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Time for accounting firms to double down on DEI

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In the face of recent backlash and a broad corporate pullback on diversity, equity and inclusion, experts say the accounting profession largely remains on track with its efforts. 

But while the profession remains strong in DEI, experts point to a loud minority amplifying an unpopular sentiment that, as a result, may see some firms quietly retreating out of fear of legal or political backlash. 

Experts agree that now is not the time to become complacent. They remind accountants that DEI is ultimately a boon to firms in terms of the bottom line and talent development — making it an invaluable lever to pull amid an ongoing talent shortage.

Breaking down DEI

The politicization of DEI has made it easy to lose sight of what the term actually means and what its implementation looks like in a firm. 

Diversity encompasses more than just race, ethnicity and gender. It also refers to age, marital status, parental status, neurodiversity, socioeconomic status, veteran status, nationality, immigration status, physical ability or disability, religion and more. 

“I don’t know how we let someone take the word ‘diversity’ and make it all things bad,” said Kimberly Ellison-Taylor, former chair of the American Institute of CPAs’ National Commission on Diversity and Inclusion. “To the extent that people don’t really understand what diversity means, that’s when you see them using it, not knowing that it includes the veterans programs, it includes the programs for young people, it includes programs for women, it includes mental health programs.”

Equity is the “assistive things that people need in order to be the best version of themselves,” Ellison-Taylor explained.

Equity is often conflated and confused with equality, but the difference is significant: Equality entails providing everyone with the same treatment across the board, while equity entails providing varying kinds of help according to each individual’s needs.

Illustration of equality versus equity concepts

“Originally, we used to talk about equality, and equality was, ‘We’re all equal. There’s a level playing field.’ Part of what DEI looks at and says is that not all people have the same opportunity as others do, and some people need a boost to enable them to have that opportunity,” said Donny Shimamoto, founder of CPA firm IntrapriseTechKnowlogies. “That’s why they show that picture of the sliding boxes. The shorter person needs a bigger box to have the equal view over the fence. If you gave everyone the same box, which is equal, the short person still can’t see over the fence.”

Lastly, inclusion is making sure everyone feels like they have a place in the profession. 

“If we’re doing it well, everyone would know where they fit, and they would not begrudge the assistance that other people are getting in order to be their full, productive selves,” Ellison-Taylor said.

Temperature check

In 2020, George Floyd was murdered by Minneapolis police, inciting a summer of racial unrest across the country. In corporate America, Floyd’s death prompted a wave of renewed commitments to DEI initiatives and programs, such as implementing diverse recruitment practices, increasing pay equity, establishing employee resource groups, and hosting trainings on topics such as unconscious bias and microaggressions. But now major companies like Ford, Microsoft, Tractor Supply, John Deere and Harley-Davidson are making headlines for reversing their DEI commitments.

It’s the result of recent political and cultural rollback: The Supreme Court decision in June 2023 effectively ending affirmative action admission programs at colleges and universities across the country, state lawmakers passing legislation restricting DEI programs on campuses and other public institutions, and powerful businessmen such as Bill Ackman and Elon Musk vocally arguing against DEI.

The general consensus among accounting leaders is that most firms are still moving forward, despite the politicization and broader corporate backlash, while a small group have pulled back. Where experts disagree is the degree to which firms are pulling back and just how many are doing so.

“The accounting profession remains strong in our stance on the importance of DEI. The future of the profession demands it,” said Anoop Mehta, past chair of the AICPA and current chair of the AICPA NCDI, noting that it is a loud minority that opposes DEI. “Now certainly is not the time for employers to overreact to whatever is going on or what you’re seeing in the media. … This is now the time to double down.”

Bonnie Buol Ruszczyk, president and manager of the Accounting MOVE Project said, “It depends on the firm that you’re looking at.”

“This is a really loud minority,” she said. “They’re the squeaky wheel, but most people do feel that this is important. They may be on different spots on the spectrum as to how important it is or what elements of it are important, but this is not a 50-50 kind of thing by any means.”

