With cyberattacks on the rise, the need for cybersecurity professionals who can shore up company systems is only growing – however, the availability of this talent is scarce. It’s estimated that there is a shortfall of 3.4 million cybersecurity candidates globally. As technology continues to innovate, and cyber attacks rise, employers are going the length to secure top skillsets.

There are currently over two million cyberattacks recorded per year, and by the end of the year, these attacks are expected to increase. With cyberattacks on the up, companies are recognizing that now, more than ever, securing their systems needs to be a top priority. “It’s important now, more than ever, for employers to seek top cybersecurity skills such as risk and compliance, cybersecurity operations, and cloud” Senior Consultant and Talent cybersecurity expert, Emma Corcodilos shares.

Last year there was a notable increase in AI demand and integrations within cyber technology. It’s been especially interesting to see how cyber and compliance has been impacted by the rise of AI. So far, these new innovations are ensuring that the demand for cyber skillsets is only growing.

Uncover more about the latest in cybersecurity in our Cybersecurity Hiring Market Snapshot here.

2. Artificial Intelligence

As AI takes off, the need for talent who understand the ins and outs of this cutting-edge tech is higher than ever. As generative AI becomes even more prominent in the US, Data from Oxford University also reveals that globally, the demand for AI skills has increased five-fold since 2015.

As companies continue to adopt this technology and cybercriminals increasingly leverage AI tools to develop more sophisticated attacks, demand is only set to increase for those with competencies in machine learning, data science, natural language processing (NLP), and beyond. In fact, it’s predicted that by the end of the year, 97 million new AI-related roles will be created, however, the supply of talent simply isn’t there yet – in the US and UK, 51% of organizations note that they currently don’t have enough appropriately skilled employees in-house to execute their AI strategy, while 20% of this group expects it will be a challenge to recruit the right talent. As such, AI can craft strategic threats making it impossible to provide a solid approach without the right people on board, driving significant demand for AI and cyber professionals.

AI is also integrating with Microsoft technologies in a product called Microsoft CoPilot, a large language model (LLM) to enhance Microsoft Graph and M365 workspace. This integration is both taking AI and the Microsoft space by storm, by changing the way we work, and creating a new wave of productivity that the industry has never seen before. Ultimately this will increase the need for professionals with skillsets in both spaces to provide optimal solutions.

3. Cloud Security, Infrastructure, and Data Analytics

Cloud Security, Infrastructure and Data Analytics opportunities have seen high demand over the past year and are a few of the most in-demand skills in the US market. As companies continue their Digital Transformation journeys, the need for skilled & experienced talent is on the rise. Dylan Cohen, Talent US Director of Microsoft and Cloud Solutions shares that, “Specialists in cloud security, infrastructure & data analytics have seen a large increase in their salaries & hourly rates over the last year, and I don’t see that changing.” In fact, it’s projected that the number of jobs requiring data analytics skills such as Power BI, Azure Data Factory, Synapse, AWS Big Query, will grow by almost 28% by 2026.

According to Talent North America CEO, Colin Etheridge, “These three areas (security, infrastructure, data) opportunities have seen high demand over the past year and are some of the most in-demand skills. Professionals who stay up to date on all the new certifications relating to these areas have a distinct advantage in their job search when compared to those candidates who are not up to date on their certifications”. Possessing these skills & certifications will set you ahead of the competition, especially as new technology emerges.

The growing integration of Cloud and Data Analytics technologies into businesses is also increasing opportunities for the market, with tech such as Amazon Web Services (AWS) and Google Cloud Products (GCP) driving this market forward. “Everyone is looking to make a splash in their respective industries with these new technologies. Data and AI, along with security, are always at the forefront of most C-Suite conversations. If these executives really want to break from the pack, they’ll need to hire distinguished thought-leaders and elite engineering teams to drive this transformation” says Dylan Cohen.

