Connect with us

Accounting

Accounting firms should follow Wall Street’s lead on work-life balance

Published

on

Wall Street’s notorious culture of marathon workweeks is under fire due to talent burnout and a new generation of workers simply won’t stand for it. The accounting profession — grappling with both a shortage of talent and a generational shift in workplace expectations — needs to follow suit, and quickly.

Major investment banks, long known for their grueling work hours for junior talent, have begun to cap work schedules in response to mounting concerns over employee well-being. The shift is being driven by broad post-COVID workforce demands for a healthier work-life balance, and it’s prompting other industries to reassess their own practices. 

Given the current crises facing the accounting industry, firms need to get on board too.  And at some firms, this shift is already taking shape. 

What’s happening on Wall Street is a good thing. Some firms are changing their email policies to now prohibit sending messages between 7 p.m. and 7 a.m. unless there’s a crisis. They’re also trying to curb weekend emails. 

Financial institutions are starting to invest more in their people by offering better health and wellness benefits and paying for more robust professional development opportunities. Smaller institutions have become especially interested in offering talent more and better benefits.

The accounting industry has historically operated much like Wall Street banks do, meaning workers would often be expected to clock in 70+ hours a week. To the surprise of no one, those expectations have resulted in the extreme burnout we’ve seen in recent years, and has significantly contributed to the industry’s talent crisis. 

Something is broken in the system. Between 2019 and 2021, 300,000 accountants quit their jobs, according to the Bureau of Labor Statistics. Many accountants have simply left public accounting to take in-house corporate roles, which offer more predictable schedules and greater work-life rhythms. 

That labor exodus is about to get worse. Nearly 75% of working CPAs are nearing retirement age. If current hiring difficulties continue, that will deliver a catastrophic blow to the entire industry’s headcount in just a few years. 

If accounting firms don’t start to address this crisis now, the industry will be looking at a massive talent shortage in what is a largely recession-proof business. 

Smart accounting firms have begun to move away from the traditional partnership model, which requires team members to work back-breaking hours — but the payoff doesn’t happen until 15 to 20 years down the road when they are invited to join the partnership. That helps young accountants build a great nest egg for retirement, but younger workers don’t value secure retirement. Nor do they particularly long for country club membership or many other perks prioritized by previous generations of partners. 

So, how can these companies create a new model that transforms the culture away from the outdated goal of making partners? Many are starting to offer their workers employee stock purchase plans right out of the gate, which gives people a greater stake in their firm’s outcomes at the beginning of their tenure. 

Other firms are moving toward project-based or retainer-based pricing models, where clients pay by the project instead of being billed by the hour. This helps reduce the billable-hour mentality, which is necessary for true cultural transformation. As long as firms emphasize billable hours, it’s hard to change the mindset that 60+ hour weeks should be the norm.

Work-life rhythm plans that focus on setting career and life balance goals is a unique approach progressive firms are taking. Team members develop plans based on their individual goals and preferences. Plans are built with flexibility for customization for individual preferences — similar to professional development plans. These plans and adherence to them are considered as factors in determining bonuses, along with other factors such as client service and business development. 

Yes, it’s a very different generation and a different world. Winning firms will adapt. 

But there won’t be a single magic bullet solution. Work-life balance means different things for different people, so for employees who love 70-hour work weeks, limiting their hours and compensation will affect their zeal to work for your firm. Having individualized plans and evaluating employees based on how they use theirs can go a long way in building a culture that honors life outside of work. 

Now, what we don’t know yet is how far reforms like these will go toward improving retention rates and ultimately attracting the next generation of accounting talent. What we do know is that very few younger/future employees want 90-hour work weeks. Healthy work-life rhythms matter to them, and they want to engage more outside of work. 

This generation also doesn’t seem to have the same competitive spirit that previous generations have had, which is why the biggest drop-off in talent tends to occur when people are about to be promoted into the manager level. After spending years putting in many hours, they either burn out or — and this is especially true for female accountants who have children — they can’t see a pathway that’s conducive to both career and family so they leave the profession. 

It’s critical that the accounting industry avoid the looming talent cliff that is fast approaching. Firms should continue to follow the lead Wall Street is setting while also innovating to make the industry-specific changes that will keep the current shortage from turning into a lost generation.

Design work requirements and compensation systems that make your most junior employees feel energized and valued. If you do that during their first 10 years with your firm, retention will improve, and attracting new talent will become your competitive advantage.

Continue Reading

Accounting

Continuous Auditing Transforms Corporate ERPs

Published

on

continuous auditing transforms corporate erps

As corporate accounting departments cross the threshold into late July 2026, the adoption of continuous, automated auditing systems has reached a definitive turning point. Driven by advances in artificial intelligence and deep integration with modern Enterprise Resource Planning (ERP) platforms, leading finance organizations are moving away from traditional, periodic post-hoc audits in favor of real-time, 100% transactional verification. This technological transition is redefining internal control environments, reducing compliance costs, and eliminating the structural delays inherent in legacy quarterly closing processes.

Unlike traditional auditing frameworks that rely on statistical sampling—a process that inevitably leaves operational blind spots—continuous auditing software monitors operational data feeds continuously. Every purchase order, electronic invoice, payroll disbursement, and cross-border wire transfer is automatically cross-referenced against established corporate governance parameters, regulatory tax schedules, and anti-fraud algorithms in real time. Anomalies or unauthorized ledger entries are flagged instantly, allowing internal audit teams to investigate and remediate compliance gaps immediately rather than months after the close of a financial period.

