EU Tech Salary & Rate Benchmark 2026: What You're Really Paying for Senior Engineers in the UK and Netherlands

McKinsey's 2025 research found that 60% of companies see tech talent shortages as their biggest obstacle to digital transformation. This challenge is especially strong in the UK and Netherlands, Europe's most talent-constrained markets. Gartner's January 2026 survey shows the impact clearly: 81% of CIOs say AI skill gaps directly block them from meeting business goals. This is now the top barrier to digital progress across the industry.

Engineering demand is growing fastest in the UK and Netherlands, and the gap between what teams need and what the local market can provide is widening quickly. Senior engineers are now scarce, expensive, and harder to keep. This is pushing engineering leaders to rethink how they build and grow their teams.

In this benchmark, we examine what senior engineers really cost in 2026 across both markets, drawing on research from McKinsey, Deloitte, and Gartner. We also look at why IT staff augmentation in the UK and Netherlands in 2026 is fast becoming the practical response to a structural shortage.

Why the UK and Netherlands have Europe's most acute engineering shortage in 2026

The tech talent shortage across Europe in 2026 is structural, not cyclical. According to McKinsey's 2025 tech talent research, 60% of companies cite the scarcity of tech talent as a key inhibitor of digital transformation. Critically, McKinsey finds that generative AI is adding to rather than relieving that demand. The assumption that AI tooling would reduce headcount requirements has not played out. Engineers who understand how to work with AI systems are now among the most sought-after hires in the market, and supply is not keeping pace.

Gartner's 'Trends Shaping Talent Acquisition in 2026' (October 2025) found that the AI revolution and cost pressures are the main factors changing how companies compete for engineering talent. 81% of CIOs say AI engineer skill gaps across Europe are their biggest obstacle. And only 31% of recruiting teams use labour market data to guide their talent strategy, according to Gartner's February 2026 HR research. Gartner connects this skill shortage to aging workforces and immigration policy changes that limit cross-border talent.

McKinsey's Global Survey found that 87% of organisations have already faced a skills shortage or expect one soon. The biggest gaps are in AI, data analytics, cloud, and cybersecurity—key roles for modern engineering teams. The UK and Netherlands are feeling this shortage the most.

Senior software engineer salaries UK 2026: The full picture

According to Deloitte's 2024 research, only 13% of employers say they can hire and keep the tech talent they need. This number says more about the UK hiring market than any job board. The UK feels the talent gap most strongly. Demand for senior engineers is rising faster than local supply. Your budget should reflect this reality.

The salary ranges below are examples, shown in the context of the ongoing talent shortage reported by McKinsey, Deloitte, and Gartner. Compensation differs a lot depending on the company and field, but it is steadily rising for senior positions. This is especially true in AI, cloud, and data, where demand is still higher than supply.

If your engineering plans rely heavily on AI—and in 2026, most do—the extra cost for AI and ML skills is important to note. Gartner's 'Top Predictions for IT Organisations 2026 and Beyond' (October 2025) is clear: in finance, healthcare, and law, the shortage of AI talent is driving up hiring costs. Companies in these fields are having to create new ways to find and assess talent. McKinsey's Technology Trends Outlook agrees, warning of major shortages in artificial intelligence, cloud computing, and cybersecurity. These are now the main roles for senior engineers.

It's important to understand the market forces behind these numbers. Deloitte's 2025 research found that 70% of top tech talent received several job offers before accepting their latest role. This is a seller's market. Skilled engineers know their worth, and the pay gap between fast-moving companies and slower ones is growing.

Deloitte's research consistently shows that the true employer cost of a full-time hire runs 30–45% above the stated salary once NI contributions, recruitment, and onboarding are factored in. The salary ranges above are only part of what you're actually paying.

The true first-year cost of a senior UK engineer

For the salary ranges above, a senior engineer in the middle of these bands, call it £80,000, will actually cost closer to £130,000–£145,000 in year one. This number does not include the drop in productivity that comes with any new hire, which usually lasts several weeks before they reach full speed.

