Industry Insights

The blog looks at the “loyalty tax”, where firms pay external hires more than existing employees doing the same job. Big 4 Transparency’s 2026 data suggests the gap becomes more pronounced at senior levels, with external managers earning around $15,000 more and senior managers around $22,600 more than internally promoted employees.

Performance reviews aim to be objective, but even well-designed processes can introduce bias. One overlooked source is self-assessments done before manager evaluations. Research shows that women—especially women of color—tend to rate themselves lower than men. When managers see these self-ratings first, their own evaluations are influenced downward due to anchoring bias.

Performance conversations are a normal part of leadership — uncomfortable but necessary. However, before addressing underperformance, leaders should first reflect on their own role in the situation. Performance is shaped by clarity, workload, support, alignment, and leadership — not just individual effort.

Restructures often carry negative connotations—job cuts, uncertainty, and a demoralized workforce. However, a staff-centered approach can transform this process into a positive one, improving engagement, reducing turnover, and increasing ROI.

The blog discusses the impact of remote work, accelerated by the COVID-19 pandemic, on employees and businesses. While some employees thrive in remote settings, others miss in-person interactions. Employers now face the challenge of assessing whether candidates are likely to succeed in remote or hybrid roles, especially when face-to-face interactions might be limited.

This article discusses the challenge of assessing project management skills, particularly for accounting managers handling multiple clients. It suggests that interviews alone are often insufficient for evaluating these skills, as candidates may not provide a complete picture. Instead, personality assessments, specifically those based on the Big-5/OCEAN model, are recommended for a deeper understanding of a candidate's suitability for project management.

The blog discusses the importance of succession planning and developing future leaders in accounting firms, particularly guiding aspiring staff into senior management or partnership roles. It emphasizes that career development is a long-term process that requires careful planning and measurement.

The piece stresses that firms cannot expect employees to self-develop entirely on their own; there needs to be a mutual investment in their growth. Firms risk losing talented individuals if they do not actively support their development. The article concludes with a powerful reminder: failing to invest in employees may result in them staying but not growing, which could be more detrimental to the firm in the long run.

The article discusses key insights and best practices for managing remote teams, drawn from recent conferences like AICPA Engage, Scaling New Heights, and the CPA Firm Management Association. With the shift towards hybrid and fully remote work models, maintaining effective team dynamics is crucial.

I always struggled with coaching conversations. Not my strong point at all. I guess I was one of those accounting partners where working with clien...

Transitioning accounting firms to a successful remote work culture demands meticulous planning, transparent communication, and adept utilization of technology. This article delves into strategies such as establishing clear policies, fostering communication, promoting continuous learning, maintaining work-life balance, and embracing the right tools, showcasing how this evolution can lead to heightened efficiency and job satisfaction

An accounting graduate, transparent about their lack of experience, faces overwhelming tasks and no support in a residential remodeling company. This illustrates the repercussions of inadequate hiring practices and the necessity for comprehensive onboarding and training programs to prevent stress on employees and risks to business integrity.