U.S.SALARY&HIRING

TRENDS

GUIDE2025:

Isstagnationheretostay?

CONTENTS

Boostingprofits:Budgets&skillsshortagesstiflinggoalachievement

INTRODUCTION

、

Impactinhiring

、

Themissingrecruitmentmiddlechallenge

、

Sowhat?

Aswelookaheadto2025,IamexcitedtopresentourlatestUSSalaryGuide.Thecomingyearwillundoubtedlybringchallengesincertainsegmentsofthelabormarket,butweremainoptimisticabouttheemergenceofnewopportunities.

Underinvestmentfallout:Theimpactoflimitedgrowthopportunities

ThispastyearhasbeencharacterizedbywhatmanyarecallingtheGreatStagnation.IntheaftermathoftheGreatResignation,employersfoundthemselvesgrapplingwithasignificantlymoreexpensiveworkforce,compoundedbyanuncertaineconomic

、

Theneedforupskillingandgrowthopportunities

、

AligningBridgingskills:employeeand

organizationalneeds

outlook.Overthepast18months,companieshavefocusedonboostingprofitsthroughefficiencyprograms,askingemployeestodomorewithless,enforcingreturn-to-officemandates,

andcurtailingsalaryincreases.Thesemeasureshaveledtowidespreaddissatisfactionamongemployeesandagrowinginterestinjobhunting.

TheFutureofpay:Keytrendsshapingcompensationin2025

So,whathaspreventedanotherwaveofmassresignations?Theanswerliesintheavailabilityofjobs.Whilemany

employeesmaywishtoleave,thescarcityofnewopportunitiesandtheperceivedriskofchangingjobshavecreateda

、

Compensationintrends2024

阝

Anticipatedcompensationadjustmentsfor2025

阝

Bridgingexpectationthegap

stalemate,resultinginstagnation.

Thisstalematewon’tlastforever.Asanemployer,understandingthegapsbetweenwhatemployeeswantandwhattheyaregettingwillbecriticaltoretainingyourtoptalentandattractingtherightpeopletoyourorganization.

What'snext?Tacklingworkforcechallengesinanever-changingjobmarket

Ourdatasuggeststhatpay,skill,careerdevelopment,andasenseofbelongingarethethreemostcriticalfactorsinkeepingyour

employeesengagedandthrivingversuslookingforanewrole.

Withanewpresident,congress,andeconomicagenda,is2025

Salaries&Rates

theendoftheGreatStagnation?AreweinstoreforanotherGreatResignation?Whileadramaticshiftin2025seemsunlikely,our

datasuggeststhatthepent-updemandistoogreatfortheGreat

Aboutus

Stagnationtopersist.Themostlikelyscenarioisafirstquarterthatcontinuesthetrendsof2024,followedbyanincreaseinbothjob

creationandemployeemovementinthesecondhalfoftheyear.

Ourguideaimstoprovideyouwiththedataandinsightsneeded

tonavigatethiscomplexlabormarketintheyearahead.By

Methodology

TheUS2025SalaryGuide&HiringTrends,basedonasurveyof4,823participantsconductedinSeptember2024,provideskeyinsightsintothelabormarket.Ithighlightsfactorsaffectingemployeesatisfactionandmotivation,andtheevolvingworkplaceparadigms.Theguide

alsonotestheincreasingdifficultyorganizationsfaceinattractingnewtalent,thecriticalneedforupskillingduetostagnation,andtheimportanceofpaytransparencyinbuildingtrustandfairnesswithintheworkforce.

understandingtheevolvingtrendsandstrategies,youcanbetter

positionyourorganizationoryourcareertoadapttothechallengesandseizetheopportunitiesthat2025willbring.

DaveBrown

ChiefExecutiveOfficerHaysAmericas

2

Introduction

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HiringTrends

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Salaries&Rates

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AboutUs

EXPLORETHETOP

TRENDSOFTHE2025LABORMARKET

INCREASE

OPERATINGPROFIT

#1Focusforcompanies

SKILLS

SHORTAGES

84%oftheorganizations

areencountering

increasingdifficultyin

attractingnewtalent

RETENTION

#1FocusforHR

THEMISSINGMIDDLE

CHALLENGE

Intermediate&

arethemainskillsgap

Managementpositions

DEVELOPMENT

52%feelthereisno

scopeforprogressionin

theircurrentcompany

Introduction

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HiringTrends

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Salaries&Rates

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AboutUs

3

BOOSTINGPROFITS:OVERCOMINGSKILLSSHORTAGES

FORBUSINESSGROWTH

Despitepersistentconcernssurroundingthedurabilityofgrowthandinterestratepolicy,theUSeconomyremainsfundamentallystrong.Allavailableevidencesuggestswe’llavoidrecession,butdespitethatorganizationsandemployeesareyettofeelit,andhesitancyhasthelabourmarketinachokehold.

