Accounting Careers In Today's Market – High Salaries, Great Job Security, And Little Competition

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If you want an occupation with iron-clad job security and salaries rising to historic heights, look no further than accounting – there is a widespread shortage of accountants in the U.S. market.

Over the past twenty-five years, the number of people choosing to become accountants plummeted while demand has greatly increased. The result is a perfect storm that has salaries increasing at a noticeable rate. That puts the job seeker in the driver’s seat and the employers riding in the way back of the family station wagon. What happened?

According to Kevin Suksi, an accounting recruiter (and CPA-certified accountant) and partner at professional search and management consulting firm Orion Solutions Group, the path to becoming a Certified Public Accountant evolved. Around the year 2000, the baseline was a Bachelor’s degree in accounting (30 credit hours), two years with a CPA firm, and passing the CPA exam.

In the past, a first-year CPA could expect a lot of menial grunt work and long hours to learn the foundational skills they would need to tackle more advanced accounting challenges in their professional future. Accounting automation changed that, with new software coming to market that took care of much of that menial grunt work recent graduates were required to do to learn the intricacies of their craft and prepare for the CPA exam. For example, (spoiler alert: accounting lingo to follow) confirming accounts receivable, a process, that once required a great deal of manual time and effort (i.e., work!) could now be mostly accomplished with a couple of clicks. Much of the mundane work that a first-year staff accountant traditionally performed was eliminated.

Automation created efficiencies but resulted in a workforce with less real-world accounting experience to help them develop the necessary skills to move to the next level. And so, for first-year accounts to succeed, it was determined that they would need to arrive at their first job with more advanced skills.  

Hence, the requirements to become a CPA became more difficult, with the resulting barriers to entry. Instead of just a Bachelor’s degree in Accounting (120 credit hours, including 30 credit hours in accounting), newly minted graduates would then need additional education (150 credit hours, including 30 hours in accounting), or the rough equivalent of a master’s degree, a full year at a public or private firm reporting to a CFO or controller, and, of course, passing the CPA exam. Salaries, however, only increased moderately – with potential accounting students who did an ROI calculation trending toward other disciplines.

Meanwhile, the cost of college skyrocketed. If you wanted to be a CPA, you needed the resources to cover 150 credits instead of 120 and starting salaries weren’t (and until recently, hadn’t been) rising with the price of admission. The seeds of the current accountant shortage started to be sown.

Then, in response to corporate accounting malfeasance, Congress passed the Sarbanes-Oxley Act (SOX), which made it much more difficult for businesses to fudge the numbers.

SOX upended the accounting profession. The law was complex and labor-intensive, with gains from automation quickly erased by increased reporting, while also accompanied by stiff penalties for fraud that made financial professionals liable for the numbers they presented. Companies wanted massive testing to ensure the financials were proper and that required manpower. Technology alone wasn’t going to cut it. Demand and salaries shot up and the Sarbanes-Oxley Act got a nickname – the Auditor Full Employment Act.

High demand? Rising salaries? More elevated status? Perfect, right? Not quite.

  • All this extra work and pressure to comply with SOA’s legal requirements meant an accountant could expect rigorous (and very long) work weeks, work-life imbalance, and the increased potential of criminal liabilities.

  • College costs continued their year-after-year increase with more and more students going into debt to get once-coveted degrees.

  • Technology fields rose to dominate almost every level of the global economy, influencing college students’ career decisions. A future professional who may have chosen the accounting field twenty years ago could now take a job with Google, for example, with a higher starting salary, a forty-hour work week, greater work-life balance, no potential criminal liability, and, let’s face it, a sexier job.

  • More recently, the COVID-19 pandemic resulted in a paradigm shift in the way people think about work and what they’re willing to sacrifice for them. If you were given the choice of creating algorithms for Spotify with a hybrid work schedule or laboring to complete a complex audit in your cubicle at 3:00 am, which would you choose?

That brings us to the present day. The only thing higher than the demand for accountants is the salaries companies are willing to pay to obtain them, and accounting remains a profession with solid job security – great enticements that are hard to match.

While the rigors of the accounting profession and the long work hours make it less attractive to future professionals who have more choices and more demands, for someone willing to put in the time and effort there is job security and a pot of gold at the end of the accounting rainbow.


