Personnel
Talent Aquisition and Gaining Competence
Organizations use a mix of internal and external channels to recruit treasury talent, with clear differences depending on the level for which they are hiring. For junior to mid-level positions, external job boards are the most common source (cited by 57% of respondents), followed by hiring from other departments within the organization (41%), reflecting a focus on broad outreach and internal development. For senior roles, organizations take a more targeted approach, relying more heavily on external recruiters (42% vs. 33% for junior roles) and less on internal transfers (27%). Early-career pathways – such as intern programs (20% vs. 3%) and partnerships with colleges and universities (14% vs. 2%) – are used primarily for junior hiring but play a limited role in filling senior positions. Use of professional networks is similar across both groups (23% vs. 21%), while job fairs and rotational programs are used less frequently overall. Together, the data show a shift from broad, pipeline-based recruiting for junior talent to more specialized sourcing strategies for senior treasury professionals.
Sources of Talent Acquisition (percent of organizations)
External posts on job boards
When hiring junior to mid-level treasury professionals
When hiring senior treasury professionals
Other departments in the organization
When hiring junior to mid-level treasury professionals
When hiring senior treasury professionals
External recruiters
When hiring junior to mid-level treasury professionals
When hiring senior treasury professionals
Your network (including professional associations)
When hiring junior to mid-level treasury professionals
When hiring senior treasury professionals
intern program
When hiring junior to mid-level treasury professionals
When hiring senior treasury professionals
Partnerships with colleges and universities
When hiring junior to mid-level treasury professionals
When hiring senior treasury professionals
mba or university rotational program
When hiring junior to mid-level treasury professionals
When hiring senior treasury professionals
JOb fairs
When hiring junior to mid-level treasury professionals
When hiring senior treasury professionals
other
When hiring junior to mid-level treasury professionals
When hiring senior treasury professionals
Other includes:
— Internal hiring and promotions
Concerns Regarding Treasury Talent
When asked about their primary concerns regarding treasury talent at their organizations, primary concerns are concentrated in key areas. (See the table on page 37 for a summary view of treasury talent concerns). The most frequently cited challenge is talent availability, with many respondents noting a limited pool of candidates with relevant treasury experience, particularly given the specialized and niche nature of the function. This challenge is compounded by retention issues, as organizations report losing employees to better compensation, advancement opportunities or external roles – often after relatively short tenures.
A closely related concern is staffing constraints, as many treasury teams operate with lean structures. Respondents frequently note the risks associated with key-person dependency, where the departure of even one individual can create significant operational disruption and loss of institutional knowledge.
In addition to hiring and staffing challenges, respondents point to skills and experience gaps among both new and existing staff. Many note difficulties finding candidates with the appropriate combination of technical treasury expertise, analytical capabilities and industry-specific knowledge. This is further exacerbated by limited training and development opportunities, as organizations struggle to provide sufficient ongoing education, cross-training and professional development to keep pace with evolving demands.
Concerns related to career progression and succession planning are also prominent. Respondents cite limited upward mobility, particularly in smaller teams, as well as risks associated with an aging workforce and upcoming retirements. These factors contribute to both retention challenges and potential knowledge gaps over time.
Finally, a growing number of responses reflects concerns about technology and adaptability, including the need for treasury professionals to keep pace with advancements in AI, automation and digital tools. Some respondents also note broader organizational challenges, such as a lack of understanding or appreciation for treasury as a specialized discipline, as well as compensation constraints that limit their ability to attract and retain talent.