Sandra Wiley, president of Boomer Consulting, said that many firms are frightened to associate with the politics and fear the legal risks their DEI initiatives may pose. 

“Firms are almost scared to talk about it anymore because they’re afraid that what people are trying to say is that the firm will be more Republican or Democrat, which is stupid,” Wiley said. “It’s not about politics. It’s about the human aspects of what is right and what is not right.”

Firm leaders “don’t want to admit that there’s a systemic problem going on,” Wiley said, and that refusal results in top leadership being majority male and white.

Wiley said some firms are pulling back for financial reasons — they look at DEI positions in their firm and ask if they’re really boosting profitability, which means DEI leaders “have got to start looking at their metrics deeper so that they can protect their positions.” 

“The pushback on it is a little bit dumbfounding to me,” Buol Ruszczyk added. “There are those that have been in positions of power that see this as somebody trying to take their power away.”

But she clarified that implementing DEI does not mean leadership giving up their piece of the pie: “What it does is it creates a larger environment.”

“Pulling back is only going to position your firm as being run by people that don’t care about this kind of stuff,” she said. “They don’t care about their employees. They don’t care about reaching people outside of the majority of firm employees.”

The upsides of DEI

Leaders say DEI is an obvious solution to the profession’s pipeline problem. With fewer students studying accounting, fewer earning their CPA and even fewer staying in the profession until they make partner, firms need to improve both recruiting and retention. 

“When people say they can’t find talent, I’m like, ‘Where are you looking? Who are you bringing? Who are you asking?'” Ellison-Taylor said. “To some degree, it takes diverse talent to help locate diverse talent.”

Trevor Williams, audit partner and director of DEI at GRF CPAs in Bethesda, Maryland, said firm leadership is mistaken “if you don’t think your employees want to see the staff be diverse.”

“In order for DEI to be successful, there has to be a tone at the top, not just one person in leadership,” Williams added. “In order for staff to really have buy-in, they need to see that their leaders are actually bought into the various initiatives or the culture of the firm.”

“Organizations and firms do their due diligence and go through the interviewing processes, so please believe that these candidates are doing the same,” Williams said. “It’s very easy to go on your firm’s website and do a dropdown and see what leadership looks like, and if the leadership doesn’t look like that particular ethnic group, they’re not going to be that eager to join the firm.” 

The importance of diverse leadership cannot be overstated. Women, for instance, have consistently comprised just over half of all firm employees but often drop from the partner pipeline at the senior management level. This year, women comprised 35% of partners and principals, and 35% of management committees, according to the 2024 Accounting MOVE Project report

DEI is important to retaining young talent, too. For the next generation of accountants, seeing a diverse workforce when they walk through the doors is an important factor in convincing them to stay.

“Gen Z, the 20-year-olds that are popping up in the workplace today, they simply do not understand why there is even a problem,” Wiley said. “And what they really don’t understand is when they walk into the workforce, and it is completely different from what they have felt and seen and experienced in their life outside of the firm. So they go to college, or they go to school, or they go to networking events with their friends and they see a ton of diversity, and then they walk into a firm and it looks whitewashed, and they don’t get it.”

“I don’t understand why firms aren’t looking through that lens and seeing what the young people are seeing today. And so unless we change that, we are not going to retain,” Wiley continued. “They are going to leave in mass numbers, which is what’s happening right now.”

Research shows that DEI impacts the bottom line. Companies in the the top quartile for gender diversity on executive teams are 25% more likely to have above-average profitability than companies in the bottom quartile, and companies in the top quartile for ethnic and cultural diversity outperformed by 35% in profitability, according to a McKinsey report.

To break it down, retaining a diverse workforce can increase innovation and collaboration. 

“It’s really important, I believe, to have different perspectives at the table in the conversations,” said Lexy Kessler, vice chair of the AICPA and mid-Atlantic managing partner of Top 100 Firm Aprio. “If everybody has the same opinion, you’re not going to get the right answer. If you have people with different opinions and different backgrounds coming into conversation, then you get to the right answer.”