Companiesarefocusingheavilyonprofit,whichhassignificantimplicationsforthelabormarket.Manyorganizationsare

prioritizingfinancialgains,leadingtostringentbudget

constraints.Thisfocusonprofithascreatedachallengingenvironmentwheremanagersfeellimitedresourcesare

hinderingtheirabilitytomeettargets.

Thepastyearoflayoffsandeconomicuncertaintyhasalsoledtoadropinthepercentageofemployeeswillingtoleavetheircurrentpositions,nowat52%.Althoughthisnumberremains

substantial,thereisnoticeablehesitancyamongemployees

duetoeconomicconcerns,preventingmanyfrommakinga

move.Thishesitancyiscontributingtoastagnantlabormarket,wherepeoplefeelstuckintheircurrentroles.

Thejobmarketisovershadowedbyeconomicconcernsandjobsecurityfears,withonlyathirdofjobseekersconfidentintheemploymentopportunities.

Weaskedorganizationstheirtop3strategicgoals:

1.Increaseoperatingprofit

2.Gainingmarketshare

3.Stabilizetheircorebusiness

Thejobmarketisovershadowedbyeconomicconcernsandjobsecurityfears,withjust28%ofjobseekersconfidentintheemploymentopportunities.

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Introduction

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HiringTrends

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Impactonhiring

Asaresultofthesedynamics,companiesarefacingsignificantrecruitmentchallenges.In2024,only16%oforganizations

reportednoskillsshortages,highlightingacriticalbarriertogrowth.Thethreemaincausesofskillshortagesfor

organizationsare:

41%

39%

Competitionfromotheremployers

Paylevels

25%

Lackofprogressionopportunities

Withbudgets,andashortageofskilledprofessionalstoppingtheblockersfororganizationsreachingtheirstrategicgoals,it'snosurpriseretentionistoppingthelistforHRnextyear.

Onepotentialsolutionistheincreaseduseoftemporaryand

contractworkers.Manyorganizationsoverlookthisflexible

workforce,whichcanhelpaddressskillshortageswithoutaddingtoheadcount.Withmorepeopleoptingfortemporaryorcontractwork,leveragingthisworkforcecouldbeastrategicwayto

achievegoalsdespitebudgetlimitations.

Organization'sHRinvestmentfocusareasthisandnextyear:

Employeeretention

Employeerecruitment

Employeetrainingprograms

Automationofprocesses

Adapting

organizationalstructures

AIintegration

I'munsure

Employervalue

proposition/

employerbranding

Weareunabletoinvest

Employeemobilityprograms

41%

32%

29%

28%

27%

19%

17%

14%

8%

6%

FACTORSLIMITINGSTRATEGICGOALACHIEVEMENT:

1.Limitedbudgets

2.Skillsshortages

3.Risingcostsforbusinesses

Introduction

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HiringTrends

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5

Themissingmiddlerecruitmentchallenge

Sowhat?

Lastyear,only37%reportedhavingtroublefillingopenpositions,comparedto45%whoarecurrentlystrugglingtodoso.

Hiringattheintermediateandmanagementlevelsiswhere

Thefrozenjobmarketunderscorestheurgentneedforstrategicadjustmentsinrecruitmentandretentionpracticesifcompanieswanttooutperformandmeettheirgoalsinthiseconomic

employersarefacingthemostsignificantchallenges.This

climate.Manyorganizationsarereportingsignificantskill

difficultyispartlyduetoeconomicuncertainty,whichmakes

shortagesandanincreasingdifficultyinfillingopenpositions,

employeesattheselevelshesitanttoleavetheircurrentpositions.

whichhasrisenfrom37%lastyearto45%currently.