Deloitte's research consistently shows that the true employer cost of a full-time hire runs 30–45% above the stated salary once National Insurance contributions, recruitment, and onboarding are factored in. And that still does not account for the productivity loss that comes with any new hire.

Most hiring budgets only consider salary. However, the true cost of bringing an engineer on board and getting them productive includes many other expenses, many of which are often overlooked:

• Talent acquisition covers agency fees, job ads, and the time spent by everyone involved in hiring for senior roles.
• Vacancy downtime is another factor. On average, it takes 3 to 4 months to hire for senior tech roles, which means the business goes without that output for the same period.
• Reduced productivity during onboarding is also a cost. New engineers earn their full salary from the start, but it takes time before they reach full productivity.
• Diverted team productivity happens when senior team members help onboard new hires, which lowers their own output during this period.
• Payroll and statutory costs include employer National Insurance, pension contributions, and other obligations that add to the salary figures listed above.
• Bonuses and total compensation are also important. Performance bonuses and sign-on deals are not included in base salary benchmarks.
• Operational expenses include hardware, software licenses, per-seat tools, office space, and even small things like tea and biscuits. Every new hire brings extra operational costs that are rarely included in the hiring budget.
• HR, admin, and office overhead covers onboarding paperwork, setting up access, and the general costs of adding a new team member.
• Hiring risk is another factor. A bad hire at a senior level increases all the costs mentioned above. In a competitive market for engineers, losing a candidate during the process or within the first year is a real risk.

Deloitte's 2024 findings put it simply: 46% of leaders say that limited skills and capacity in their tech teams directly slow down value delivery in their organisations. Every month a senior role is unfilled or underperforming adds to your costs.

Senior software engineer salaries Netherlands 2026: Amsterdam & beyond

McKinsey's Frankfurt Tech Talent Roundtable (March 2025) was unequivocal: no evidence exists of a systematic narrowing of the supply-demand gap for tech talent in Europe.

According to Gartner, 81% of CIOs say AI skill gaps are blocking their business objectives.For engineering leaders weighing IT staff augmentation in the Netherlands alongside direct hiring, the McKinsey finding is the starting point, not the footnote.

Software engineer salaries in the Netherlands in 2026 reflect the same pressure as the UK, but with a shallower talent pool to draw from. IT staff augmentation in the Netherlands in 2026 has become an increasingly common response, precisely because local hiring pipelines cannot close the gap at the speed most roadmaps require.

Pay can differ a lot depending on the company and field, but it usually goes up for senior positions because there are more jobs than qualified people.

McKinsey's research shows that generative AI is making the engineering talent shortage worse, not better. In the Netherlands, this is even more true because there are very few senior engineers with real experience using AI tools. Deloitte's 2026 State of AI survey, which included over 3,200 business and IT leaders in 24 countries, found that the number of employees with access to approved AI tools grew by 50% in one year, reaching about 60%. Still, only 25% of organisations managed to move 40% or more of their AI projects into production. The gap between having access and actually delivering results is an engineering problem, and closing it takes engineers who already know how to work at that level. That is exactly what AIE offers.

Deloitte's 2025 Global Human Capital Trends research adds a long-term view: the half-life of a tech skill is now about 2.5 years. The Dutch talent pool is not only small today, but it is also falling behind as skill requirements change quickly.

Amsterdam's talent pool problem

Amsterdam draws strong engineering talent compared to other European cities, but the numbers that matter for hiring tell a different story. McKinsey's Frankfurt Roundtable found no sign that supply and demand are coming together in the European tech talent market, and the Netherlands is no exception.

Gartner's 'Four Trends for Talent Management in 2026' (October 2025) found that entry-level hiring has dropped as AI takes over lower-value tasks. This breaks the pipeline that usually produces future senior engineers. According to Deloitte's 2025 Global Human Capital Trends research, two-thirds of hiring managers now think entry-level hires are underprepared. The pool for your next senior hire is not just small, it's shrinking.

Deloitte predicts that tech jobs in Europe will grow by 1.1 million over the next decade. Demand is rising, but the talent pool is shrinking. The engineers you need in Amsterdam today will be even harder to find by 2027.

