By Steve Saah, Executive Director of Finance and Accounting Permanent Placement, Robert Half.

Redefining Hiring Standards

Many CPA firms today are wrestling with a pressing challenge: sourcing experienced talent in an increasingly competitive job market. While the intuitive option is to seek those who’ve directly walked the path before—candidates who boast relevant experience and the perfect CV—the reality can lead to wasted time and empty chairs. When vacancies remain unfilled, existing staff face an overwhelming workload, hampering the firm’s ability to take on new clients and projects.

Embracing High-Potential Talent

Forty-five percent of hiring managers surveyed by Robert Half are already shifting their mindset, leaning toward identifying high-potential candidates who can grow into their roles rather than holding out for the ideal candidate. This approach doesn’t imply compromising on quality; instead, it involves being astute about which competencies are truly essential from day one and distinguishing between what can be taught and what is innate.

The Ideal Candidate Profile

Historically, CPA firms have favored candidates with extensive experience—skills developed over years in specific domains such as public accounting, tax, and audit. However, an overly stringent focus on every requirement can inadvertently limit access to a broader talent pool, especially in light of the ongoing shortage of qualified accountants.

Assessing Adaptability Over Experience

Importantly, hiring managers should shift their inquiries from “Has this candidate done this job before?” to “Does this individual possess the foundational skills and the adaptability to succeed here?” This is increasingly critical as technology continues to reshape the accounting role, with automation and AI tools becoming integral to daily tasks.

Identifying Teachability

Knowing the gaps a firm can help a new hire bridge is vital. Technical skills, often teachable, usually involve task-specific knowledge, software proficiencies, and industry norms. Meanwhile, traits like curiosity, adaptability, and problem-solving cannot be instilled as easily. These qualities determine how effectively a person can navigate changes in technology, client demands, and regulatory landscapes.

Reconsidering Interview Strategies

To hire for potential, firms need to alter their interviewing strategies, too. Rather than just cataloging past experiences, questions should uncover how candidates react to challenges or learning new topics. For instance, asking about a situation where they had to tackle unfamiliar territory provides insight into their thought processes and tenacity.

Fostering Development Post-Hire

Recruiting high-potential talent without a structured assistance plan won’t yield success. Firms must have clear roadmaps for professional growth that can include mentoring, task diversification, and feedback mechanisms to help employees close critical skill gaps.

Preparing Future Leaders

This hiring strategy not only addresses immediate staffing needs but also lays the foundation for effective succession planning. By investing in the potential of their employees, CPA firms can shape the leaders of tomorrow instead of merely filling vacancies today. Recognizing and nurturing individuals with strong foundational skills and a commitment to growth will create a pipeline of capable candidates ready to step into senior roles in the future.

Steve Saah is the executive director of the finance and accounting permanent placement practice at Robert Half, the world’s first and largest specialized financial talent solutions service. The company has more than 300 locations worldwide. He was named executive director in 2017, previously serving as director of permanent placement services.