4. Microsoft

As most Microsoft enthusiasts know, Microsoft is notorious for constantly evolving and changing their technology stack – and not just by changing the names of these products! With new developments across Dynamics 365, Modern Workplace, M365, and Azure, the demand for these skills are rapidly increasing as technology innovates. “In the Microsoft consulting space, and really in any D365 related role, delivery is expected on full project lifecycle responsibilities from pre-sales, implementations, to post go-live support” Senior Consultant Mike D’Esposito shares.

Microsoft Azure is still one of the leading cloud computing platforms. With the continuous enhancements to Azure Security, it will continue to dominate the industry in 2024 to help with ongoing user threats, as security threats increase. This combined with the demand for AI/Data has resulted in Azure skills demand increase of 50% within the recent 12 months. There has also been a notable increase in Microsoft Power BI tools of about 56% in the previous 12 months.

AI is also taking the Microsoft workspace by storm as they unveiled Microsoft CoPilot and Dynamics CoPilot. Each software takes large language models (LLM) and combines with data in the M365 and D365 applications, to turn words into productivity tools. These two new capabilities will take productivity to new heights and increase candidates with these skillsets to power new projects.

As the software need increases, the search for those skills is a necessity for any top employer looking to stand apart from the competition. Since these skills are in high demand across North America, the power is in the people. “I’ve seen a huge increase of salaried D365 professionals becoming independent contractors in hopes of demanding higher hourly rates, bringing home more than what they would annually as a salaried employee, while enjoying the freedom of being their own boss” Director Dylan Cohen has noticed.

Check out our job search for Microsoft opportunities available in 2025.

5. Engineering

The engineering market is positioned for a notable uptick in 2024 due to technological progress, sustainability initiatives, and evolving industry requirements. According to the United States Bureau of Labor Statistics, demand for engineers is expected to increase by 4%, adding a projected 65,000 jobs. Within the engineering space both Generative AI and Sustainable Technology are making a significant impact on the industry, as companies look for innovative ways to increase productivity while being conscientious of the effects it can have on the industry, people, and ultimately environment.

So what are the top skills needed to excel in this industry?  “Despite how this industry evolves, there are still a need for tech skills within the US job market such as TypeScript/TypeScript, React, Node.js, Python, Rails.” Director of Recruitment, Will Boulton shares. As technology continuously innovates to benefit the engineering industry, it’s imperative that the workforce has these dependable skills to evolve and keep up.

Within engineering, both Product Design and Project Management skillsets are also in high demand. Innovative leaders that can manage both high-level project and product development will take any organization to new productivity levels. Director of Recruitment, Will Boulton, shares that when searching for solutions, “strong design leaders are able to integrate data and user centric design principles, with strong understanding of how UX and Visuals affect the overall customer experience.”

So how can we stay ahead of the engineering curve? For professionals and businesses, it’s more than just keeping up with trends- it’s about leading the way.

Ready for your next career move in 2025? Check out our job search for opportunities in tech, transformation and beyond.

The US Microsoft technology talent market continues to evolve rapidly in 2025, and demand is showing no signs of slowing down.

At the beginning of this year, we reported a 30% increase in job flow across Microsoft Biz Apps and Cloud roles, as organizations in manufacturing, healthcare, and retail kicked off digital transformation projects that had been delayed through 2024. That momentum has only accelerated through the year, with new growth areas now shaping the hiring landscape.

As Dylan Cohen, Director of Microsoft & Cloud Solutions in our New York office, explains:

“Data and AI hiring has increased massively. There is a huge demand for Data Architects and Engineers with AI expertise, mainly to help with AI readiness, Agent readiness, AI use case and value planning, along with AI user adoption.”

Colin Etheridge, CEO of North America adds broader context:

“The US market shows plentiful demand across the core commercial sectors where we operate – Cloud and Microsoft applications, Digital Transformation, Oracle ERP, and Data.”