Kessler pointed to the cost of employee turnover. The cost of replacing an individual employee ranges from one-half to two times the employees’ annual salary, according to Gallup research

Client engagement is also a factor. “From a public accounting perspective, and I would think from a business and industry perspective as well, your investors, your clients, the business community, are diverse,” said Kessler. “If they see somebody that looks like you, there’s a connection.”

What’s in a name?

Some firms are dropping the name “DEI” in favor of using less politicized language such as culture, inclusion, wellbeing and belonging. They’re also emphasizing the human aspect of these efforts with terms like “people-centered” and “human-centered” leadership.

“By and large, many of the firms, I think, are standing on their values, standing on what means the most to their firm, and they’re sticking to it,” Ellison-Taylor said. “They may be calling it something different, but they are still doing the work, and I think that’s the most important part.”

“This is not a political issue,” Buol Ruszczyk said. “This is about people and about creating systems and situations where people are treated fairly.”

“You have to make it happen,” warned Mehta. “You can’t wait and hope for the best. You have to put processes in place, and you have to be intentional about it.”

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Accounting

IAASB tweaks standards on working with outside experts

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The International Auditing and Assurance Standards Board is proposing to tailor some of its standards to align with recent additions to the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants when it comes to using the work of an external expert.

The proposed narrow-scope amendments involve minor changes to several IAASB standards:

  • ISA 620, Using the Work of an Auditor’s Expert;
  • ISRE 2400 (Revised), Engagements to Review Historical Financial Statements;
  • ISAE 3000 (Revised), Assurance Engagements Other than Audits or Reviews of Historical Financial Information;
  • ISRS 4400 (Revised), Agreed-upon Procedures Engagements.

The IAASB is asking for comments via a digital response template that can be found on the IAASB website by July 24, 2025.

In December 2023, the IESBA approved an exposure draft for proposed revisions to the IESBA’s Code of Ethics related to using the work of an external expert. The proposals included three new sections to the Code of Ethics, including provisions for professional accountants in public practice; professional accountants in business and sustainability assurance practitioners. The IESBA approved the provisions on using the work of an external expert at its December 2024 meeting, establishing an ethical framework to guide accountants and sustainability assurance practitioners in evaluating whether an external expert has the necessary competence, capabilities and objectivity to use their work, as well as provisions on applying the Ethics Code’s conceptual framework when using the work of an outside expert.  

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Tariffs will hit low-income Americans harder than richest, report says

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President Donald Trump’s tariffs would effectively cause a tax increase for low-income families that is more than three times higher than what wealthier Americans would pay, according to an analysis from the Institute on Taxation and Economic Policy.

The report from the progressive think tank outlined the outcomes for Americans of all backgrounds if the tariffs currently in effect remain in place next year. Those making $28,600 or less would have to spend 6.2% more of their income due to higher prices, while the richest Americans with income of at least $914,900 are expected to spend 1.7% more. Middle-income families making between $55,100 and $94,100 would pay 5% more of their earnings. 

Trump has imposed the steepest U.S. duties in more than a century, including a 145% tariff on many products from China, a 25% rate on most imports from Canada and Mexico, duties on some sectors such as steel and aluminum and a baseline 10% tariff on the rest of the country’s trading partners. He suspended higher, customized tariffs on most countries for 90 days.

Economists have warned that costs from tariff increases would ultimately be passed on to U.S. consumers. And while prices will rise for everyone, lower-income families are expected to lose a larger portion of their budgets because they tend to spend more of their earnings on goods, including food and other necessities, compared to wealthier individuals.

Food prices could rise by 2.6% in the short run due to tariffs, according to an estimate from the Yale Budget Lab. Among all goods impacted, consumers are expected to face the steepest price hikes for clothing at 64%, the report showed. 