Toaddressthis,thereisapressingneedfortargetedtraininganddevelopmentprograms.Byinvestinginthedevelopmentofcurrentemployees,organizationscanfillthesegapsinternally,ensuring

Companiesneedtoinvestindevelopmentandtargetedtraining,considercontractworkers,andfocusonresiliencethrough

thatintermediateandmanagement-levelstaffarepreparedtostepintomoreadvancedroles.Thisapproachnotonlyhelpsinretainingtalentbutalsomitigatestheimpactofskillshortagesandsupportslong-termstrategicgoals.

enhancedretention,targetedtraining,andeffectiverecruitmentstrategies,particularlyatintermediateandmanagementlevels.Interestingly,theintermediatelevelisthemostchallengingto

hirefor,partlyduetoalackofinvestmentindevelopingentry

levelemployeesintotheseroles.Thishascreateda‘missing

middle,’asorganizationshaveunderinvestedintrainingand

developmentforsolong.Additionally,economicuncertaintyhasmadeemployeesmorehesitanttoleavetheirpositions,despitedissatisfaction,whichfurthercomplicatesrecruitmentefforts.

Positionsparticularlydifficulttofillfortheorganization:

Toaddresstheseissues,organizationsneedtobreakthecycleofunderinvestmentandleveragetemporaryandcontractworkerstofillskillgapswithoutaddingtoheadcount.Byinvestingin

22%

Entry/Juniorlevel

thedevelopmentoftheirpeopleandadoptingflexibleworkforcestrategies,companiescanbetternavigatethecurrentjobmarketchallengesandachievetheirstrategicgoals.

Intermediatelevel

Managementlevel

49%

31%

Director

13%

6

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HiringTrends

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UNDERINVESTMENTFALLOUT:

THEIMPACTOFLIMITEDGROWTHOPPORTUNITIES

Withthequitratenowevenbelowpre-pandemiclevels,employeesarestayingintheirorganizationslonger.However,manyarefeelingtheeffectsofthisstagnantlabourmarketandfeelstuckduetoalackofcareerprogressionopportunities.Infact,52%ofemployeesbelievetheircurrentrolesoffernoopportunitiesforcareer

advancement.

Thebiggestreasonpeoplewanttoleavetheirjobsislackofcareerprogression,whichiswhytheyleftjobslastyear-evenmoresothansalary.

Toaddressskillsshortagesandboostproductivity,employersshouldfocusonupskillingandreskillingtheirworkforce.

Byinvestingintargetedtrainingprogramsandcreatingclear

pathwaysforcareeradvancement,organizationscanenhancejobsatisfaction,reduceturnoverrates,andclosetheskillsgap.

However,consideringbudgetrestraintsifthisisn’tanoption

stretchprojects,mentoringoronlinecoursesandtutorialscouldalsobeleveraged.Thisproactiveapproachnotonlyhelpsretainamotivatedanddynamicworkforcebutalsoalignswithstrategicobjectivesandbudgetconstraints.

Employeesfeelliketheyarestagnating.

Lackofcareerprogressionisabiggerissuethansalaryforjobleavers:

●Whyemployeeschangedjobspastyear●Whyemployeeswanttoleavetheirjobs

Top3reasons

31%

40%

Lackofcareerprogression

23%

Salarytoolow

33%

Lackofjobsecurity

19%

29%

Introduction

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HiringTrends

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Salaries&Rates

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AboutUs

7

Theneedforupskillingandgrowthopportunities

Nearlyhalfofpeoplefeelthereisnoscopeforprogressionintheircurrentcompany:

29%

No,slightlydisagree

37%

Yes,slightlyagree

11%

Yes,stronglyagree

23%

No,stronglydisagree

Introduction

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HiringTrends

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Aligningskills:Bridgingemployeeandorganizationalneeds

However,there’sanadditionalchallengeasthereisnoalignmentbetweenthetopthreeskillsemployeeswanttodevelopandtheskillsorganizationsareseeking.

Addressingthischallengerequiresorganizationstoactively

engagewiththeiremployeestounderstandtheircareergoals

andalignthemwiththeorganization’sstrategicobjectives.By

fosteringaculturethatvaluesandpromotesthedevelopmentofbothindividualandorganizationallyrelevantskills,companiescanensurethattheirworkforceiswell-equippedtomeetcurrentandfuturedemands.Thisalignmentnotonlyenhancesemployee

satisfactionandretentionbutalsostrengthenstheorganization’soverallperformanceandresilience.