Dynamics 365: From a slow summer to booming demand

After a relatively quiet summer, Dynamics 365 opportunities have surged back. ERP Consultants, architects, and developers are in high demand, with organizations seeking end-to-end expertise across F&O, BC, and CRM.

It’s also important to note that demand is no longer confined to “classic” ERP. According to Dylan, “There is a clear demand for Power Platform expertise across nearly all Microsoft Biz Apps skillsets. Traditional ERP candidates (D365 BC and D365 FO) need to have Power Platform to keep up with the times.”

This combination of Dynamics 365 and Power Platform is becoming the new baseline for Microsoft professionals.

AI, security & software engineering in focus

AI is reshaping hiring across the Microsoft ecosystem. Companies are moving quickly to secure contractors for AI-specific projects, while consulting firms are locking in AI thought leaders as full-time employees to future-proof their delivery.

Colin notes, “AI is a high-growth area for the top 1% of engineering talent but it is yet to reveal significant impact in the wider market.”

Beyond AI, security remains a consistent priority, with ongoing investment across industries. At the same time, we’re seeing an uptick in software engineering hiring as product companies build out new IP.

“Go To Market and business development emphasis is a huge demand driver in the broader technology space as companies large and small look to monetize investment,” says Colin. One of the most encouraging signs is the huge increase in sales hiring across Microsoft Partners and SaaS product companies.

Dylan shares, “This is generally a good sign of things to come; companies hire salespeople, they sell more projects, and this creates more demand for the delivery consultants, engineers, and architects needed to bring those projects to life.”

What hiring managers need to know

• Flexibility is still critical: Employers demanding 100% onsite Dynamics 365 professionals – particularly in non-metro locations – are struggling to attract top talent. Remote and hybrid models continue to win. That being said, there is certainly a return to office theme, most enterprises are preferring hybrid models; this differs from 2021-2023 where it was primarily 100% remote.
• Canada is part of the solution: US companies are increasingly hiring remote Microsoft professionals from Canada, widening their candidate pool and leveraging the exchange rate advantage.
• Workforce planning matters: With AI, Dynamics 365, Power Platform, and security talent all in short supply, proactive planning is essential to secure the right expertise before demand peaks further.

Colin sums it up, “Overall, the market remains full of opportunity and growth. Remuneration has also stabilized since the heady days of 2022-23, giving both employers and candidates a more predictable baseline as they enter negotiations.”

The Microsoft talent market in the states is as competitive as ever, with demand for Dynamics 365, Power Platform, sales, and AI skills redefining hiring strategies in 2025. As we continue to venture into the second half of this year, business leaders who move quickly, think flexibly, and plan ahead will have the advantage.

If you’re planning your Microsoft workforce strategy, get in touch with our team to discuss how to secure the talent you need.

The pandemic didn’t just change where we work, it shifted how we think about work altogether. Dining tables and spare bedrooms became our offices, Gen Z entered the workforce with fresh expectations, and a booming tech market sent salaries soaring. With remote work removing geographic barriers, job-hopping became more common and, in some circles, more accepted. But as employees embraced flexibility and opportunity, employers started to question the growing trend of short tenures. For some, it’s a sign of agility and ambition. For others, it’s a red flag.

To unpack both sides of the debate, we sat down with some of our recruitment experts to hear their take: Is short tenure a problem or simply the new normal?

Short tenure isn’t a bad thing

Georgia Townsend, a Candidate Manager at Talent who has worked with tech and digital candidates, argues that short tenure isn’t necessarily a red flag especially in today’s evolving workforce. She sees career movement as a strategic way for candidates, particularly younger generations, to accelerate growth.

“There are real advantages to moving roles more frequently,” Georgia says. “For candidates, short tenure can mean faster career progression, better pay, and broader exposure across industries and tech stacks.” She explains that staying too long in one company can sometimes slow down advancement, especially in fields like data and AI where hands-on experience with emerging tools is critical and often only gained through diverse, fast-paced environments.