What research tells us about the true cost of the talent shortage

The salary benchmarks above show the visible costs. Research from McKinsey, Deloitte, and Gartner highlights another layer: the cost of not solving the talent shortage quickly enough.

McKinsey's Global Institute found that poor talent systems can cost a typical S&P 500 company up to $480 million a year in lost productivity due to skills gaps, disengagement, and unfilled roles. For Series B and C companies, the total number is smaller, but the impact on delivery speed and revenue goals is just as big. Every sprint your team runs short-staffed means less capacity, and McKinsey's research shows that these costs add up quickly and can seriously affect revenue.

Deloitte's joint research with IDC puts it directly: more than 90% of organisations worldwide will experience delays, quality issues, and revenue losses from the IT skills crisis by the end of 2026. If your engineering function is already under delivery pressure, you are not the exception. You are in the majority.

Gartner's 'Top Future of Work Trends for CHROs in 2026' (January 2026) found that by 2030, half of all enterprises will face irreversible skill shortages in critical roles. This will be driven by GenAI skills erosion, uncompetitive pay, and immigration policy shifts cutting off the cross-border talent flows European tech markets have depended on. That is two to three years away. The companies that build flexible engineering capacity now will be competing against those that didn't. The window is open. It won't stay that way.

Staff augmentation vs hiring: What changes when you remove the overhead

When comparing staff augmentation and full-time hiring costs in Europe, how you look at it matters. Most people compare day rates to salaries, but the better comparison is the total cost of delivery over 12 months. That view looks very different.

Deloitte's research shows that the total cost for a full-time hire is usually 30–45% higher than the base salary after adding employer contributions, recruitment fees, and onboarding. The comparison below uses this benchmark for two senior engineers over 12 months.

Time is another area where the gap grows. Gartner's research found that 81% of CIOs say AI skill gaps are the main barrier to meeting business goals. A 6–12 week hiring process for senior roles, which is standard in high-demand European markets, is not just an extra cost. It means six to twelve weeks of delayed AI and digital projects—the very projects Gartner says are key to meeting your business goals.

One of the main reasons companies use staff augmentation is to reduce risk. You can bring in engineers within days or scale back with just a month's notice. This goes beyond mere convenience, it directly protects your cash flow. If a new AI project speeds up, you can quickly add people. If a contract is delayed, you can cut back on staff without any penalties. You are not tied to long-term salaries, benefits, or severance for roles that might only be needed for a few months. For organisations juggling several projects with different timelines and budgets, this flexibility can make a real financial difference.

One important note: staff augmentation works best for companies that have internal technical leaders who can manage distributed teams. It is an extra flexible layer around your core team, not a replacement for it. McKinsey is clear on this: strong engineering organisations combine stable teams with flexible capacity. Augmentation supports this model but does not replace the need for a core team.

Deloitte's Human Capital Trends research adds a long-term point to consider. With tech skills lasting about 2.5 years, engineers hired today will need major reskilling in two to three years. Full-time hires come with that reskilling cost, but augmentation models do not.

How AI Engineering addresses the engineering talent gap

One approach European tech teams are using is pre-vetted staff augmentation from a European provider. This adds a flexible engineering layer that speeds up productivity without increasing permanent headcount costs.

AI Engineering, Grid Dynamics' European engineering arm, works within this model. The offer is simple: over 400 pre-vetted senior engineers, deployed in about 2.5 weeks, working in an AI-enhanced software development process. Here, AI tools are built into code review, testing, and delivery—not added as an afterthought.

For teams that need to hire engineers quickly in Europe, the 2.5-week deployment window is a real advantage. The alternative, a 3–4 month senior hiring process, is not just slower. During that time, as Deloitte notes, 46% of leaders say limited tech capacity is directly slowing down delivery.

AI Engineering is based in Zug, Switzerland, with offices in Amsterdam and London, and development centres in Poland, Serbia, Romania, Moldova, and Ukraine. It follows full GDPR compliance. Engagement models are flexible: hourly, monthly, or project based. Your engineering capacity grows with your roadmap, not your headcount budget.

