Back when Paul Young, CPA, CGMA, got his professional start, the hiring process looked dramatically different.
“I used to wait for the Sunday classified ads as a primary source of potential positions, and then snail mail cover letters and résumés, waiting for what seemed like an eternity to hear back,” said Young, the senior executive vice president and CFO of Liberty Bank in the US state of Connecticut.
Today, of course, job listings from across the world are easily accessible. Applications are completed online and so are job interviews. It’s possible to get hired without meeting your new manager face-to-face or even leaving your house.
But all these tech upgrades have come with significant new challenges for candidates. The digitalisation of the hiring process has greatly increased the volume of applicants for many finance jobs, with floods of CVs sorted and filtered by AI-powered applicant tracking systems (ATSs).
“Almost everything nowadays is automated,” said Alicja Dworowska, ACMA, CGMA, who has worked in finance at Thermo Fisher Scientific, HP, and Novo Nordisk and is now a certified leadership coach supporting executives in building emotional resilience and focus. “Your CV and cover letter first go through algorithms and AI — not a person. That’s why clarity, positioning, and emotional intelligence matter more than ever.”
Stories abound of candidates submitting hundreds of applications with few, if any, responses. A Resume Builder poll found that a strong majority (68%) of business leaders plan to use AI this year to review CVs and assess candidates. A majority anticipated they would use AI to ask interview questions, analyse candidates’ responses, and even collect facial recognition data.
“There is more competition than ever,” Young said. “I believe finance professionals need to be more strategic than in the past to ensure they have the best chance of being successful in obtaining that dream job and avoid the search turning into a nightmare.”
Algorithms drive the process
Tech-enabled hiring can greatly increase the process’s efficiency, allowing companies to quickly sort through huge volumes of candidates.
Some companies use algorithms to scan and sort CVs, while others go further — using web platforms, for example, to automatically administer skills tests or to have candidates answer questions on video.
“The screening process is now driven by that AI process, rather than me sifting through multiple résumés,” said Fiona Masuku, ACMA, CGMA, an executive business consultant in South Africa.
But she and others acknowledged these systems can be frustrating for candidates, punishing those who don’t meet the exact conditions of a job posting.
“Automated systems can overlook talent that does not fit a rigid algorithm,” said Tony McMurray, FCMA, CGMA, regional chief financial executive for Ingram Micro in Benelux.
So, what can candidates do to stand out? The finance leaders interviewed for this article shared strategies for getting noticed in the AI era, from in-person networking to fine-tuned CVs and skills development.
Tailor your CV to the job posting
The key is to understand exactly what the algorithm is seeking, often specific skills and experience, which should be in the job posting.
“Your résumé should highlight the key qualifications and skills we are seeking, as outlined in the job specification, by incorporating the exact phrasing and keywords from the job description,” Masuku advised.
It also may help to include a short summary section that hits on keywords and encapsulates your value as a candidate. A section listing skills can similarly grab an AI scanner’s attention.
Also, apply similar tactics to help your LinkedIn profile grab an algorithm’s attention.
Keep it simple
Masuku and others advised keeping simple formatting for your CV, omitting charts, columns, and graphics that might interfere with the automated process.
Tech tools can help the applicant as well. Numerous online “CV checkers” can scan a CV and see how it might perform in an ATS’s algorithm, with some even checking how it compares to the job posting. These tools can look for problematic formatting, suggest improved language, and check for the presence of keywords from the job listing. However, it’s important to look for reputable sites, as uploading a CV to an unknown platform could compromise personal information, enabling targeted phishing attempts.
Show impact
The most convincing applications use action verbs like “achieved” and “implemented”, along with specific accomplishments to show the candidate’s efficacy in previous jobs, Young advised.
Meanwhile, don’t assume that the reader will understand the importance of a particular certification or skill, Dworowska advised. She is regularly “astonished”, she said, to see that candidates or applicants don’t explain the value, for example, of a CGMA qualification.
“Rewrite it to show the profound value of what lies with the [CGMA] qualification,” she advised. “Instead of simply saying, ‘I’m CIMA-qualified,’ say ‘As a CIMA-qualified finance business partner, I specialise in leveraging financial data to drive strategic decision-making and support long-term business growth.'”
These kinds of storytelling tactics can help with both algorithmic and human readers, the experts said.
Remember the human
It’s not just about impressing an ATS algorithm. Job applicants also must ensure their CV and other materials can keep a human’s attention.
“It must be clear, specific, and concise,” Masuku said.