Georgia also points out that the rise of remote and hybrid work has reshaped how people engage with companies. “Gen Z, for instance, entered the workforce just before or during COVID. Many haven’t had the chance to build strong in-person connections or feel a strong sense of loyalty to one employer,” she explains. “If companies haven’t nailed the ‘stickiness’ of culture in remote settings, you can’t blame young talent for moving on.” According to Yahoo Finance, Gen Z workers typically stay in a job for approximately 2 years and 3 months which is shorter than Millennials and significantly less than Gen X and Baby Boomers.

She believes employers need to consider the context. “Short stints shouldn’t be immediately disqualifying. Was it a toxic environment? A mismatch of values? A candidate with a few short roles but strong reasons and good reflection can still bring a lot of value.”

Georgia also highlights that short tenure can offer breadth of experience that longer stints might not. “Someone who’s worked in multiple environments might not have depth in one area, but they’ll have seen different ways of working and bring a broader toolkit to the table.”

Long tenure is best

Dylan Cohen, Director – Microsoft & Cloud Solutions, at Talent New York, who has been in the recruitment industry for nearly a decade, takes a more traditional stance, especially from the perspective of clients making long-term hiring decisions. As a recruiter who often works with consulting firms and high-stakes placements, he believes short tenure can – and often should – raise red flags.

“When I see four jobs in six years, I pause,” Dylan says. “Clients pay us a premium to find stable, long-term hires. They’re not going to shell out thousands in fees for someone who looks likely to leave in 12 months.”

He acknowledges that in early careers, especially post-COVID, some movement is expected. But past a certain point, he argues, repeated short stints can indicate a lack of depth. “A candidate may have breadth, but if they’ve never stayed long enough to see a project through or take on leadership responsibilities, it’s hard to judge their impact.”

Dylan also points out the salary inflation that short tenure can drive. “Candidates who hop around often demand more money with each move, but they’re not always bringing the seniority or experience to match. Some clients just won’t pay someone $130K because they had two short gigs – they want to see consistency and growth.”

Ultimately, short tenure should always come with an explanation. “COVID and economic disruptions are valid reasons. But if it’s a consistent pattern without context, it’s risky – for us as recruiters, and for our clients.”

Does location matter?

Dylan argues that whether short tenure is a red flag depends significantly on regional and industry contexts. He explains that in areas with more job opportunities, such as New York, short tenure may not be as concerning because of the fast-paced, high-risk, high-reward environment. “In places like New York, if someone has moved between companies every two to three years, it’s not that uncommon because the volume of opportunity is so high,” Dylan notes.

He believes the industry also plays a crucial role. For example, in sectors like sales, moving every 12 to 18 months is a red flag, but in software engineering, where projects may last several years, shorter stints may be more acceptable. Dylan also points out that the ability to explain why someone left a job can make a significant difference. “If someone can explain that they left because they outgrew the role or the company wasn’t able to provide new challenges, it helps.”

Georgia emphasizes that geographic location can influence how short tenure is viewed. For instance, in other markets, three years may seem like a relatively short tenure because of the slower pace of local industries. However, in cities with more dynamic job markets, such as New York or London, shorter tenures may be more acceptable. “In places like New York, three years in a role might be the norm before a person moves on for better opportunities,” Georgia explains. “In other markets, though, it could be more of a six-year game.”

She suggests that employers in regions with fewer job opportunities may be more inclined to view candidates with shorter tenures as flight risks, whereas in global hubs with constant industry shifts, the perspective on tenure might be different. Additionally, she highlights that even within a region, industries like mining, where growth is slower but more structured, may not align with candidates who are used to more fast-paced work environments.

