Steady and strategic: professional services HR hiring in 2025
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Charlotte Faktor
Executive Director
Head of Interim and Professional Services
London
Professional services HR hiring has remained steady throughout 2025, and we’ve been encouraged to see a broad mix of roles being hired across all levels of seniority. After a busier summer than expected, activity has continued into Q4, and job flow has gradually improved. While the market is stable, there are clear HR trends shaping how firms approach talent and the future of HR.
Today’s HR leaders are expected to deliver more than operational excellence. They’re driving initiatives around employee engagement, employee experience and employee wellbeing, while balancing cost pressures and workforce planning. The future of work is increasingly data-driven, with AI-powered and automation tools streamlining processes and influencing decision-making. From performance management to talent management, the HR function is becoming more strategic, tech-enabled and focused on employee expectations.
The above all plays into the HR agenda across the professional services space, however uptake in artificial intelligence automation and data-driven decision making is mixed due to cost implications coupled with mixed financial results within the sector. Law firms have been the most active in HR hiring in 2025, with restructuring and strategic alignment driving senior human resources moves. Accountancy and consulting remain quieter, while real estate has held up relatively well, despite large restructuring programmes.
Salary rigidity remains a significant challenge for business services functions across professional services, especially when compared to the financial services sector, where bonuses and variable pay flexibility are still far greater. These fixed salary structures can make it difficult to attract top talent in an already cautious market. The HR talent pool continues to be fairly risk-averse as those actively seeking a new permanent role this year will only consider a move for a substantial increase in base pay or significant career progression. This caution has also been coupled with a rise in counteroffers, leading to a noticeable increase in declined offers compared to previous years. Interestingly, firms appear willing to show some flexibility on base pay, but primarily for proven internal talent rather than new external hires.
However, as we move into the end of the year and hiring volumes pick up, top HR talent is increasingly involved in multiple processes and the firms who can speed up the recruitment process and show flexibility at offer stage will be at a significant advantage in securing quality candidates.
HR executive search market
James Baker
Partner
Global Professional Services & Human Capital
UK and US
The senior executive search market has reopened after a quiet period, and globalisation is a major theme. Many business leaders are rethinking leadership structures, splitting C-suite functions across geographies to align with global strategies. London remains a key hub for strategic HR roles, particularly for US-headquartered firms with a strong UK presence. While the CEO and CFO might sit in New York, we’re increasingly seeing other functions, like the CRHO, driving the firm’s HR strategy from London. This is one of the key trends we’re observing: companies are moving away from the traditional “NYC or London HQ” model and instead deliberately splitting leadership teams across multiple locations to operate as truly global organisations.
We are currently working on several mandates with international firms, leveraging our global network and teams to fill the most senior HR roles with the best talent, regardless of location.
Senior HR market
Tom Gowing
Director
Senior permanent market
London
Senior HR roles are evolving. Talent acquisition is a prime example: it’s no longer just about time-to-hire and fill ratio metrics. Today’s TA leaders are expected to own employer branding and EVP, ensuring the firm’s values and culture resonate in the market. This reflects a broader shift towards strategic HR, where brand and operational excellence go hand in hand. Similarly, the role of the HR business partner continues to evolve strategically with an emphasis on exposure to senior leadership and the ability to influence and drive the HR agenda.
These roles now require skills in people management, employee development and strategic planning to meet changing business needs. There’s also a growing emphasis on DEI, work-life balance and creating a positive work environment to support retention and reduce burnout.
Charlotte Faktor
Executive Director
Head of Interim and Professional Services
London
With an increase in restructuring across professional services, leaner HR teams are driving demand for skills-based interim solutions, particularly in employee relations, HR change and organisational design. As the senior permanent market begins to open up, firms are increasingly seeking interim support to bridge gaps at the top while senior leadership takes stock and considers how these roles should evolve over the next 12 to 18 months. Naturally, this creates opportunities for executive interim professionals to transition into permanent roles if the right opportunity arises, or to work closely with leadership to shape role profiles and support future organisational design and HR structures.
Mid-senior HR market
Balinder Parmar
Principal Consultant
Mid-Senior market
London
Activity within law firms has been strong throughout 2025, with HR Business Partners and learning and talent roles as the standout areas where HR teams are looking to add new talent. There is certainly a greater appetite to move at the mid-market, and top talent in progressive roles continues to have an eye on the market for exceptional opportunities. Strong management and career development are the primary reasons that HR talent remains loyal and engaged.
The accounting and consulting markets remain subdued at present. Private equity investment in mid-sized firms hasn’t translated into the hiring growth many expected, with activity focused more on restructuring than expansion currently. However, we expect to see this shift as we move into 2026.
Anita McCulloch
Director
Mid-senior interim market
London
We’ve seen fewer like-for-like maternity covers throughout 2025 as firms look to backfill internally or double-hat those within the team for a short time. Having just returned from maternity leave myself, I’ve noticed that when external cover is needed, it’s often for more senior interim roles tied to project work rather than straightforward cover. This reflects a shift towards strategic workforce planning, reskilling and upskilling rather than simply replacing headcount on an interim basis, and indicative of where firms are looking to make further cost savings. An interim career remains the chosen path for many within the HR space who enjoy moving between different firms and gaining invaluable experience. What continues to set interim talent apart is sector experience, especially those who have worked in a partnership model and can hit the ground running culturally.
Junior HR market
Cameron Simpson
Recruitment Consultant
Junior permanent market
London
Permanent hiring at the junior level remains steady, with most firms continuing to go to market for entry-level HR roles in the hope of securing top emerging talent. The biggest challenge for those looking to build a career in HR continues to be securing that first HR role which then acts as a springboard into the industry. Professional services firms provide a fantastic grounding in HR.
However, the continued rise of offshoring and automation is beginning to impact those at the early stages of their HR careers. Whilst professional services remain largely behind broader industry sectors, many operational tasks are moving to offshore hubs or being streamlined through AI tools or HR software. This means UK-based junior roles are increasingly focused on value-add activities and supporting strategic HR delivery, as opposed to the traditional administration of the employee lifecycle and first line of support for HR queries.
This shift highlights the need for upskilling and career development opportunities to close skills gaps and prepare upcoming HR talent for the future of work. It also underscores the importance of flexible work, hybrid work and remote work models to attract and retain junior talent in a competitive market.
Stephanie Hooper
Associate Director
Junior interim market
London
The junior interim market has picked up significantly. Backfilling and short-term support roles are driving demand, as firms look for flexibility while assessing long-term team structures. Interim hiring at this level offers a low-risk way to maintain operational continuity and support employee experience during periods of change. With teams running lean, firms are using junior interim talent to support in the delivery of transformation and strategic initiatives without committing to permanent headcount. This “try before you buy” approach at a junior level is becoming more common as firms navigate uncertainty and focus on retention and succession planning.
Conclusion
Professional services HR teams are lean, and the HR department is under pressure to deliver more with less. Whether you need strategic leaders or interim support, Frazer Jones is here to help you navigate these challenges.
If you’re planning ahead for 2026, now is the time to review your HR strategy, benchmark your approach against the market and ensure your organisation is ready for the future of work. From leadership development to talent management, from HR technology adoption to building a positive work environment that supports work-life balance, we can partner with you to make it happen.
Let’s have a conversation about your plans and priorities. Reach out to us for market insights, practical advice and tailored support. Together, we can help you attract, retain and develop the HR talent your business needs to thrive.