Even if they make it through the initial automated filter, applicants are competing for a manager’s precious time.
“For my initial review, if it takes more than a minute for me to determine your skillsets and accomplishments, I move on,” Young advised. “Make it easy for the employer to know that you are worthy of an interview by being clear and concise.”
Enhance technical skills with ‘power’ skills
It’s not just the technology that’s changing: Companies’ expectations are also shifting.
Instead of looking primarily for certifications and technical skills, companies are searching for candidates’ personal attributes.
In the early years of Masuku’s career, “the recruitment and hiring managers were looking for my technical knowledge”, she said. “Nowadays, we are looking for more than just technical knowledge but for people with diverse skills, that are cross-functional.”
The other experts agreed, saying that exceptional power skills can help candidates stand out.
“I view technical skills as table stakes right now and believe candidates can distinguish themselves with soft skills,” Young said. That includes strategic and critical thinking, communication, storytelling, and emotional intelligence, he added.
Dworowska suggested another key attribute: resilience. With the high cost of hiring — and high rates of turnover — employers are looking for job candidates who have the interest and the temperament to stay on the job for a long time to come.
“It’s not only about handling pressure in finance but also showing, in the long term, you are fit for this job,” she said. Besides personal emotional skills, candidates should also show that they buy in to the company’s vision.
“If our values are not aligned, it will quickly lead to burnout,” she said.
Make connections
Dworowska started her career about 20 years ago, but she sees similarities between her experience and that facing early-career candidates today.
When she started out, the unemployment rate in her native Poland was nearly 20%. Just like today, jobs drew floods of applicants, including some 300 people who tested alongside her for an entry role at PwC.
That day, she decided to approach the recruiter to explain just why she was so interested in the job — and it worked.
“I made myself stand out from other candidates who were just waiting for the results,” she said. “We have to show we truly care.”
There aren’t many in-person tests for jobs anymore, but the value of human connection has only grown, Dworowska and the other experts agreed. A recruiter or hiring manager who remembers you may pick your CV from the pile, helping to avoid the grind of automated systems.
“Building strong professional networks and securing personal referrals for specific roles remain critical and essential for career advancement, particularly in senior executive positions,” Masuku said.
“Do not underestimate the power of referrals,” McMurray advised. “Many roles I have filled started with a conversation rather than an application.”
Here’s how candidates can pursue those connections:
In person
Networking events and conferences are still the obvious places to meet other professionals.
“Introduce yourself, say a few words about yourself, have a story prepared for this event,” Dworowska said.
Online
Digital platforms like LinkedIn offer another avenue for making connections. At the least, an online profile should give a clear and concise picture of a candidate’s achievements for anyone who cares to look. In general, a LinkedIn profile should align with what’s present in an applicant’s CV.
“I aim for a résumé to stand out with clear, compelling content,” Masuku said. “I want to see the headline: What are you doing now, what are your achievements, what are your past experiences?”
LinkedIn also offers an opportunity for more direct connection. Try commenting under posts, sharing insights, and standing out, Dworowska said.
Regardless of the way you connect, make it a lasting relationship. The key, Dworowska added, is to “show a genuine interest. You’re trying to make a real connection.”
Andrew Kenney is a freelance writer based in the US. To comment on this article or to suggest an idea for another article, contact Oliver Rowe at Oliver.Rowe@aicpa-cima.com.
LEARNING RESOURCES
Next Steps Series — Building a Productive, Resilient Workforce
In this course, we will look at implementing a hiring process to look objectively and outside the box on things we can do to identify and hire high performers.
COURSE
Success today depends on our ability to collaborate, connect, innovate, and inspire. In this session, we’ll discuss how we can build better businesses, live better lives, and conquer complexity once we master the ability to look, lead, love, and learn.
WEBCAST
The Transformative Skills Pack will help you develop the mindsets and strengthen the soft skills, interpersonal behaviours, and digital competencies that our profession increasingly demands. In addition, they explore what it takes to drive and lead change.
COURSE
MEMBER RESOURCES
Articles
“Experience Gap: When Digital Transformation Outpaces Training”,
FM magazine, 5 May 2025
“AI Concerns Are More Complex Than Technology Replacing People,”
FM magazine, 16 April 2025
“Recruitment Fraud: What You Need to Know”, FM magazine, 24 January 2025
“8 Ways to Create a Professional LinkedIn Narrative”, FM magazine, 24 July 2024
Podcast episode
“AI’s Future: Figuring Out What It Means for Finance Teams”, FM magazine,
22 January 2025