Connect with us

Accounting

Stop trying to engage your employees

Published

on

Enough already. Stop trying to engage your employees. Firm leaders can’t do anything to “engage” them if they don’t want to or know how to engage themselves. The only thing leaders can do is to create an engaging environment and then equip employees to connect their values and motivational drivers to the firm’s vision and values. This is how to create engaged employees.

Nurturing employee engagement

Every professional aspires to make a meaningful impact through their work. The drive to learn, grow and achieve is the foundation of a fulfilling career. The professionals in your firm, particularly the younger and aspiring workforce, are no different. They seek opportunities to reach their potential, and it’s the firm’s responsibility to provide the resources, experiences and guidance that enable them to thrive.

Employee engagement is a critical indicator of success in this regard. Engaged employees exhibit higher productivity, job satisfaction and retention rates — outcomes well-documented in research. Consequently, many organizations now employ engagement surveys as a standard practice.

Despite this focus, Gallup reports a troubling trend: employee engagement has steadily declined from a peak of 36% in 2020 to 30% in early 2024. This drop has coincided with reduced productivity and increased dissatisfaction, giving rise to concepts like “quiet quitting.”

To address this, leaders must move beyond surface-level initiatives such as expanded benefits or flexible schedules. They must answer a more fundamental question: How can we create sustainable engagement that aligns individual aspirations with organizational goals?

Beyond basic engagement

Engagement is not an incidental outcome — it requires intentional effort. Leaders must align employees’ personal goals with the organization’s vision and values, fostering a dynamic where employees pursue meaningful aspirations while the firm reaps the benefits of their enthusiasm and dedication.

While perks like new titles or remote work options may provide short-term morale boosts, they rarely address the deeper needs that sustain engagement. To make a lasting impact, firms must focus on cultivating a sense of fulfillment in their workforce.

The changing workforce

Supporting today’s workforce presents unique challenges. Traditional development methods often fall short in resonating with younger employees, many of whom were raised in environments that emphasized structured support and consistent encouragement.

Consider an employee like Johnnie. Throughout his upbringing, Johnnie’s success was closely supported — coaches helped him excel in sports, tutors guided him in academics, and extracurricular lessons nurtured his talents. These efforts demonstrated care and reinforced his belief that external support is often necessary for success.

As Johnnie enters the workforce, he brings this expectation with him, asking: Does my firm care enough about my success to provide the same level of support? This is one reason why younger employees tend to be more open to professional training and coaching than previous generations. In fact, forward-thinking firms are responding by incorporating coaching into benefits packages, enhancing their ability to attract and retain top talent.

However, challenges extend beyond providing support expectations. Prolonged screen time has left many younger employees with underdeveloped social skills and shorter attention spans. They may struggle to navigate workplace dynamics effectively or maintain focus on tasks that don’t immediately engage them.

This dual challenge — reliance on structured support and a diminished capacity for sustained attention — complicates efforts to foster engagement. Young employees often expect rapid advancement and recognition; without it, they may quit and leave; or worse, quit and stay.

Teaching self-engagement

While leaders play a critical role in fostering an engaging environment, employees must also learn to engage themselves. Engagement is a shared responsibility: organizations provide opportunities, but employees must take the initiative to leverage them.

Leaders can support this by helping employees uncover their intrinsic drivers. What motivates them? What are their priorities? Too often, employees lack clarity about their own goals, so they default to requests for raises or promotions that fail to address their deeper aspirations.

Designing inspiring career paths

The study of motivation dates back to ancient philosophers like Socrates and Aristotle and continues to evolve today. Modern research highlights four fundamental drives that influence engagement in the workplace. These drivers are universal yet unique to each individual in terms of priority and intensity.

Addressing these drives requires deliberate effort:

  1. The drive to learn. Employees seek mastery and growth. They want to build both technical and professional skills.

    • Are managers framing assignments as opportunities for development?
    • Are employees receiving constructive feedback and recognition for their progress?
    • Do they view their work as stepping stones toward their goals?
  2. The drive to achieve. Employees need autonomy and meaningful accomplishments that resonate with their personal values.

    • Are employees given ownership of their projects and held accountable for them?
    • Are managers aware of what drives individual employees and helping them align their work accordingly?
    • Is there clarity about what achievement and success look like?
  3. The drive to bond. Humans are social beings who thrive on connection. Employees want to feel valued and part of a team.

    • Are managers fostering a culture of collaboration and mutual respect?
    • Do employees feel appreciated by their peers and leaders?
    • Are employees asked about how connected they feel to the team?
  4. The drive to pursue purpose: Employees want to align their work with a greater sense of meaning.

    • Are leaders helping employees connect their work to the organization’s mission and vision?
    • Are employees able to see how their work contributes to their personal and professional purpose?
    • Do they believe they are a part of something larger and more meaningful that makes a difference?

A framework for sustained engagement

To equip employees to self-engage, firms should adopt different strategies:

  1. Individual awareness
    Help employees understand the four motivational drives and identify their unique priorities. Guide them to see the connections between who they are and their aspirations with the opportunities the firm provides them.
  2. Supportive environment
    Create a workplace culture that encourages employees to pursue and satisfy their drivers.

    • Leaders frequently discuss motivation and engagement in firmwide communications.
    • Managers know how to actively support their teams with guidance, feedback and encouragement.
  3. Regular check-ins
    Encourage employees to monitor their satisfaction with their motivational drivers and discuss adjustments with their managers.

    • Assess their current state of fulfillment in these drivers.
    • Monitor progress and movement over time.
    • React and intervene early when there are signs of disengagement.

This is a different way of conducting check-ins and reviews because the focus is on employees’ responsibility to engage themselves. The firm is ready to guide and support them in their pursuits, rather than attempting to persuade employees to conform solely to the firm’s goals and expectations. It requires a rewiring of thinking, leading and managing, but will provide a culture of engagement.

By creating an environment that nurtures these drivers and empowers employees to activate them, firms can cultivate a self-engaged workforce. Employees who are intrinsically motivated will positively impact productivity, morale and retention, contributing to a culture of lasting engagement where both individuals and organizations thrive.

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