Of all problems the tax and accounting profession faces, staffing seems the most persistent. Older and younger accountants alike are bailing, driven by a sometimes hard combination of perception and reality.
“The industry as a whole is not attractive to the younger population, and it’s difficult for our staff to work remotely,” said Paul Miller, a CPA and managing partner at Miller & Company in New York.
“It certainly seems as though the pool of qualified candidates has begun to shrink and the attraction of qualified staff has become increasingly more difficult,” said Mark Giallonardo, a partner and tax services and tax technical director at Cherry Bekaert in Coral Gables, Florida.
Are there any new answers out there?
Perceptions
According to a recent poll by the National Pipeline Advisory Group, accounting respondents cite work-life balance, starting salaries, and meeting the education and exam requirements as obstacles to the profession.
Other problems with the pipeline of American accountants include:
The ongoing high volume of work accountants have been experiencing makes a career in accounting feel more challenging than other careers;
Students perceive that their starting accounting salary will not compete with that of other professions;
Inconsistencies in the makeup of the additional 30-hour education requirement detracts from its value and is a great hurdle;
Students perceive the CPA exam to be too difficult to study for and pass; and,
Students don’t know an accountant, lack access to information about the benefits of the career and aren’t attracted to an accounting career because they’ve heard negative things about the profession on social media.
Almost half of the respondents to the survey added that turnover is highest after three to five years of employment. Miller said that his longest-term employee has been with his firm 30 years and his average employee has been with the firm more than 10 years.
Luis A. Orozco/Cin8 – stock.adobe.com
Niches can work against a firm. “It’s been difficult to hire and retain talented staff. This is especially true at my firm, where our niche of foreign tax compliance and reporting requires additional knowledge,” said Manasa Nadig, an Enrolled Agent and owner at MN Tax and Business Services and a partner at Harris Nadig in Canton, Michigan. “We’ve been exploring hiring off-shore talent.”
Solutions?
Firms are getting increasingly creative with staffing fixes: giving once-outlandish raises and bonuses, outsourcing tax staff, splintering business units and increasing retirement ages, among other moves.
In a recent blog post, “Total Rewards Statements: How to Get Employees to See Every Dollar,” Rosenberg Associates touts these statements as “a compelling strategy for demonstrating to your employees the comprehensive value your firm invests in them.” These documents outline all the benefits “beyond what hits a bank account,” such as health insurance premiums, retirement contributions, PTO and other perks.
The total-dollar picture can cause an employee to pause before jumping to another firm because of just a salary bump, blogger Amanda Lilley writes.
“We pay our staff above [the] industry average, we offer excellent benefits, we have a matching pension plan. More important,” Miller said, “we treat people well and respect our staff.”
“Following the Great Resignation, we were proud to see our turnover level decline and stabilize at less than pre-pandemic levels,” said Elizabeth Newman, chief administrative officer and chief HR officer of CBIZ in Cleveland. “Top talent have options in our industry, so the onus is on us to offer a compelling value proposition and experience.”
“We find that our team members want visibility into their career paths and a better understanding of not only opportunities for advancement but what’s required to advance,” Newman said. “We’ve invested in articulating clear career paths, including aligned learning and development.”
Team members have clear expectations when it comes to innovation and new technologies, and the firm also has mentoring programs, employee resource groups and community engagement initiatives, among other plusses.
Mismatch
Accountants can also benefit from what they haven’t traditionally done: network with other fields.
“Every employer seems to be having issues with finding and retaining staff,” said Larry Pon, a CPA in Redwood City, California. “As employers, we need to understand where this new crop of graduates came from. I hear from recruiters that many are lacking in social skills, especially graduates who went to college virtually.”
“There’s definitely a mismatch,” he added, between “staff expectations and employer needs.”
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.
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.
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.