Your firm can out-recruit the bigger ones

What are the biggest hiring challenges you see accounting firms facing today and over the next five to 10 years?

Over the next five to 10 years, I think the biggest issues will be improving the pipeline, engaging talent and demonstrating a career path. The AICPA has worked hard to address the CPA pathways and we've seen modest increases in accounting recently. However, firms still have to compete for the next generation with more majors available to students. The firms that win will be the ones that can show a realistic career path, not just a job opening and those that have a clear culture that sets them apart. 

We see the research that the number of accounting majors is growing, and many states are also offering alternative CPA pathways. How can smaller firms attract recent graduates, particularly compared to larger firms or corporate roles? 

Small firms can absolutely compete against large firms and corporate roles by offering flexibility, more diversity of work and more ownership. Small firms have an advantage when it comes to earlier responsibility, better mentoring, broader exposure and the chance to make a visible impact quickly. Big firms may have a new staff member work on one audit area for months. In that same amount of time, a small firm can offer multiple types of engagements and industries.

Are there any misconceptions firm owners have about Gen Z and younger Millennials that may be holding back their recruiting efforts?

One common misconception is that younger professionals are not committed or do not want to work hard. But this is true of every generation of the one that comes after it.  There is a quote attributed to Socrates about how lazy the next generation was! In reality, many are highly motivated, but they are less concerned about how things have always been done. They care more about impact. We also see a desire to be more entrepreneurial, which is something the CPA profession truly can demonstrate. I think the multiple career paths offered by the CPA profession could be our big differentiator for attracting talent.

How should small firms think about designing job roles and career paths for younger professionals who may not want the traditional “work your way up” experience? 

Small firms should think less about a single ladder and more about visible pathways. Not everyone wants the same “start here, wait your turn, then maybe get promoted” model. We've seen firms sort of expect the carrot of partner to be sufficient, but it's just not so with the next generation. Firms need to design roles around competencies and growth opportunities. Firms have to be more thoughtful about succession planning, not being an up or out model, but really think about how to best use the talent that they have.

What are some examples of firms you’ve seen successfully adapt their culture in a way that appeals to multiple generations of employees working together at the same time? 

Carla McCall at AAF is one of my heroes when it comes to firm culture. People first is her motto, and it shows. They hire for talent, not location. Remote is not an obstacle. Flexibility and purpose drive the firm. Firms who make hybrid or remote successful will be able to attract talent from more rigid organizations. Firms who prioritize clear communication, real mentoring and opportunities to focus on your zone of genius will be winning the employees of the future. This doesn't just impact the next generation but those already in the workforce that may need flexibility for different reasons as their careers progress!

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