The changing face of accountants’ teams

It doesn’t matter whether I am talking to an accountant in Aberdeen or Adelaide, they share the same problem: “I can’t recruit good people and I’m scared of losing those that I’ve got already.”

There seems to be a very real shortage of accountants and I don’t think that it’s an issue that is going to fix itself anytime soon. Whether it be down to there not being enough people attracted to the profession, too many people leaving the profession, too many of those in the profession not having the right skills or the growth in demand because of so many firms looking to pivot and develop, good people are a prized resource.

In the face of such short supply, three strategies stand out for firms looking to maintain and build their human resource:

1. We need to be active in engaging and retaining the good people that we have.
2. We need to find ways to get the best out of everyone that we already have.
3. We need to stand out as attractive to those who we want to recruit.

The profession is changing and the role of the accountant is changing. No longer should we be driven by the need to churn out endless sets of compliance returns from incomplete records. The modern accountant is driven by client service, support and advice, with compliance an efficient part of the package.

There are reasons why accounting tech solutions and offshoring are flourishing: they are efficient, keep you competitive and free up your team for better things.

We need teams that are no longer built around the traditional accounts preparation skills but around how to deliver client experience. In this digital age, that means everything from tech awareness, management skills and professional knowledge to communication, marketing and client service skills.

These needs are, of course, partly what is driving the demand for team members but the needs and goals of those team members are also changing. Fewer people want to learn traditional accounting skills. More people are tech savvy and want to work in that environment. People want smarter working environments, more interesting roles, greater flexibility, greater input into the business and more opportunities to learn and develop. They want to work with standout businesses, it’s no longer necessarily ‘just a job’ or a ‘career step’.

We must consider these points when we look at our three key strategies above:

1. Are my current team engaged and happy? What am I offering them when I look at the points above? Am I giving them the sort of roles and work that really interests them and will keep them engaged? The short answer is that you won’t know if your don’t ask. They won’t necessarily know what sort of work they could be doing within your firm, given the opportunity.
2. How can I get the best out of my current team? What can I do to make the best of their skills and keep them motivated and happy? Again, you won’t know if you don’t ask.
3. Are we an attractive proposition for good people currently working elsewhere? Do we offer opportunities and an environment that are going to draw interest? Can I create a vision that excites? Remember, you neither want nor need to just employ accountants but people who fit your vision and culture.

The traditional job titles, salary discussions and holiday offerings are not what it is about today. If you are looking to develop your firm and adapt it to suit the modern image of an accounting firm, then you need to adapt how you think about your team and your recruitment. Think less about what job they are doing and think more about what role they could play.

Good luck!