Philip Roufail contributed to this article.

Scott Singer is the President and Founder of Insider Career Strategies Resume Writing & Career Coaching, a firm dedicated to guiding job seekers and companies through the job search and hiring process. Insider Career Strategies provides resume writing, LinkedIn profile development, career coaching services, and outplacement services. You can email Scott Singer at scott.singer@insidercs.com, or via the website, www.insidercs.com.

Punching Your Career Ticket Via Cross-Functional Leadership

“Cross-functional leadership” is the way of today’s leaner, meaner working world.

Sometimes referred to as “matrixed leadership,” the best way to understand cross-functional leadership is to walk through a real-life example. Let’s say you work for a company that decides to invest in a complex implementation of enterprise accounting software. However, this is not a mere technical upgrade – the project is meant to usher in a new level of accounting transparency and integrity important to attracting new capital, improving the company’s ability to make key business decisions, or getting regulators off the CFO’s back. It’s critical to the long-term future of the business.

Back to you. You’re a cost accountant in a task-oriented, low-visibility role in which you spend the majority of your time plowing through your daily duties and completing the basic work for which you are responsible. In addition, there is no clear path to move up in the company, develop new skills, and advance your career goals. You’re not necessarily in a rut, but you’re not on a fast track either.

This is where cross-functional leadership enters the picture. The overall responsibility for implementing the accounting software upgrade will be given to a newly hired project manager and a slate of high-priced consultants who don’t know the ins and outs of the company. While their expertise is important, they won’t be around to assess the long-term effects or train the staff on the new system. The company needs members of its permanent staff to take the lead in managing their department’s piece of the project. This is your golden ticket.

Instead of ignoring anything that may not explicitly be part of your day-to-day job duties, you decide to rise to the challenge of tackling this important outside project. It will provide you an opportunity to work across departments, indirectly manage people who have different skill sets and personalities than you, provide you with new work experiences, and if it goes off successfully, it can elevate your profile (and hopefully your future) inside the company.

Here's what you need to know to leverage this opportunity to your advantage:

  • In most cases, you’ll be volunteering for plenty of extra work. You’ll need to raise your hand.

  • Most likely, you won’t be given increased compensation. You’ll be agreeing to do more with no guarantees of personal ROI. But keep in mind that successfully navigating higher sometimes translates into higher rewards.

  • You can’t lose sight of your existing job duties. You’ve got to keep your foot on the gas in both roles.

  • It’ll be important to step outside the normal scope of your job (and your cubicle) to collaborate across different departments and stakeholders. In this example, you’d need to work with the project manager, the accounting department, vendors, the IT department, management consultants, and maybe the CEO’s office and board of directors. Each with different personalities, priorities, and agendas.

  • To be successful you will need to work with and through others. It can be a challenge to get others to do what you want when you’re not somebody’s direct boss but rely on their success and contribution.

  • ·Implementing new accounting software isn’t going to help if the accounting process itself is laborious, inefficient, and error-prone. Don’t make any assumptions. Don’t hesitate to get into the weeds. It’s essential to become an expert in what everybody involved does and to surface any concerns you may discover.

  • You must be a master communicator. Throughout the process, everybody involved needs to know what you’re doing and you need to know what everybody else is doing.

  • Share your success and wins. If co-workers feel like they’re getting the credit they deserve it fosters an open environment that should lead to more success for everyone involved.

  • Also, take credit when it’s due. In the end, your moxie made this happen.

 

In exchange for your extra time and effort, a cross-functional role is not without its rewards:

  • A cross-functional role increases your visibility company-wide. When performance reviews come around, you will stand out because you were the point person on a critical project.

  • You will develop leadership skills and a deeper level of business knowledge way beyond the normal scope of your regular job duties. If you don’t work somewhere a stellar performance review leads to promotions and increased compensation, you will still have a higher level of transferable skills that are in demand somewhere that does.

  • You will learn to lead with influence without authority. This is not something that can be taught. It can only be acquired by doing.

  • For the talented and ambitious, cross-functionality is a way to be mentored by many different people at the same time. For example, if you’re called into the Chief Operating Officer’s office to explain your recent recommendations to streamline the coding process so that the accounting department isn’t correcting other departments’ work because they don’t realize they’re doing it wrong, you will quickly learn the COO has a completely different perspective.

