staffing & recruiting

how we solve the accounting talent pipeline problem | accounting influencers

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“it’s not just debits and credits.”

 

accounting influencers
with rob brown

look into potential solutions for the alarming talent shortage with sue coffey, ceo of public accounting at the aicpa, and lexy kessler, partner at aprio and chair of the aicpa’s national pipeline advisory group, in this episode of accounting influencers, hosted by rob brown.

more accounting influencers with rob brown here

coffey and kessler discuss the overwhelming evidence pointing to a significant talent pipeline issue in accounting, including declining enrolment in accounting programs, fewer students pursuing the cpa credential, and challenges in retaining young professionals in their first five years of employment. but can the profession overcome this challenge?

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olympics of outsourcing and offshoring for accountants

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the only difference is it’s not a once in four years event.

by hitendra patil

 the olympic games are the epitome of human achievement. the best athletes in the world come together to compete for the ultimate coveted glory. the accounting profession is no different in its competitive spirit and quest for excellence.

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outsourcing and offshoring have emerged as a necessary remedy to overcome the challenges of the accounting talent shortage. accounting firms leveraging outsourcing and offshoring are like the athletes excelling at the olympics. like the olympics, accounting firms need rigorous preparation, strategic planning, and meticulous execution to succeed with outsourcing and offshoring. let us dive into the comparison between the olympics and outsourcing/offshoring strategies. let us see how accounting firms can assure gold-medalist performance in the olympics of outsourcing and offshoring.

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how accounting staffing has changed

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businesswoman sitting on table while talking with four coworkers

and two major drivers of that change.

by marc rosenberg
cpa firm staff: managing your #1 asset

“treat people as they are and they will remain as they are. treat people as they can be and should be and they will become as they can and should be.” – goethe

“you see, really and truly, apart from the things anyone can pick up, such as dressing and the proper way of speaking and so on, the difference between a lady and a flower girl is not how she behaves, but how she’s treated. i shall always be a flower girl to professor higgins, because he always treats me as a flower girl. but i know i can be a lady to you, colonel pickering, because you always treat me as a lady and always will.” – eliza doolittle in “my fair lady”

more: thirteen traits of partners you’ll want to keep | six rules for keeping partners happy and productive | why strategic thinking impacts your firm’s future | seven things good firms must do | five ways to separate accounting winners from losers | two factors determine firm profitability | don’t make firm profitability a goal | core values: why your firm needs them | five keys in compensating new managing partners | top 20 tough choices for the partner comp committee | voting on ownership basis? three better methods | what partners do and don’t deserve
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the ancient greek philosopher heraclitus said: “there is nothing permanent except change.” people fly and drive cars instead of using horses and carts. technology has replaced calculators, slide rules and the process for writing books. food is purchased at grocery stores instead of grown on farms.

drastic changes have occurred in the cpa industry as well. one of the biggest areas of change is how staff are managed and treated, as shown by this chart.
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turnover timebomb: 4 of 5 senior managers at risk

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and seven ways to overcome staffing issues.

by hitendra patil

the talent crisis in the accounting profession has been relentless, and it now seems that the staffing issues are moving up the ladder.

more hitendra patil here
more on staffing here

the preliminary results of the inaugural accountants professional satisfaction survey show nearly two in five directors and senior managers at accounting firms report dissatisfaction. only one in four seniors are highly satisfied. on the other hand, one in three managers are dissatisfied at their firms, and only 17 percent are highly satisfied.

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