A new report published has exposed significant challenges in retaining cybersecurity talent. Produced jointly by IANS and Artico Search and based on responses from more than 500 security professionals, the 2026 Cybersecurity Talent Report shows that only 34 per cent of those surveyed intend to remain with their existing employer.
The findings come as organisations depend ever more heavily on security teams to manage a rising volume and pace of threats, placing fresh demands on leaders to rethink their approach to staff retention in a competitive labour market.
Compensation continues to matter, yet the research makes clear it is not the decisive factor in whether professionals choose to stay. The report instead draws attention to a broader set of influences including career progression, organisational culture and workplace flexibility.
Wage Growth matters More Than Salary Level
One of the clearest messages concerns pay. Employees who receive even modest increases in wages report markedly higher satisfaction and show a greater likelihood of remaining in post, regardless of their absolute salary. Flat compensation, by contrast, is associated with lower engagement across all pay bands. This pattern suggests that demonstrating recognition through incremental adjustments can prove more effective for retention than simply offering high starting packages.
Flexible Arrangements Support Satisfaction
The study also identifies practical steps that help maintain morale. Hybrid working models, particularly those requiring staff to attend the office for only one or two days each week, deliver the strongest outcomes for work-life balance. Such arrangements correlate closely with both higher job satisfaction and lower intention to leave. The authors conclude that organisations seeking to reduce attrition will benefit from adopting a multi-pronged strategy that combines competitive pay progression with genuine flexibility.
Leadership Backing Drives Commitment
A further key finding relates to how security is viewed within the wider organisation. Seventy-three per cent of security staff who regard cybersecurity as a core organisational priority report being satisfied with their careers. Among those who perceive little or no backing for security from senior leadership, the satisfaction figure falls to just 19 per cent. The gap illustrates the powerful influence that visible executive support can exert on team commitment.
Focus on Development
Senior Research Director at IANS, Nick Kakolowski, said: “Security leaders are being asked to do much more with the same or fewer resources than they had previously, and that fundamentally changes how they need to think about talent. As pressure on cyber teams skyrockets, CISOs who double down on mentorship, coaching and career development can create a sense of purpose and progression that helps their employees avoid burnout.”
IANS Faculty member and Partner at Artico Search, Steve Martano, added: “Security leaders are navigating a complex talent environment where expectations are rising, but resources are not. We still see junior-level cyber professionals commanding high levels of compensation, but it is clear that top-quartile talent is seeking more than just a hearty paycheck. Visibility, career growth, and support from security leadership are necessary to keep high performers.”
For CISO’s and other business leaders, the report offers useful benchmark data on roles, pay and retention at a time when many organisations are being asked to strengthen their defences without expanding headcount. Its authors urge CISOs to treat talent management with the same strategic attention they apply to technical threats.
2026 Cybersecurity Talent Report
Image: Ideogram
Source: Cyber Security Intelligence
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