Tobridgethisgap,organizationsneedtofocusontheskills

thatarecriticalfortheirsuccesswhilealsoconsideringthe

developmentdesiresoftheiremployees.Emphasizingthe

importanceofcollaborationandothercriticalskillswillensureawell-rounded,adaptableworkforce.Byfosteringanenvironmentofcontinuouslearningandaligningdevelopmentgoalswith

organizationalneeds,companiescanenhancejobsatisfaction,improveretentionrates,andsecureacompetitiveedgeintheever-evolvingbusinesslandscape.

Ultimately,overcomingworkforcestagnationrequiresa

concertedefforttoinvestintherightskillsandcreateaculturethatvaluesgrowthandadaptability.Thisapproachnotonly

addressescurrentskillshortagesbutalsopreparestheworkforceforfuturechallenges,ensuringlong-termorganizationalsuccess.

VS

Mostcommon

Mostcommon

skillsemployerswant:

1.Communicationandinterpersonalskills

2.Abilitytoadoptchange

3.Problem-solving

skillsemployeeswanttodevelop:

1.Abilitytolearnandupskill

2.Negotiationabilities

3.Peoplemanagement

8

Compensationtrendsin2024

THEFUTURE

37%

OFPAY:KEY

ofemployeesdidnotreceiveasalaryincrease

TRENDSSHAPINGCOMPENSATION

34%

receivedit

IN2025

ofemployeesexpectedasalaryincreaseof3-5%,butonly21%

Intoday’scompetitivebusinessenvironment,with

suchafocusontalent,andongoingskillsshortages,

43%

understandingandadaptingtopaytrendsiscrucialformaintainingemployeemoraleandproductivity.Aswe

ofemployeesexpresseddissatisfactionwiththeirsalaryorpayrate

moveinto2025,severalkeytrendsareemergingthatwillshapecompensationstrategiesacrossindustries.

44%

felttheircompensationwasnotalignedwiththeirresponsibilities

Interestingly,39%ofemployeeswhoreceivedapayincreaseattributedittotheirindividualperformance,ratherthan

promotions,newjobs,orstandardannualincreases.This

highlightsthegrowingimportanceofperformance-basedpay.Butcouldalsobethereasonsomanypeoplefeelthatpayprocessesarenottransparentorfair.

36%ofemployeesfeelthatpayisnotfairandequalintheir

organization,and35%ofhiringmanagerssharethisview.Andwesimilarviewsacrosspromotions(33%ofemployeesconsiderthemunfairandnotequal)andingrowthopportunities(40%believethatnoteveryonegetsfairaccess).

Introduction

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HiringTrends

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Anticipatedcompensationadjustmentsfor2025

Lookingaheadto2025,employeeshavevariedexpectationsforpayincreases,andingeneralaremorerealistic.

Expectanincreasebetween2.5%and10%

Expectanincreasebetween11%and20%

Expectanincreaseofmorethan20%

35%

6%

5%

Incontrast,organizationalprojectionsaremoreconservative:

Ofhiringmanagersexpectpayratesto

staythesameorreduce

Expectanincreasebetween2.5%and10%

Expectanincreasebetween11%and20%

Anticipating

increasesover20%.

43%

32%

5%

(2%

Bridgingtheexpectationgap

Thisdisparitybetweenemployeeexpectationsandorganizationalprojectionsunderscorestheneedforclearcommunicationand

realisticgoalsettingincompensationplanning.Butalsopay

transparencyisemergingasacriticalnecessity,andnotjustasitbecomesalegalrequirementinsomestates.60%employeesfeeltheircompanyisnotensuringconsistenttransparencyinhow

paylevelsandraisesareset.

9

WHAT'SNEXT?TACKLINGWORKFORCE

CHALLENGESINANEVER-CHANGINGJOBMARKET

Aswelooktothefuture,thelandscapeofworkforcemanagementispoisedforsignificant

change.Thelatestjobmarketandinflationreportssuggeststabilizationwhichcouldunlocknewopportunitiesforafrustratedworkforce.

Withanewpresident,willcomeneweconomicandlabormarketpolicies.Andastheaging

populationandrapidtechnologicaladvancementscontinuetoshapethejobmarket,employersmustadapt.

Thiscouldbeembracingalternativeworkingmodels,suchasleveragingtemporaryworkersandcontractors,nearshoring,offshoring,outsourcing,orreskillingexistingemployees.

