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Low pay is a challenge for accounting, but bigger salaries aren’t the only solution

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Finance and accounting leaders have been dealing with a talent shortage for almost a decade,  one that grows each year. 

According to a 2025 finance and accounting survey, the average U.S. organization has five open accounting roles to fill, more than twice as many as in 2024. Although year-over-year enrollment in accounting degree programs rose 12% last year, those students are several years from moving into the talent pipeline. Accounting leaders, and their overworked existing employees, can’t wait that long for a solution.

Pay is a big factor in young talent’s shift away from accounting. Twenty-six percent of CFOs and other finance and accounting leaders shared in the same survey that workers’ salary expectations were their biggest obstacle to hiring. 

A comparison of average salaries from May 2023 (the most recent Bureau of Labor Statistics data available at this writing), shows why many young adults who might have chosen accounting a decade ago are now opting for analytical careers with higher average pay. Data scientists earn about $28,000 more per year, on average, than accountants and auditors, while software developers earn an average of $47,000 more.

Those are daunting pay gaps for most organizations, especially when the economic forecast is uncertain. However, accounting leaders have other levers they can pull in order to hire and retain talent.

Work-life balance and learning can attract talent too

Gen Z and millennial talent prioritize work-life balance and growth opportunities over pay, according to a 2024 Deloitte survey. A quarter of Gen Z employees and 31% of millennials who took part in the survey said that “good work-life balance” was the top reason they chose their current employer. Twenty-one percent of each age group ranked “learning and development opportunities” as their top decision factor. Only 19% of Gen Z employees said “high salary/benefits” were the main factor in their choice about where to work, and 22% of millennials said the same.

This information gives accounting leaders a path forward in terms of hiring and retaining talent: Find a way to reduce workloads, especially during tax seasons and other peaks, and give employees the chance to work with new technologies. Companies that can do this also have a chance to benefit from word of mouth promotion. The Deloitte survey found that employees who are satisfied with their learning opportunities and work-life balance are more likely to recommend their employer to other jobseekers.

Improving work-life balance with AI and automation

AI-powered automation has the potential to handle repetitive accounting tasks, which can relieve pressure on existing employees. Using AI and automation this way can also make open roles more appealing to job candidates by reducing the amount of rote labor the role requires — tasks that can ideally be replaced with more engaging tasks.

Accounting, in general, was not among the fields that adopted AI early, but it’s starting to catch up. Twenty-one percent of finance and accounting leaders in the CFO survey agreed that “streamlining processes through technology and reducing manual workloads” are top strategic priorities this year.

Among the leaders whose companies are already using AI with automation, 38% said it’s “helping teams work more efficiently but not replacing jobs,” while 23% said it’s “reducing the need for certain roles.” More than half of these leaders said automation currently has the largest impact on their company’s accounts receivable and accounts payable operations, while nearly one-third said the biggest impact so far is on payroll, general ledger, and financial close operations.

Gen AI offers leading-edge learning opportunities

Using AI and automation for basic activities in these areas doesn’t just help employers prevent burnout. It also frees up time for employee skill-building, career development and mentorship, which can improve organizations’ internal candidate pipeline for more advanced roles. Some of that training and coaching should focus on using gen AI and thinking strategically about potential new applications. This approach can help employers stand out at a time when about half of Gen Z and millennial workers say they’re not getting enough gen AI training on the job.

When using and learning about gen AI become part of accounting jobs, these roles may have more appeal to talent that might otherwise pursue careers in data analytics or software development. In addition, an accounting team that’s skilled and strategic with gen AI may be able to find more ways to use it to make processes more efficient over time. That could result in cost savings that can be reallocated to compensation — an important consideration because pay is among the top three reasons younger workers gave for leaving their last job, along with burnout and lack of opportunities.

Offering competitive pay is always an advantage in a talent shortage, but it’s not the only way companies can attract and retain accounting talent. Using AI-backed automation and exploring gen AI use cases where appropriate can help bring better work-life balance to accounting roles and give employees the learning opportunities they look for when they’re deciding where to work.

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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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