Dylan’s final thoughts:

“I think the key takeaway here is that the answer depends on the industry and region. In my market, for example, I’d love a candidate with three jobs over 10 years who can speak specifically about migration projects. However, in other markets, that might not work. Long tenure typically signals loyalty, commitment, and the ability to see a project through, but it doesn’t always equate to experience across different job functions. Someone with long tenure in an end-user role might not be suitable for consulting clients because they’ve only seen one way of doing things. So, longer tenure is often better, but not always. It’s important to remember that more tenure doesn’t necessarily mean more diverse experience.”

Georgia’s final thoughts:

“The real debate comes down to what clients want out of a role. For example, in a complete transformation, you wouldn’t hire someone who’s been at one company for seven years, because they’ve only seen things done one way. That’s where someone with three jobs in six years might be favored. I agree that less than 12 months in a role is a red flag, and having multiple stints under 12 months is also concerning. But in rapidly changing industries like data, AI, or coding, the shorter learning curves and evolving technology challenge traditional thinking about tenure.”

We often hear about needing to be “in the know” with the latest language model, trending technical knowledge, frameworks, or code. But in digital and tech consulting, what happens when technical knowledge isn’t enough to drive results? 

When most people think of tech consultants, they picture coding experts and data geniuses. But what about the skills that don’t always make the list, that are just as crucial for success in digital and tech consulting? 

Whether you’re building a team of consultants or stepping into the role yourself, these often-overlooked skills could be the game-changers that set you apart from the competition.

1. Emotional Intelligence

In a world dominated by logic, numbers, and precision, emotional intelligence (EI) might not seem so important. But it’s a must-have in consulting. Why? Because tech solutions are built for people. Consultants with high EI can navigate complex interpersonal dynamics, defuse tension, and take the time to truly understand what key stakeholders or clients want. This leads to stronger client relationships, clearer communication, and smoother project execution.

Being emotionally in tune also helps you manage your own stress, adapt to change, and stay resilient in high-pressure environments. In short, EI is the secret weapon behind lasting collaboration, trust, and team alignment.

2. Flexibility 

Tech projects are rarely linear. Scope changes, clients shift priorities, platforms update overnight. That’s why flexibility is vital. A great consultant doesn’t just follow a plan; they adapt, pivot, and find creative solutions in real time.

Flexibility also means embracing new methods and tools. Consultants who can roll with ambiguity, collaborate across different teams, and shift strategies without losing momentum are incredibly valuable—especially in fast-paced digital environments.

In today’s world of work, flexibility is a must. Whether you’re a hiring manager building out a high-performing team, or a skilled candidate looking to shift gears, flexible work—including hybrid and remote—are no longer perks, but expectations. For employers, offering that flexibility helps to attract and retain top talent. For candidates, it opens the door to roles anywhere that could better align with their lifestyle or values. 

“There’s a push for hybrid candidates as the return to office mandates are starting to filter into the market. However, the organizations that offer 100% remote working are able to attract a broader pool of candidates with wider skill sets that can be located anywhere across the country.”

– Jason Pho, Director of Digital Recruitment

3. Cross- & Up-Skilling

Gone are the days when you could get a degree and coast. With today’s market and tech evolutions, digital consultants need a broader toolkit. Whether it’s gaining design thinking chops, understanding DevOps culture, or learning to read a budget sheet, expanding your range is essential.

Cross-skilling enhances collaboration—you’ll understand the pressures and workflows of other roles, leading to stronger interdisciplinary work. Upskilling shows that you’re committed to growth, making you more competitive and resilient in a rapidly evolving tech landscape.

Pro tip for candidates: Don’t wait for training programs, be proactive. Take courses, shadow colleagues, ask questions, and above all else, stay curious.

“It’s important for you to stay curious. Constant improvement and learning is crucial to standing apart from the competition. It’s a fast-paced world and standing still means that you’re falling behind.”

– Colin Etheridge, CEO Talent North America

4. Data-Driven Decision Making 

You might know how to build a dashboard, but can you tell a story with data? Can you tie KPIs or sales metrics back to business goals and clearly communicate the impact?