AI Engineering chooses engineers with the skills that McKinsey, Deloitte, and Gartner say are most in demand. Our engineers specialise in AI and machine learning, cloud and DevOps, data engineering, and full-stack development with modern tools. They arrive technically verified, pre-briefed, and ready to contribute from the first week.

Frequently asked questions

• Why is it so hard to hire senior software engineers in Europe in 2026?
  The tech talent shortage across Europe in 2026 is structural, not cyclical. McKinsey's 2025 research found that 60% of companies cite tech talent scarcity as a key inhibitor of digital transformation. Additionally, McKinsey finds that generative AI is adding to demand rather than reducing it. Gartner's 'Trends Shaping Talent Acquisition in 2026' identified the AI revolution and cost pressures as the two forces reshaping the entire talent acquisition landscape. While 81% of CIOs reporting AI skill gaps as their primary barrier to meeting business objectives. Both McKinsey and Gartner confirm that demand for senior engineering talent continues to outpace supply across the UK, Netherlands, and Western Europe. And there’s no evidence of convergence on the horizon.
• What does it actually cost to hire a senior engineer in the UK or Netherlands?
  Software engineer salaries in the UK and Netherlands in 2026 represent only the visible portion of total employer cost. Deloitte's research documents that the true figure typically runs 30–45% above base salary, once employer National Insurance or social contributions, recruitment fees, and onboarding overhead are factored in. For indicative salary ranges in both markets, see the benchmark tables above. For organisations where, as Deloitte documents, 46% of leaders already say tech capacity directly hinders value delivery, this overhead compounds an already difficult position.
• Is staff augmentation cheaper than hiring in Europe?
  Typically, yes once Deloitte's documented employer overhead benchmark of 30–45% above base salary is applied to the full-time hiring cost. Staff augmentation removes recruitment fees, employer social contributions, onboarding lag, and long-term reskilling overhead. For teams that need to hire engineers fast in Europe, it also removes the 6–12 week timeline that local senior hiring typically requires. The honest framing: the cost advantage depends on your engagement duration and whether you have internal technical leadership to manage distributed teams. It is an elastic capacity model, not a wholesale alternative to building a core engineering team.
• What do McKinsey and Gartner say about the future of tech talent?
  The outlook is unambiguous. Gartner's 'Top Future of Work Trends for CHROs in 2026' (January 2026) found that by 2030, half of all enterprises will face irreversible skill shortages in critical roles — driven by GenAI skills erosion, uncompetitive pay, and immigration policy shifts reducing available cross-border talent. McKinsey's Frankfurt Roundtable found no evidence of a systematic narrowing of the gap between supply and demand for tech talent in Europe. Deloitte's joint IDC research predicts that more than 90% of organisations will experience delays, quality issues, and revenue losses from the IT skills crisis by 2026. The structural case for flexible engineering capacity has never been better evidenced.
• When is it better to consider staff augmentation over hiring?
  Staff augmentation is a good option when your project timelines are moving faster than you can hire. On average, it takes about 3 to 4 months to fill senior tech roles in high-demand European markets. During this time, Deloitte reports that 46% of leaders already feel limited tech capacity is slowing down delivery. If you need AI, cloud, or DevOps skills quickly and can't find them locally, staff augmentation helps you fill those gaps without extra overhead.
• What are the benefits of staff augmentation over hiring?
  The main benefits are speed, predictable costs, and access to needed skills. Staff augmentation cuts out recruitment overhead, extra statutory costs, and onboarding delays. According to Deloitte, these can add 30 to 45% above a full-time hire’s base salary. You also avoid the risk of needing to reskill, which matters because Deloitte found that tech skills now last about 2.5 years. This means engineers you hire today may need major reskilling soon.
• What do large enterprises typically do and should I be doing the same?
  Most established engineering teams use both hiring and staff augmentation together. Usually, about 70% of the team is permanent staff, while 30% are contractors or augmented engineers. The core team handles architecture, company knowledge, and long-term projects. The flexible group adds specialist skills, especially in AI and cloud, that are hard to find quickly in the permanent market. Gartner notes that the shortage of AI talent is already pushing companies to create new ways to find and assess candidates.