Thesestrategieswillbecrucialinaddressingskillsshortagesandaligningemployeedevelopmentwithstrategicgoalstoensureretention.

Thefocusonprofitandemployees’feelingsofstagnationmeanthatwhilepayremainsimportant,simplyincreasingpayisnotasustainablesolution.Instead,prioritizingupskillingandtransparentpaypracticeswillbeessential.Thisapproachnotonlykeepsemployeesengagedandpreparesthemforfuturedemandsbutalsobuildstrustandfairness,enhancingemployeesatisfactionandmeetinglegalstandards.

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Introduction

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SALARIESANDCONTRACTORRATES

Withinthepagesthatfollow,you’llencountergrossannual

salaryfiguresexpressedinthousandsofU.S.dollars,alongsidecontractorratespresentedashourlywages.Keepaneyeoutforthedistinctiveicon,itsignifiesa“hotjob,”wheredemandispoisedtosurgeinthecomingyear.

Thefollowinginformationdonotincludevariablecompensationpackages,benefits,bonuses,commissionsoranyother

arrangementsbetweenemployersandemployees.

However,it’sessentialtorecognizethatthesefiguresserve

asindicators,notabsolutes.Variationsexistacrosscities,

influencedbylocaldynamicsandmarketnuances.Formore

preciseanddetailedinformation,

weencourageyoutoengage

withourknowledgeablelocalexperts.

Clickonthesectiontojumptothatpage.

、Accounting&Finance

、

Construction

、

Engineering

、

HumanResources

、

LifeSciences

、

Property&FacilitiesManagement

、

Technology

Introduction

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ACCOUNTING&FINANCE

PERMANENTSALARIES

SeniorFinance

JobTitle

California

NewYork

Colorado

DMV*

Florida

Georgia

Texas

ChiefFinancialOfficer

250-400+

250-400+

150-300+

200-350

200-300

200-350+

180-300

VicePresidentofFinance

225-300

225-300+

150-275

180-300

180-240

180-300

180-225

FinanceDirector

170-225

170-225

120-175

150-200

150-200

150-200

180-225

CorporateController150-250160-250110-150100-200150-180150-220135-180

Accounting

JobTitle

California

NewYork

Colorado

DMV*

Florida

Georgia

Texas

Controller

150-180

150-225

110-150

100-160

100-150

100-180

90-150

AccountingManager

115-150

115-150

85-120

90-150

110-140

100-150

105-135

SeniorAccountant

90-120

90-120

85-120

70-90

70-95

70-100

75-95

ProjectAccountant85-10075-10060-8065-9065-7565-8565-85

Finance

JobTitle

California

NewYork

Colorado

DMV*

Florida

Georgia

Texas

VPFinancialPlanning&Analysis

225-300

225-300

150-200

180-250

150-200

180-300

180-225

FinancialPlanning/AnalysisDirector

185-250

175-250

140-185

150-200

135-185

150-225

140-190

FinancialPlanning/AnalysisManager

120-200

120-200

120-165

110-200

110-150

120-190

100-150

SeniorFinancialAnalyst

110-135

110-135

85-125

85-115

80-100

80-120

80-110

FinancialAnalyst90-11090-11070-9570-10060-8060-8060-80

Treasury&Credit

JobTitleCaliforniaNewYorkColoradoDMV*FloridaGeorgiaTexas

Treasurer/VicePresidentofTreasury150-300180-300150-220150-220130-200150-250150-200

TreasuryManager

120-180

140-180

100-150

100-160

90-130

100-150

100-150

TreasuryAccountant

80-150

80-150

70-110

80-120

80-120

80-120

80-120

AP/AR/CreditManager

100-130

100-150

90-120

100-130

85-115

85-115

85-115

Credit/CollectionsSpecialist60-8060-8050-6555-7050-6050-6045-55

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Hotjobs|AllfiguresareexpressedinthousandU.S.dollarsandas