The implications for executive financial management are far-reaching. By embedding continuous verification directly into daily transaction workflows, chief financial officers gain uninterrupted visibility into the organization’s true financial standing. Real-time balance sheet auditing eliminates the severe operational bottlenecks associated with month-end and quarter-end financial reconciliations, freeing accounting professionals to focus on strategic financial modeling, tax planning, and capital allocation rather than manual data entry and spreadsheet consolidation.

However, implementing continuous auditing requires accounting leadership to invest heavily in data governance and technical upskilling. Internal audit teams must evolve from manual ledger reviewers into system architects capable of auditing complex algorithms and validating automated data pipelines. Accounting firms and corporate controllers that master continuous auditing will establish a resilient compliance framework capable of meeting stringent international regulatory standards with total transparency.

Continue Reading

Accounting

U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

Published

on

U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

WASHINGTON — In a major escalation of cross-border trade friction, U.S. President Donald Trump has signed executive orders imposing new 50% tariffs on a wide selection of Canadian exports, citing discriminatory practices by Ottawa targeting American auto, dairy, and beverage industries.

The new duties, announced Monday, will take effect in 30 days. They target a broad spectrum of consumer and industrial goods—ranging from wine, liquor, and milk products to commercial cement, furniture, clothing, and hockey equipment.

Untested Legal Mechanism

To enact the sweeping measures, the administration invoked Section 338 of the Tariff Act of 1930—a rarely used legal provision allowing the executive branch to levy additional tariffs of up to 50% on foreign nations deemed to discriminate against U.S. commerce.

White House officials noted that Section 338 addresses trade discrimination rather than national security or economic emergencies. The move comes months after prior global emergency tariffs faced legal challenges in domestic courts, signaling Washington’s pivot toward alternate statutory authorities to maintain import duties.

Senior administration officials briefed reporters that the measure directly responds to Canadian provincial bans on U.S. alcohol, restrictions on American vehicle exports, and import quota disparities affecting U.S. dairy and cheese producers relative to third-party trading partners.

“While the administration continues to secure reciprocal trade agreements globally, Canada retaliated against efforts to protect domestic industry,” U.S. Trade Representative Jamieson Greer stated.

USMCA Impact and Carve-Outs

Significantly, the newly ordered 50% duties will apply to designated items even if they otherwise comply with the United States-Mexico-Canada Agreement (USMCA).

However, the administration confirmed key targeted exemptions:

  • Energy products (including oil and natural gas)
  • Potash and critical minerals
  • Fish and seafood
  • Goods already governed by sector-specific duties (such as existing steel and aluminum tariffs)

Administration representatives emphasized that the tariffs do not stem from recent disputes concerning drifting Canadian wildfire smoke, noting that policy options regarding environmental spillover remain under separate review.

Canadian Response and Market Reaction

Following the White House announcement, the Canadian dollar experienced a sharp decline against the U.S. dollar, falling approximately 0.4% during evening trading.

Canadian Prime Minister Mark Carney issued a statement emphasizing that Canada’s earlier counter-duties had merely matched previous U.S. trade actions. “Canada stands ready to engage intensively to address outstanding issues with the U.S. to the mutual benefit of our citizens,” Carney stated, pointing to detailed proposals Ottawa submitted to modernize the USMCA framework.

Ontario Premier Doug Ford took a firmer stance, urging a “dollar-for-dollar” reciprocal response if the measures go into effect on August 19.

With a 30-day implementation window before the duties officially lock in, industry associations and trade groups on both sides of the border are calling for urgent bilateral negotiations to avert further supply chain disruption across North America.

Continue Reading

Accounting

Automated Continuous Auditing: Transforming Compliance and Real-Time Financial Oversight

Published

on

Transforming Compliance and Real-Time Financial Oversight

The traditional accounting paradigm—defined by periodic monthly closures and post-hoc annual audits—is rapidly giving way to continuous, automated financial oversight. As of July 2026, forward-thinking accounting practices and multinational corporate finance departments are leveraging continuous auditing systems powered by advanced machine learning models. These systems monitor operational transactions in real time, shifting audit methodologies from sample-based post-analysis to absolute, 100% transaction-level verification.

The operational advantages of continuous auditing are transformative. Standard auditing procedures historically relied on statistical sampling, which, despite rigorous methodology, inherently left gaps where anomalies or fraudulent transactions could go undetected for months. Modern continuous auditing platforms integrate directly with enterprise resource planning (ERP) databases, instantly cross-referencing purchase orders, invoices, bank feeds, and tax records. Any deviation from established control parameters or unusual transaction behavior triggers immediate flags for internal audit teams, dramatically reducing detection lag from quarters to seconds.

Beyond fraud prevention, continuous auditing fundamentally alters internal reporting and decision-making. Executive leadership no longer has to wait weeks after the close of a quarter to evaluate precise financial standing; real-time verified ledger data provides an uninterrupted view of operating margins, tax liabilities, and cash flow dynamics. This real-time visibility enables corporate controllers to adjust capital allocation strategies dynamically, mitigating liquidity constraints and capitalizing on emerging commercial opportunities far more efficiently than competitors bound to legacy reporting cycles.

However, implementing continuous auditing requires accounting professionals to acquire new analytical capabilities. The role of the auditor is evolving from manual data reconciliation toward system validation, algorithmic model governance, and strategic risk interpretation. Accounting firms and corporate finance departments must invest in continuous technical education, ensuring that audit staff possess the data engineering skills necessary to design, maintain, and evaluate complex automated compliance systems.

Continue Reading

Trending