  • Cross-functionality enables you to accelerate your career goals outside the traditional corporate hierarchy.

On a final note, if cross-functional opportunities are not available where you work, consider engaging in volunteer work. Non-profits often look for experienced professionals to help them with their missions but lack the big bucks and staff to hire consultants. You’ll gain critical experience, they’ll gain the fruits of your labor.

The Company I'm Interviewing With Wants Me To Sign An NDA?

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Imagine that as you walk into a job interview, before meeting the hiring manager your potential employer asks you to sign a Non-Disclosure Agreement (NDA), and at first glance, it’s a pretty onerous legal document. If you don’t sign, the interview is over, and your candidacy ends. What’s going on? What do you do?

Before going any further, please note that we’re not attorneys, and this in no way constitutes legal advice. For legal guidance, please consult an attorney.

Companies have secrets, and under certain circumstances, NDAs can be pretty common; let’s first discuss some of the reasons a company may require a confidential NDA from their job candidates. Businesses (generally) don’t go through the trouble of putting potential hires in a compromising position that may jeopardize their recruitment efforts for sport, they usually have their reasons, which may include: 

  • Trade Secrets. A company may be working on a new product it does not want the competition or the public to know about. Perhaps it is a prototype for a new gizmo that is still a work in progress or a new proprietary technology they need to keep under wraps or risk the information falling into a competitor’s hands.

  • Mergers, Acquisitions, IPOs. Sometimes a company is preparing for a major transformation like a merger, acquisition, or an unannounced initial public offering. Often these types of upheavals are only known by a few C-suite-level executives and members of a Board of Directors. You might be an essential hire to help navigate these situations, enter the NDA.

  •  Start-Ups and Venture Capital. If you’re interviewing for a position at a start-up that’s either seeking venture capital funding or is the new recipient of seed money you are, by definition, involved in an endeavor that may or may not succeed and a crucial part of that process is being the first to market. A business in its infancy must protect its interests. That may mean having potential new hires sign an NDA during the interview process so their product or business model isn’t compromised.

  • Insider Trading. Financial information may be revealed to you during an interview that can put you in legal jeopardy if you illegally profit from anything you learn in the interview.

  • Special Circumstances. If you’re interviewing for a government job that’s involved in intelligence and national security, you may be asked to sign an NDA. If you’re interviewing for a position working for a politician, high-net-worth individual, celebrity, entrepreneur, or major investor, you may be asked to sign an NDA. There are a lot of people and companies out there that want to keep things private, including whatever may come up in a job interview.

Whatever the reason for the NDA, it will typically be sprung on you when you arrive for the interview. Suddenly, you’re in a tricky legal situation and under pressure to make a quick decision. If you sign it, there are consequences for breaking the agreement. If you don’t, it’s most likely the end of the road. Don’t panic and keep the following in mind:

  • The NDA is the cost of admission. If you want the job, you must sign the NDA. That isn’t to say you shouldn’t read it thoroughly and ask as many questions as you need to feel comfortable giving your signature. The onus is on the company to explain, in detail, every provision of the NDA and why they are asking you to sign it. The onus is on you to honor the agreement if you decide to sign it – and there is no obligation to sign it. If you aren’t comfortable signing an NDA then it’s time to say, “thank you,” and find somewhere else to work.

  • Keep in mind that an NDA is a legal document. Companies are interested in protecting themselves, and they likely have more resources than you do to enforce these protections – and if you run afoul of the NDA, their lawyers will. Read the fine print.

  • Ask for a copy. If you sign an NDA, request a copy. You never know when you’ll need it, and you’ll want to make sure you remember what you agreed to.

If you want to familiarize yourself with a standard “Employee NDA” (even though you are not yet an employee the basic provisions will be the same for potential new hires), you can find a sample NDA here.


Philip Roufail contributed to this article.

Scott Singer is the President and Founder of Insider Career Strategies Resume Writing & Career Coaching, a firm dedicated to guiding job seekers and companies through the job search and hiring process. Insider Career Strategies provides resume writing, LinkedIn profile development, career coaching services, and outplacement services. You can email Scott Singer at scott.singer@insidercs.com, or via the website, www.insidercs.com.