Saffery Will Hire 144 Trainees for 2026/27
The firm will grow its professional development pipeline across ten UK and Dublin offices through next year.
Updated on Oct. 1, 2026 in Internships
Live Poll
Are large companies doing enough to provide entry-level opportunities for young professionals?
Saffery will onboard 144 new trainees during the 2026/27 financial year to support its growing operations across the UK and Dublin. The hiring initiative follows the firm's summer 2026 intake of 21 interns and current support for 347 existing trainees.
Why it matters
This hiring surge highlights Saffery's strategy of scaling its workforce through a structured qualification pathway, signaling continued investment in internal talent pipelines. For operators, such expansions underscore the competitive focus on retaining and training professional staff to maintain service continuity.
Saffery plans to bring on 144 new trainees in the 2026/27 financial year, adding to its current base of 347 supported trainees. The firm also integrated 21 summer interns and will host 8 placement students for the academic year.
The players
Saffery
An advisory and accountancy firm operating ten offices across the UK and Dublin.
The details
The recruitment plan divides new staff arrivals between September 2026 and January 2027 to manage intake efficiency. Trainees are integrated through a structured qualification pathway that aligns professional studies with hands-on client work across the firm's ten locations. This model allows the firm to maintain operational standards while scaling its headcount systematically.
Timeline
107 trainees will join Saffery in September 2026.
37 trainees will join the firm in January 2027.
The total hiring program covers the 2026/27 financial year.
Market Landscape
Saffery's expansion follows the traditional professional services apprenticeship model by prioritizing internal talent development over lateral hiring. This approach remains a standard industry strategy for firms looking to build long-term capacity in competitive markets.
Operators should monitor these hiring cadences as a benchmark for staffing capacity and talent retention strategies in professional services. The use of structured, dual-intake cycles offers a proven operational model for scaling headcount without disrupting existing workflows.
The takeaway
Investment in early-career talent remains a primary mechanism for sustaining professional service firm growth. Firms should track trainee throughput metrics as an indicator of future capacity, rather than relying solely on immediate market-rate hiring.
Further reading
For more on industry talent development, visit our Internships section.
Source note: This article includes information reported by Consultancy.
Live Poll
Are large companies doing enough to provide entry-level opportunities for young professionals?
