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Hiring new graduates is essential … and risky

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How many of you have heard this accounting joke before: “How do you spot an extroverted accountant? They’re the ones who look at your shoes instead of their own.”

Many of our friends laugh at us when we say we are in the business of hiring accounting graduates. After all, how hard can it be to hire “nerds” who don’t want social interaction, they think? Many of the hiring managers we work with are looking for more than just math and technical skills for the accounting graduates they recruit. AI is increasingly handling the repetitive number crunching that junior staffers used to do. More and more firms are looking for candidates (including recent grads) to have well-defined people skills they can develop to build client relationships, bring in new business and become firm leaders. Firms also want candidates to have critical reasoning skills and not just be “robots” who follow processes and procedures blindly without questioning or interpretation.Here are some of the other gaps and deficiencies they tell us they’re seeing among new graduates they hire: 

  1. They have good college grades, but when they come onboard, they are slow learners.
  2. They rush to make decisions based exclusively on data. They don’t look at the big picture to see if the decision is sensible.
  3. They can’t prioritize when confronted with multiple assignments and deadlines.
  4. They are afraid to ask questions when they’re unsure about something. 
  5. They are so insecure that they ask superiors for confirmation every few minutes.
  6. They want seniority and responsibility without putting in the effort to earn it.

With a talent shortage likely to face our profession for the foreseeable future, recent college accounting graduates are the most likely source of new hires. But many firms are also looking at older “second career” candidates — say former teachers and administrators — to fill the talent pipeline. Second-career candidates tend to be more patient and mature than recent grads, and they’re better attuned to how a professional office culture works. But with no relevant college grades to consider, and a longer and more expensive training program needed to get them up to speed, it’s even more important to ensure second-career candidates have the aptitude for the position you’re trying to fill. Otherwise, it’s going to be a miserable road for both parties … and potentially very costly. Our data shows that a bad hire costs a firm around 100% of the employee salary, but more than that, it creates stress for owners and the team, lowers morale and compromises delivery of client work. 

How to identify the best candidates (or at least know the caliber of those hired)

It comes down to two important attributes:

  • Are they critical thinkers?
  • Do they have a working style that matches the role?  

If you can check off both boxes with confidence, there’s a high probability that the candidate will work out.

There are a variety of ways firms have traditionally tried to measure these attributes including assessment centers, group planning exercises and presentations. But the easiest and most accurate method is to use science-based pre-hire testing — specifically critical reasoning tests and personality profiles.

Critical reasoning tests

Ability tests, like our firm’s Critical Reasoning Test, can help determine how the candidate thinks (i.e., reasons) and whether or not they’re a quick learner. For instance, the reasoning test helps quantify the degree to which the candidate can:

  • Make sense of data and transform numbers into useful insights;
  • Understand complex information and separate fact from noise; and,
  • Adapt to new ideas and grasp concepts outside their experience. 

Strong scores in the areas above, combined with good college grades, mean you’re on track for a good hire who is numerically literate and will learn fast. The table below can help. It outlines key questions that your team wants to be sure of, what a critical reasoning ability test will uncover, and the risks you face if an issue goes undetected. For a deeper dive, see Why Would I Use A Critical Reasoning Test On A Graduate?

What Your Accounting Managers Want to Know What the Test Checks The Risk if Shortcomings Are Not Identified
1. Can they learn accounting concepts quickly? Can the candidate infer rules, spot patterns? Slow up-take, rework
2. Can they reason with numbers — under pressure? Quantitative logic, interpretation of unfamiliar charts and tables Slow responses, weak analytics
3. How do they handle ambiguity or incomplete data? Forming hypotheses, weighing competing explanations, deciding with partial information Escalations where unnecessary, analysis paralysis 
4. Can they prioritize when everything is urgent? Weighing evidence and consequences,  distinguishing signals from noise Slow output, micromanagement required

Source: Accountests 2025

Personality profiles

Different firms look for different attributes, but in this age of AI, we need our accountants to be better communicators. It’s the personal connection and empathy that clients are willing to pay for more so than number crunching and filling in boxes. That’s where the “Big Five” personality traits — openness to experience, conscientiousness, extraversion, agreeableness and neuroticism — come in. The traits, often known by the acronym OCEAN, describe an individual’s behavior, emotions and thinking patterns, and are often used to predict life outcomes like job performance and well-being. Here’s more about Big Five Personality Traits.

Three of the five profile areas can be especially useful for evaluating recent graduates: 

  1. Do they have a client service orientation? (Agreeableness)
  2. Do they have resilience and can cope with stress? (Neuroticism)
  3. Do they cope well with change, and will embrace new technologies like AI? (Openness)
What you want as an employer Big Five trait(s) to focus on Issue if score is too low Issue if score is too high
1. Service orientation Agreeableness (warmth/affiliation/ trusting) Detached.  Poor at building relationships, resistant to teamwork Over-accommodating, gullible, avoids tough conversations with clients
2. Resilience and stress tolerance Neuroticism  (emotional stability/calmness) Easily flustered/can burn out/takes criticism personally Too laid back, underestimates risk
3. Ability to cope with change and embrace technology Openness (change focused/intellectual confidence) Resistant/clings to old methods/avoids learning Chases shiny tools while ignoring risks, over-implementation

Source: Accountests 2025

There are so many more areas that a Big Five profile can identify — just think of leadership potential, suitability to work remotely, ability to manage multiple projects, ability to sell, possession of ethics and drive.

A good personality profile will help you identify a candidate’s preferred working style.  It doesn’t tell you how they will work, as people can work against their preferences.  If you see challenges in a profile, your task during the interview is to dig down and see if the candidate recognizes them and how to deal with them.

Why would you take chances hiring a candidate who will not match your expectations? Getting hiring right every time is critical to the success of your firm. Use all the tools available to ensure your team is the best it can be.

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Accounting

Continuous Auditing Transforms Corporate ERPs

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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.

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Accounting

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

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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.

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Accounting

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

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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.

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