The Yale Budget Lab projected that the tariffs would result in a loss of $4,700 a year on average for American households.

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Accounting

At Schellman, AI reshapes a firm’s staffing needs

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Artificial intelligence is just getting started in the accounting world, but it is already helping firms like technology specialist Schellman do more things with fewer people, allowing the firm to scale back hiring and reduce headcount in certain areas through natural attrition. 

Schellman CEO Avani Desai said there have definitely been some shifts in headcount at the Top 100 Firm, though she stressed it was nothing dramatic, as it mostly reflects natural attrition combined with being more selective with hiring. She said the firm has already made an internal decision to not reduce headcount in force, as that just indicates they didn’t hire properly the first time. 

“It hasn’t been about reducing roles but evolving how we do work, so there wasn’t one specific date where we ‘started’ the reduction. It’s been more case by case. We’ve held back on refilling certain roles when we saw opportunities to streamline, especially with the use of new technologies like AI,” she said. 

One area where the firm has found such opportunities has been in the testing of certain cybersecurity controls, particularly within the SOC framework. The firm examined all the controls it tests on the service side and asked which ones require human judgment or deep expertise. The answer was a lot of them. But for the ones that don’t, AI algorithms have been able to significantly lighten the load. 

“[If] we don’t refill a role, it’s because the need actually has changed, or the process has improved so significantly [that] the workload is lighter or shared across the smarter system. So that’s what’s happening,” said Desai. 

Outside of client services like SOC control testing and reporting, the firm has found efficiencies in administrative functions as well as certain internal operational processes. On the latter point, Desai noted that Schellman’s engineers, including the chief information officer, have been using AI to help develop code, which means they’re not relying as much on outside expertise on the internal service delivery side of things. There are still people in the development process, but their roles are changing: They’re writing less code, and doing more reviewing of code before it gets pushed into production, saving time and creating efficiencies. 

“The best way for me to say this is, to us, this has been intentional. We paused hiring in a few areas where we saw overlaps, where technology was really working,” said Desai.

However, even in an age awash with AI, Schellman acknowledges there are certain jobs that need a human, at least for now. For example, the firm does assessments for the FedRAMP program, which is needed for cloud service providers to contract with certain government agencies. These assessments, even in the most stable of times, can be long and complex engagements, to say nothing of the less predictable nature of the current government. As such, it does not make as much sense to reduce human staff in this area. 

“The way it is right now for us to do FedRAMP engagements, it’s a very manual process. There’s a lot of back and forth between us and a third party, the government, and we don’t see a lot of overall application or technology help… We’re in the federal space and you can imagine, [with] what’s going on right now, there’s a big changing market condition for clients and their pricing pressure,” said Desai. 

As Schellman reduces staff levels in some places, it is increasing them in others. Desai said the firm is actively hiring in certain areas. In particular, it’s adding staff in technical cybersecurity (e.g., penetration testers), the aforementioned FedRAMP engagements, AI assessment (in line with recently becoming an ISO 42001 certification body) and in some client-facing roles like marketing and sales. 

“So, to me, this isn’t about doing more with less … It’s about doing more of the right things with the right people,” said Desai. 

While these moves have resulted in savings, she said that was never really the point, so whatever the firm has saved from staffing efficiencies it has reinvested in its tech stack to build its service line further. When asked for an example, she said the firm would like to focus more on penetration testing by building a SaaS tool for it. While Schellman has a proof of concept developed, she noted it would take a lot of money and time to deploy a full solution — both of which the firm now has more of because of its efficiency moves. 

“What is the ‘why’ behind these decisions? The ‘why’ for us isn’t what I think you traditionally see, which is ‘We need to get profitability high. We need to have less people do more things.’ That’s not what it is like,” said Desai. “I want to be able to focus on quality. And the only way I think I can focus on quality is if my people are not focusing on things that don’t matter … I feel like I’m in a much better place because the smart people that I’ve hired are working on the riskiest and most complicated things.”

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