Effective consultants use data not just to inform decisions but to influence stakeholders. That means understanding which metrics actually matter, how to interpret trends, and how to present findings persuasively.

Clients want to see results, not just reports. Frame your data insights around ROI, user behavior, performance, and opportunity costs and you’ll position yourself as both a tech expert and a strategic advisor.

5. Community Networking & Engagement

Take it from the recruiters: it’s always good to expand your network and engage with peers across industry. This seems obvious, but it’s one that’s often overlooked and could help in unexpected ways. 

Whether it’s through events, online learnings, community engagements, building relationships will open doors where you least expected it. It’s not just about finding your next job, or securing that last person for your team, it’s about continuing to stay connected, informed and rising above the competition.

Want to find out what other skills are in-demand within your markets? Take a deep dive into our 2025 Salary Guide and explore the latest trends, highest-paying roles, and the hottest job titles.

Talent has been awarded the 2025 certification by Great Place To Work. Talent was recognised by Great Place To Work for prioritising an exceptional employee experience and creating a workplace culture to match.

Talent’s Great Place To Work employee engagement rate is 94% which is considered world-class. This is in comparison to 56% of employees at a typical company in Australia.

Talent’s continued pursuit to create a world leading culture saw increased engagement, improved wellbeing, and a drive for diversity and inclusion. This resulted in a better experience for contractors, candidates, and customers. As an award winner, Talent ranks among the most elite organisations around the globe.

Talent Global CEO, Mark Nielsen, commented on what this certification means to the company. “Receiving this recognition is an incredibly proud moment for the business. Seeing Talent’s name next to other inspiring companies is very humbling. Culture is not just a word that is thrown around at Talent, we walk the talk and always continue to strive for better. This certification is recognition that we excelled at this. Great Place to Work’s purpose is to prioritise exceptional employee experience which aligns to Talent’s vision, mission and values.”

Jenny Le, Head of People & Culture, Talent, is passionate about the sensational work culture that Talent have fostered. “We are incredibly proud to be certified as a Great Place to Work. This is a huge testament to every single person at Talent who contributes to making it a place where our people feel heard, valued and respected to bring their whole selves to work. Our culture and the exceptional people we have in this company truly make up Talent’s DNA, which is the foundation of any great business. Our culture is built for our people, by our people – and that’s what allows us to embody our #OneTeam ethos every day. While our results are great, our commitment is even greater to ensure that we continue to listen to our people and strive for better in everything that we do.”

Great Place To Work Certification recognises employers who create an outstanding employee experience. It involves a two-step process that consists of surveying your employees and completing a short questionnaire about your workplace. The scores are determined based on the feedback received from employees and independent analysis. This certification helps job seekers identify companies that genuinely offer a great company culture. It also gives employers a recruiting advantage by providing a globally recognized and research-backed verification of their commitment towards providing a great employee experience.

Salaries across the board are steadying out as the hiring market continues to favour employers as revealed in Talent’s ‘More Than Money Salary Guide 2025’ which was released today. Tech and digital salaries continue to steady out but remain strong for key skillsets such as cybersecurity and AI. The report features key salaries, roles and skills that are in demand for the Australian market. Please find the report HERE.

The report features salaries and contract rates for key tech positions in 2025, the most in-demand tech skills for 2025, market insights from Talent’s Managing Director team and experienced recruiters, as well as hiring trends and predictions across the regions in which Talent operates across ANZ and the US. Further insights include the representation of women within the tech and IT sector.

