The global accounting profession is in the midst of a fierce war for talent. Recruitment and retention have become critical challenges, with firms competing not only against each other but also against alternative career paths that appeal to ambitious young professionals.

To win this battle, the profession must rethink how it attracts, develops and retains the next generation. That means redesigning entry routes, embracing technology as a training tool, and replacing rigid hierarchies with structures that empower both new joiners and senior staff.

Redesigning entry routes

Accountancy is often grouped alongside law as a traditional professional service, which can lead to the misconception that a university degree is the only route into the profession. In reality, this can discourage talented young individuals who aspire to start their careers earlier, prefer a more practical, hands-on approach, and do not want to be loaded with debt from university.

Today, in many cases, we are seeing strong career ambitions develop at a younger age, and many school leavers are looking for alternatives to university that allow them to gain real-world experience while working towards their professional qualifications. Numerous firms offer structured training programmes and apprenticeships; however, the visibility of these alternative entry routes is currently limited.

Increasing awareness of these alternative entry routes is crucial. By improving visibility and actively promoting these opportunities, firms can attract a broader pool of talent. Engagement through career fairs at local schools, for example, can help dispel myths about entry requirements and highlight the benefits of apprenticeships. These events can play an important role in raising awareness of alternative pathways into the profession. The impact of partnering with local schools and colleges should not be underestimated.

Once in the workforce, early exposure to client relationships can also really enhance development and job satisfaction which ultimately helps retention of talent. Giving school leavers practical exposure to clients early on will create team members who understand client needs faster than university graduates might, as they are missing the practical element to their studies.

Making technology a training tool, not a threat

Gen Z has arrived in the accountancy profession with ambition, digital fluency and is always up to date with technologies and new updated systems. They’ve grown up in a connected world and are comfortable using technology to solve problems faster and smarter. Despite this, many firms prefer to keep their old traditional systems, which is an environment that risks driving the new generation away.

To keep Gen Z engaged, the profession needs to rethink how it uses technology, and how it measures leadership success.

One must learn how to make technology a training tool, not a threat. Gen Z wants to use technology, not fear it.

For example, AI tools are often considered Gen Z’s ‘best friend’, so it stands to reason that it should be deployed as part of an integrated training and development programme. When technology becomes part of the learning curve, it can add value to the professional workforce by helping them build confidence and develop their skills.

By combining technology as a training tool with the expertise from the senior staff, accountancy firms can create an environment where Gen Zs feel more meaningful and empowered. With this support, they will be more motivated to stay at the firm.

Replacing rigid hierarchies

We often hear that the traditional ‘climbing the ladder’ based career ambitions do not exist or are increasingly rare among the younger generations. They generally crave more lateral movement and exposure to a wider range of clients and tasks. This can create some real opportunities for accounting firms, as it is likely to accelerate the learning curve and produce more well-rounded and technically competent team members.

A flatter structure with more lateral movement would also help firms to identify future talent sooner in their careers and allow additional time to be invested into individuals, tailoring development plans more effectively.  

In addition to the benefit for the firms, a flatter structure allows for more exposure to real clients earlier on in their careers which can help to build confidence for the individual, as they can see directly how their work contributes to positive outcomes for the client.  

This will of course need to be complemented by effective management and support to prevent new joiners from feeling overwhelmed if they are given too wide of a remit, without sufficient guidance and support structures in place.

Mentorship programmes can be used to assist this, with mentors being assigned on each project to guide and support the individual, as traditional support structures may not work with a flatter career structure.  

When adequately supported, this project-based approach can empower students and assist retention as they are likely to feel more valued by both the firm and their clients.

Re-engineering the busy season

Let’s be honest, busy season has traditionally been the ultimate test of endurance in audit, and for many firms, it still is. But Gen Z doesn’t see burnout as a badge of honour, they see it as a red flag. If we want to hire or retain them, the crunch period needs to be re-engineered.

That means adopting AI tools to cut repetitive tasks, using workflow technology to prioritise jobs clearly, and planning staffing so work during peak periods is shared evenly rather than overloading the same people year after year.

Finally, build in real recovery time, not just a token day off, but meaningful space for people to reset before the next rush. Firms should show compassion and understanding, recognising that young auditors are more productive and engaged when they feel supported rather than stretched beyond their limits.

When Gen Z sees that firms take their health and wellbeing seriously, especially during peak months, they’re far more likely to stick around, work smarter and bring thriving energy to the table. If we can survive busy season without losing our best talent, that’s when the profession really wins.

As a closing thought, retaining talent also very much relies on the accountability of senior staff. Rather than just leveraging their experience, organisations can reward seniors for mentoring the future generations. This not only fosters a sense of personal accomplishment but also builds a sense of confidence and loyalty not only among the seniors, but also across the organisation.

About the authors

Abbey Watkins, accounts manager at Kreston Reeves, Lauriana Daboo, senior manager at Kreston Mozambique, and Shakirah Bamadhaj, audit manager at Kreston Helmi Talib. Find out more about opportunities and vacancies at Kreston Global