recruiting and capacity remain challenges.
by art kuesel
the rosenberg map survey: national study of cpa firm statistics
firm leaders will respectfully ask for a day, week or even a month to catch their breath, but will not get it. running a business today is unlike anything anyone has ever contemplated. the past year brought permanent changes in how our firms operate, and the pace of change will continue. those awaiting a return to the way things were should strongly reconsider.
more: outlook 2023: grow your own partners | authenticity comes to the workplace | private equity pumps up paychecks | tech automation takes hold | irs hires will add pressures | look who’s making money now | capacity strategies drive change | top five trends | compensation gets creative | the office is over | accounting firms face up to private equity
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merger activity will continue as staffing challenges strain capacity, internal succession plans can’t be fulfilled, and needed technology investments balloon. the declining talent pipeline of accounting graduates and cpa candidates will require fresh perspective on how we grow and staff our firms in the future.
the term “work smarter, not harder” should be applied to every task, process and deliverable. firm leaders will rise to the challenge – just like they have in each of the past several years – and the profession will emerge stronger.
i’d summarize the past year under the category of “nothing was easy.” the pace of change and disruption continued to outpace leadership’s ability to adapt.
once an annual exercise undertaken with planning, precision and restraint, wage increases, and compensation adjustments became an ongoing activity. with that came rate increases, fee increases and formerly unthinkable prices on new work, which were accepted by clients more often than not. across-the-board fee increases of 10, 15, 20 percent or more led to uncomfortable conversations with clients, yet few client departures.
firms created their list of clients to exit the firm and cut deeper into the roster than ever before. capacity challenges tested everyone constantly – outsourcing was on the table at even smaller local firms as a means to maintain capacity and limit hours for staff. and technology was tested and embraced as a means of increasing efficiency. recruiting pipelines remained meager despite many offering a full-time remote position anywhere in the u.s. – or at some firms, the world.
the pace of merger activity accelerated as the pressures on succession, staffing, needed investments in technology surged. private equity began to target the profession as a stable, profitable investment and infused firms with cash, and funded buyouts. and how could we forget the irs situation – which challenged the smallest firms the most.
this level of change, disruption and at times, chaos was the furthest from “business as usual” as some managing partners could imagine. but the year was not without its rewards. top-line growth and margins were strong. new business landed on the doorstep and firms decided if they wanted to take it. and pto was once again a respected opportunity to rest and recharge.