Key findings include:

• Cyber Security and Data experts remain to be high in demand across ANZ, with salaries continuing to sneak upwards but there have been no significant increases across the board.
• Contract rates have mainly decreased, as companies move away from contract hiring and are prioritising FT and permanent.
• According to Talent data of over 1,900 workers, when asked for their preference in working models, a majority of 49% stated they preferred fully remote work, closely followed by 45% who preferred a hybrid model.
• A Talent poll of over 800 permanent workers revealed a significant 54% are open to making the switch to contracting in 2025 and two-thirds of those open to contracting (66%) are currently actively looking for a contract role. The makeup of Australia’s workforce is shifting, with 7.5% of Australians working as independent contractors.
• With L&D opportunities coming in many forms for different businesses, a Talent survey discovered that Conferences & Workshops are highly valued (37%), followed by In-House Training Programs (28%). Online Learning Subscriptions came in third at 20%, lastly followed by Tuition Reimbursement at only 15%.

Demand remains high for the following skills:

1. Artificial Intelligence
2. Cybersecurity
3. Data Analysis
4. Cloud Architecture
5. Microsoft Systems

Top salaries* for 2025 vs 2024 are as follows:

2025:

1. Enterprise Architect – $231k
2. Big Data Architect – $220k
3. Program Manager – $210k
4. Cloud Architect – $209k
5. Engineering Manager – $208k
6. SOC Manager – $205k
7. Cybersecurity Manager – $202k
8. Applications Solution Architect – $200k
9. Cybersecurity Architect – $200k
10. Technical Salesforce Architect – $200k

2024:

1. Enterprise Architect – $234k
2. Cybersecurity Architect – $222k
3. Cloud Architect – $212k
4. Programme Manager – $210k
5. SOC Manager – $205k
6. Cybersecurity Manager – $202k
7. Business Intelligence Architect – $195k
8. Infrastructure Architect – $190k
9. Solutions Architect – $189k
10. Senior Data Scientist – $186k

*Excluding C-Suite roles. Permanent salaries are exclusive of superannuation.

Matthew Munson, Talent Managing Director NSW, weighed in, “We anticipate that the market will start to pick up again. Looking at top skills right now, cybersecurity is in high demand. As Australia is a wealthy country and a fast adopter of new technologies, it’s an attractive target for cyber criminals. The government wants Australia to be “a world leader” in cybersecurity by 2030. State government agencies will have to scale up to address (and get in front of), an increase in frequency and complexity of attacks, and as such, cybersecurity will be an area to watch out for over the next few years.”

Simon Yeung, Talent Managing Director VIC, said, “The IT hiring market for 2025 will improve on 2024, which slumped mid-year and has been increasing since then. Many enterprise and mid-large organisations will pursue programs to achieve a data governance maturity uplift, as high-quality high-volume data is increasingly a competitive advantage. Cybersecurity challenges will increase as organisations face increased attacks that are partly AI-driven, while they balance increased demand for IT resources for AI and data.”

* Figures are based on data provided to Talent from our clients, with additional sources cited.

In the Digital market, we’ve seen a massive uptick since the start of 2025, it appears that the slowness and uncertainty of 2024 is behind us. 

Early stage businesses and organizations are in growth mode as they look to recover from 2024 and accelerate to beat their competition.

In particular, we are seeing a dramatic increase in demand for candidates within GTM (Go-to-Market) and Sales for both junior and experienced candidates. Top companies are looking for candidates with proven sales success, networking skills, and new business development skills to help them bring their products to market and dominate within it.

The startup community is feeling positive overall, despite some delays in funding. While caution still lingers in the market, there’s a noticeable boost in optimism compared to the past 24 months.

Separately, there is a push for hybrid candidates as the return to office mandates are starting to filter into the market. However, the organizations that offer 100% remote working are able to attract a broader pool of candidates with wider skillsets that can be located anywhere across the country.

There has been more conversations surrounding AI across various sectors, as organizations begin to explore its potential. Still, many companies are only scratching the surface of what AI can truly offer. While there’s a lot of focus on understanding its broader use cases, we are primarily seeing AI being applied to more basic, administrative tasks such as automating routine processes, data entry, and customer support. The real value of AI is far from fully realized, and organizations are still figuring out how to scale its use across more complex and high-impact areas.

Unlock more of the latest digital and tech salary trends in our 2025 More Than Money Salary Guide.

