Q: What are CFOs doing to retain high-performing finance talent today?

John: CFOs are becoming much more intentional about retention. Competitive compensation is still important, but it’s no longer enough on its own. We’re seeing a strong emphasis on career pathing, in other words giving employees a clear view of how they can grow within the organization. That includes structured development plans, mentorship opportunities, and exposure to cross-functional initiatives.

High-performing finance professionals want to feel challenged and valued. CFOs who provide stretch assignments, leadership visibility, and opportunities to contribute beyond traditional accounting functions are seeing stronger retention. There’s also a growing focus on regular feedback and recognition, ensuring employees feel connected to the organization’s goals and their role in achieving them.

Q: Are hybrid and remote work expectations impacting retention or hiring?

John: Absolutely. Flexibility has shifted from a perk to a baseline expectation. Organizations that offer hybrid or remote options have a clear advantage in both attracting and retaining talent. On the flip side, companies that require full-time, in-office work are often seeing a smaller candidate pool and higher turnover. Technology and tools are advancing at a pace that has significantly outpaced on-site requirements, and employees who have 15+ years’ experience are more than capable of leveraging those tools to not only be more productive, but do so from their home office.

CFOs are focused on maintaining collaboration, communication, and team cohesion in hybrid environments. The most successful organizations are those that are intentional about when and why teams come together in person, while still giving employees autonomy in how they manage their work.

Q: What separates companies that successfully retain top performers from those constantly backfilling roles?

John: Employee retention today really comes down to whether people can see a future for themselves inside your organization. The companies that get this right are intentional about creating a clear path for growth, whether that’s through expanded responsibilities, access to more advanced projects, or a defined runway to promotion. Just as important, they’re not operating in a vacuum; they’re actively asking for feedback, listening to it, and actually making changes based on what their employees are telling them. 

At the end of the day, people want to feel both challenged and valued. When that balance isn’t there, that’s typically when they start looking elsewhere, not because they want to leave, but because they don’t see another way to keep moving forward in their careers.

Q: What are the early signs that high-performing employees are starting to disengage, even before they decide to leave?

John: A pattern we see pretty consistently is that employees tend to disengage well before they actually leave. In my line of work, one of the clearest signals is when someone describes their day-to-day as just “getting the job done.” They are no longer pushing, building, or thinking beyond the basics and have shifted into maintenance mode. That is usually when the conversation turns to the market, what opportunities look like at their level, how their compensation compares, and what a move might realistically mean for them. It is rarely impulsive and is typically thoughtful and exploratory. 

We also tend to see an uptick in outreach right after major deadlines or at natural breakpoints in the year, moments where it feels “safe” to step back and reassess. By that point, the decision to start looking has not just happened overnight, it is the result of a slow drift away from feeling engaged and challenged in their current role.

Q: What actually defines a “strong culture” in a finance organization and what tends to get mislabeled as culture but doesn’t truly drive retention?

John: When candidates talk about culture, especially in finance, they are not necessarily looking for surface-level perks. What comes through in conversations is that strong culture is tied to purpose and vision. People want to feel like the company knows where it is going, that goals are clearly defined, and that there is some connection point beyond just the work itself. 

Sometimes that is supporting a nonprofit, sometimes it is team outings or shared initiatives that help people connect on a more personal level. Where organizations can get it wrong is mistaking activity for culture. If someone is already stretched thin and you ask them to lead a committee or take on an internal initiative in the name of engagement, it can have the opposite effect. The intent may be to strengthen relationships or improve the organization, but if capacity is not there, those additional asks can accelerate burnout and ultimately contribute to turnover rather than retention.