annualgrossbasesalaries|DMV*:Washington,D.C.,Maryland,andVirginia

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ACCOUNTING&FINANCE

PERMANENTSALARIES

Payroll

JobTitle

California

NewYork

Colorado

DMV*

Florida

Georgia

Texas

PayrollDirector/VP

130-200

150-200+

120-200

150-200

125-175

140-180

140-180

PayrollManager

120-140

120-150

75-115

115-145

100-135

100-135

115-150

SeniorPayroll

95-130

95-130

65-115

80-125

75-100

75-110

75-110

PayrollSpecialist60-8065-8055-6555-7055-7055-6555-65

Taxation

JobTitle

California

NewYork

Colorado

DMV*

Florida

Georgia

Texas

TaxDirector

160-200+

180-275+

140-200

160-250+

150-240+

150-250+

180-210+

TaxManager

140-180

140-200

100-120

100-150

120-150

110-155

135-165

TaxSenior

80-110

75-110

80-100

80-100

80-100

75-110

75-90

TaxAccountant75-9580-11070-9575-9050-7560-7560-80

Audit

JobTitle

California

NewYork

Colorado

DMV*

Florida

Georgia

Texas

AuditDirector

150-250

180-300+

150-200

150-250

150-200

150-200+

150-200+

AuditManager

110-150

100-175

120-150

100-175

100-130

110-150+

115-140

AuditSenior

60-130

75-130

60-100

70-100

65-100

65-110

65-110

Auditor70-8060-9060-9060-9055-7555-7565-75

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Hotjobs|AllfiguresareexpressedinthousandU.S.dollarsandas

annualgrossbasesalaries|DMV*:Washington,D.C.,Maryland,andVirginia

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ACCOUNTING&FINANCE

CONTRACTORRATES

SeniorFinance

JobTitle

California

NewYork

Colorado

DMV*

Florida

Georgia

Texas

ChiefFinancialOfficer

100-200

75-150

80-150

90-150

100-200

125-200+

90-150

VicePresidentofFinance

100-150

75-100

90-125

90-100

90-150

100-150

90-100

FinanceDirector

80-110

60-100

75-110

75-100

60-100

90-130

75-100

CorporateController

75-125

60-75

50-100

70-100

60-75

75-125

70-100

AccountingDirector/FinancialReportingDirector

60-100

60-100

65-100

75-100

60-81

80-90

75-100

FinancialReportingManager

60-90

60-90

50-75

60-90

60-91

60-100

60-90

ExternalReportingDirector

75-125

75-125

75-125

70-90

75-125

75-100

70-90

ExternalReportingManager60-10060-9560-9545-6060-9560-7545-60

Accounting

JobTitle

California

NewYork

Colorado

DMV*

Florida

Georgia

Texas

Controller

60-80

60-80

60-80

60-80

50-80

70-100

50-80

AssistantController/AccountingManager

55-75

50-65

50-75

50-70

45-75

60-90

50-75

Divisional/PropertyController

50-70

50-70

50-70

50-70

50-70

50-75

50-70

SIO

35-50

35-50

35-50

35-40

35-50

50-60

35-40

PropertyAccountant

30-50

30-50

30-50

25-35

30-50

35-50

25-35

ProjectAccountingManager(Construction)

45-65

45-65

45-65

45-60

45-65

60-70

45-60

SeniorProjectAccountant

35-55

35-55

35-55

35-50

35-55

40-65

35-50

ProjectAccountant

30-50

30-50

30-50

25-35

30-50

40-60

25-35

SeniorAccountant

25-40

25-40

25-40

25-40

40-60

50-60

25-40

StaffAccountant

25-40

25-40

25-40

20-35

25-40

35-45

20-35

CostAccountant

30-50

30-50

30-50

25-45

30-50

40-60

25-45

AccountsPayableManager

35-50

35-50

35-50

30-45

35-50

40-60

30-45

AccountsPayableClerk20-3020-3020-3020-3020-3030-4020-30

Finance

JobTitle

California

NewYork

Colorado

DMV*

Florida

Georgia

Texas

VPFinancialPlanning&Analysis

100-150

75-100

90-125

90-100

90-150

100-150

90-100

FinancialPlanning/AnalysisDirector

80-110

60-100

75-110

75-100

60-100

90-130

75-100

FinancialPlanning/AnalysisManager

60-100

60-95

60-100

55-75

60-95

60-100

55-75

SeniorFinancialAnalyst

50-70

40-60

40-70

40-60

40-60

55-65

40-60

FinancialAnalyst45-6035-5045-6030-4035-5045-5530-40

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Hotjobs|AllfiguresareexpressedinthousandU.S.dollarsandashourlyrates|DMV*:Washington,D.C.,Maryland,andVirginia

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ACCOUNTING&FINANCE

CONTRACTORRATES

Treasury&Credit

JobTitleCaliforniaNewYorkColoradoDMV*Florida