President’s Message

By Ed Nakano

Changes, Challenges and Best Practices Brought About by COVID-19 to the Accounting Profession

I found these two articles relating to how COVID-19 has and will impact the current and future of the accounting profession: “Four Changes That Will Stick With Accounting Long After the Pandemic is Over” by Justin Hatch and “Want Hybrid Work to Succeed? Trust, Don’t Track Employees” by Michael Blanding.

Mr. Hatch cites that “necessity is the mother of invention – or in some cases, reinvention”. COVID-19 forced the accounting profession to evolve overnight and that the following adaptations will be part of the industry going forward:

1. Adaptability COVID-19 forced CPAs to adapt quickly to changes in their work and to adjust in the way they work with their clients. CPAs are required to provide up to date information and solutions to their clients.

2. Better Communications The pandemic health concerns have been detrimental for in person interactions. However, this dilemma has been a boon for CPAs. Utilizing Cloud-based dashboards, video conference calls, chatting online and sending frequent emails resulted in more effective communication. Clients were provided fast and insightful information about new programs and how they could help their client’s businesses. The ultimate result is that CPAs have become better communicators for current and future clients. 3. Flexible Work Environment COVID-19 has moved CPAs to work from conference rooms to living rooms. Although many businesses, including CPA firms have and plan to bring workers back to the office, many have become accustomed to and opted to a hybrid work environment . . . some working from home and some in the office. CPAs and their clients have adjusted to working with each other from a distance, which in most instances added to a level of flexibility and benefited everyone. This has enabled both clients and CPAs to “answer the bell from anywhere if needed.”

4. Expanded Services The pandemic and economic crises have expanded CPA services of which new services make up 39% . . . services such as financial advisory, cash flow and risk advisory.

The lessons learned from COVID-19 will have a long-lasting impact on the profession as CPAs continue to adapt and grow for the benefit of their clients.

A flexible work environment has resulted from the pandemic and has become the norm more than the exception. Many companies are working toward a hybrid plan and are being challenged to map one out. Most employees are seeking a permanent change to their schedules. An HBS online survey found that more than 80 percent of employees prefer working from home at least part of their week. A recent McKinsey survey found that 90 percent of companies are willing to accommodate them with plans for a hybrid work schedule.

Writer Michael Blanding refers to Harvard Business School Professor Tsedal Neeley’s (author of Remote Work Revolution: Succeeding Anywhere – best practice book on remote work), three rules for senior managers to consider for a successful hybrid work environment:

1. Trust in Employee Autonomy – “You have to trust that they are intelligent enough and well-intentioned enough to get work done”.

Contrary to some expectations but consistent with years of research, working at home has actually spurred employee productivity to improve. Professor Neeley reported that 70 percent of companies in a variety of industries reported increased productivity among workers during the pandemic. Ms. Neeley recommends that managers should be careful not to treat workers like children by dictating when and where they should work.

2. Stop Counting “Butts in the Seats” – It became really impor-

tant for managers to ask “How’s it going? How are you doing? How can I help?”

Managers must change the way they measure employee performance.

Instead of seeing people to measure performance (“butts in seats”), Professor Neeley recommends focusing on three key measures of performance: results, group cohesion, and employee learning and satisfaction. Focusing on these three measures ensures managers are tracking what is actually being accomplished, rather than micromanaging what appears to be a productive workday. Employees should also be trained to regularly communicate their progress to their managers to keep them apprised.

3. Support Work-Life Well Being – “Give Your Employees What They

Need”

Professor Neeley says that “one of the unexpected outcomes of the pandemic has been a newfound appreciation for people’s humanity, with managers giving new consideration for personal challenges”. She urges managers to retain the emphasis on the employee wellbeing. She says “The least you can do is care about their well-being.” Research has shown that encouraging employees to sharing work-related conflicts and accommodating them, when possible, can create trust, induce a sense of commitment and make the workers feel that their well-being is valued.

Professor Neeley also feels that the advice for this new office reality is giving workers the space they need and then trusting them to do their best work whether they are in the office or in their own homes. She believes that “. . . workers are well intentioned and if given the tools, empowerment, and support, they will not only perform for you – they will thrive.” “We need to trust ourselves, trust our people, and increase our skills on how to lead both in the office and virtually.”

All great words of wisdom as we pivot through and move forward through these pandemic challenges.

Take care and be safe.

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