The Microsoft Biz Apps & Cloud Sector is looking very promising at the moment. While other opinions in the market may vary, the Talent Microsoft team is expecting significant growth in the Microsoft Technology space for 2025.

As we kick off 2025, we’ve seen a massive influx of new requirements from our clients – a 30% increase in job flow compared to the average monthly demand we experienced in 2024.

It’s encouraging to see companies in the manufacturing, healthcare, and retail sectors approve budgets for large digital transformations in 2025, and moving forward with projects they basically kicked down the road in 2024.

Partners, ISVs, and end-users alike are competing for top talent. We’re seeing a lot of candidates who historically only worked in consulting, now considering and moving back to working directly for end-clients. They want to see the fruits of their labor from end to end, instead of only working with a client on 80% of the project and not being there after it’s gone live.

As always, there remains a high demand and short supply of experienced Dynamics 365 ERP & CRM resources. Consulting companies are competing for top talent, and customers using these technologies are taking advantage of bringing these experts in house as either contractors or full-time employees.

End-customers who are flexible on remote or hybrid models when hiring D365 professionals are winning the race for these highly sought after professionals. D365 end users who demand 100% onsite candidates, especially in non-metro areas, are losing and not able to attract top candidates with the desired experience they hope for.

Microsoft Partners and consultancies on the other hand, are continuing to hire remote and taking advantage of the ability to hire anywhere. We’re also seeing an uptick of companies in the US hiring remote employees from Canada – widening their candidate pool and taking advantage of the exchange rate.

Dive deeper into the Microsoft salary trends in our 2025 More Than Money Salary Guide.

For the financial year to 30 June 2024, Talent has continued its track record of profit growth. Following the exit of the UK market for management to focus on its growth regions (ANZ/US), revenue increased 4.4% to $992m (FY23 $950m)* and EBITDA increased 1.2% to $26.1m (FY23 $25.7m)*.

This growth is despite permanent income coming off 27%, in a year which saw the recruitment sector heavily impacted by a global downturn in requirements. Talent’s reduction in permanent income was offset by continued contractor growth, primarily in QLD and WA, and exceptional growth in Talent’s technology project delivery and consulting business, Avec.

For the 2024FY, Avec achieved significant success growing by 48.5% to generate $48.6m in revenue. This success is underpinned by the growth of its team which increased from 47 to 83. Avec will continue to scale organically and through niche acquisitions which complement its service offering.

In FY24, Talent continued to build out its contractor engagement solution, ENGAGE. New functionality includes the ability for 20,000+ ENGAGE members (Talent’s prior contractors) to apply for available positions in seconds and receive priority processing as proven candidates. Additionally, for the first time, ENGAGE is now available on an invitation-only basis to top tier candidates who have not yet been placed. These developments position ENGAGE as an elite talent pool of vetted specialists, offering clients access to high-quality, proven professionals.

Talent’s charitable foundation, Talent RISE, continued to support young people facing barriers to employment in FY24. During the year, Talent RISE expanded its operations to Auckland and successfully placed 61 young people from challenging backgrounds into meaningful employment and put over 500 through training and coaching. This milestone has the potential to be truly life-changing for these candidates, offering them the opportunity to overcome adversity and thrive in the workforce.

Mark Nielsen, Talent’s Global CEO, praised the Talent team on delivering these results, “These results show the grit and resilience of our team and our business. We have now fully embedded a growth mantra into the business. We have done this by embracing change as the new norm, continually raising the bar and uniting the team for growth. We have a strong culture with a world class engagement rate of 90% which goes to show our focus and passion of building a better world of work for all.”    

Talent Global COO, Megan Woodbury, said, “I am so proud of the team for achieving such an incredible result especially after a challenging year for the industry. We continue to invest, innovate, propel efficiency with our stakeholders, and expand our service offering to drive our business operations forward.”  

*Prior year numbers excluding discontinued operations.