The accounting profession must address the persistent image problem that, increasingly, is making young people hesitant to enter it in the first place, according to Ben Richmond, managing director for North America for small-business accounting platform Xero.
Speaking during the company's annual Xerocon event this week in Nashville, Richmond noted that accountants don't really deserve the image that much of the public carries about them but acknowledged the unfortunate strength of this perception nonetheless.
"We need to address this perception challenge that we're monotone, that we're dull, that we're going to be automated out of existence, because that perception is wrong. You don't deserve it. The trust our small-business clients offer us, the jobs we do, means we don't deserve it. I am proud of my profession," said Richmond.
He felt the general public was not aware of all the changes the profession has undergone in the last few years, notably its increasingly tech-driven nature as well as the decline of mundane compliance-based tasks in firms in favor of higher value advisory engagements. While he, himself, is "excited about what the profession has become and where it is going," many others are not because they're not aware of either.
"Put yourself in the shoes of a high school student who doesn't know what it looks like inside this crazy room [at the conference] as they think about what they are inspired to study. Are they really thinking accounting sounds exciting?" he said.
Meeting this challenge means embracing the modern accounting practice and all the ways the profession has evolved over the years. A key part of this is truly defining one's value as an advisor, capitalizing on the trust clients give to their accountants, something that had been difficult before as professionals were often burdened with "the compliance workload or the never-ending tax season."
With technology automating many routine tasks today, much more focus can be spent on what he said was the real reason why people hire accountants: peace of mind and wellbeing for clients. He talked about helping his sister find an advisor for her business. They talked to two before settling on a third, not because of their technical acumen but because they were the ones who truly took time to understand not just her business but herself as a person, including both her aspirations and anxieties. By creating this connection, he said, she let herself be vulnerable, which allowed the advisor to see not just the numbers but the reasoning behind it. More practitioners would benefit from such an approach, he said.
"Too many firms tell me still they're just number crunchers. But you are a key lever to supporting your client's wellbeing. You probably don't wake up and think I'm the supporter of mental health for my small-business clients, but think about the impact when you help them understand where they're going. When clients know they're talking to someone who relates, who speaks their language, that will make it easier to work with them and make them open and trusting about their fears and their concerns," he said.
He said emotional intelligence is highly underrated in the profession, but it's vital if one wants to run a successful firm. There is no amount of technology, he said, that can replace it. Instead, let emotional intelligence be your differentiator, your competitive advantage in order to deepen client relationships.
Demonstrating this kind of commitment is especially important in light of the profession's persistent talent shortage. Speaking at another panel later in the day, Jeff Phillips, co-founder of recruiting company AccountingFly, noted that the unemployment rate for accountants and auditors in the U.S. is just 1.8%, much lower than the
"So, what does this tell us? Everyone who wants a job has a job. There isn't a pocket of people where you can just post a job and find them. So what can you do? You have to compete for talent and you have to go out there," he said.
Beyond higher pay and more support for remote work, however, Phillips noted that there is also the matter of addressing the profession's culture. While the idea that accounting is monotonous, repetitive work with no higher purpose is largely a matter of perception, it is all too true that many firms promote a punishing work schedule with little work-life balance or mental health support, at least in North America.
"We work in a profession of very hard workers who are spending so much time at work, and there isn't much time for physical or mental health and taking care of themselves. I have a friend who owned a firm who, last year, did not want to tell his clients he was taking vacation because he was worried about how they would feel about him being off. I thought, you're probably not going to be really on vacation, you'll hate your vacation with that attitude. That is a problem that needs to be addressed," he said.
Shayne Dueck, national leader of accounting and bookkeeping services with Canadian firm MNP raised a similar point, noting that while much is said about work-life balance today, it is undermined by a certain pride leaders have in working such a schedule, an attitude that then trickles down to the staff.
"The badge of honor is how many hours did I work and how much can I pack into a week or a season. That needs to be outright questioned. … Sometimes it's about calling it out. I don't want that job. Who wants that job? We have people leaving the profession because they are overworked and burnt out. We have people not wanting to go into the profession because that's what they hear," he said, urging accountants to not be afraid to call out this attitude and provide a better example. "You can model that you can be successful, you can have balance, you can have mental health."
Kayur Patel, a PwC tax partner and another panelist, said it is largely about taking the same advice they give to their clients all the time.
"For anyone who has had clients like a family business, you've probably been in a situation where you advise the client they're doing alright and they can take the foot off the gas and spend more time with family. But as an industry we don't do that ourselves. I think we should take some of our own advice in how we run our own practice because sometimes we know what the right answer is for our clients, but we're not doing it ourselves," he said.
One example to look towards might be accountants in Australia. Heather Smith, the head of Australian firm Anise Consulting, noted that the work culture is quite different not just in accounting firms but the entire country. Saying Australians are "lifestyle-first people," she pointed out that workers in general get four to five weeks holiday every year, plus 10-13 public holidays annually and a standard 37.5 hour work week. On top of that, Australia allows up to 10% of an accountant's continuing professional education be about mental health awareness, giving credibility to the topic.
"Australians aren't perfect, but we are having the conversation. We are actively in communities looking out for each other," she said.
When she critiqued a U.K. accounting body she was a member of for only talking the talk about mental health, she noted that they proceeded to roll out an educational platform on the topic as well as put on more events and activities to support the profession; she noted that mental health and wellness doesn't have to be just rest and relaxation but also nutrition and spirituality and social connectivity that lets people feel stimulated.
Emma Reid, a partner in the U.K.'s Cotton Group, raised a similar point, noting that it's OK to take an expansive view on wellness. What is important is not to make some perfunctory measure and call it a day but, rather, find what actually works for people. She noted that, at her own firm, there was little response to things like mental health apps or gym memberships. While certain firms might be tempted to call it a day regardless, her own firm continued experimenting to find something people would actually respond to, which ultimately was fun activities they can take part in.
"It's finding those things that actually make a difference versus offering something just because it looks good," she said.
