STAFFING & RECRUITING

Kassi Rushing: Your Culture Is What You Reward | MOVE

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Leaders must align everyday decisions with the flexibility, innovation, and growth they promise employees.

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MOVE Like This
With Bonnie Buol Ruszczyk
For CPA Trendlines Research

In this episode of MOVE Like This, Bonnie Buol Ruszczyk sits down with Kassi Rushing, strategist and speaker with Kassi Rushing Consulting, to explore what future-ready accounting firms need from their people strategies, and why culture, caregiving, leadership development, and business performance are increasingly difficult to separate.

Rushing, who has spent 20 years working in and with the accounting profession, says firms have made significant progress in recognizing people as a critical business asset. But understanding that people matter and creating an environment where they can do their best work are two different things, particularly as firms navigate AI, changing workforce expectations, and significant demographic shifts.

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One example came from a firm that added a simple question to its employee survey: How many employees identify as caregivers? Leadership expected some but was surprised to learn that more than half of its professionals did. Many weren’t simply caring for children; they were simultaneously helping aging parents, stepparents, siblings, or others. The finding prompted the firm to reconsider everything from when it scheduled social events to whether its benefits, training, and leave programs actually reflected employees’ lives.

For Rushing, the lesson is simple: firms can’t support people they haven’t taken the time to understand.

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Hannah Hood and Joey Kinney: Your Accounting Career Starts Before Your First Job Offer | Accounting Conversations

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Practical experience, thoughtful questions, and strong communication help students build careers that reach beyond the classroom.

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Accounting Conversations
With Chayton Farlee
Center for Accounting Transformation

A perfect GPA can open a door. It cannot explain a client’s financial story, replace practical experience, or demonstrate how someone responds when there is no answer key.

For accounting students eager to distinguish themselves, that difference matters.

On Accounting Conversations, host Chayton Farlee welcomes Hannah Hood and Joey Kinney, co-hosts of The Young CPA Success Show, for a candid discussion about preparing for an accounting career. Drawing on their work in virtual CFO services with Summit Virtual CFO by Anders, the guests challenge students to look beyond familiar recruiting paths and consider what makes an accountant valuable to the people they serve.

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Their advice starts with a seemingly modest assignment: Get close to the books.

Students may picture their future in consulting, financial leadership, audit, or tax. Hood and Kinney argue that those ambitions make understanding everyday accounting more essential. READ MORE →

Loyalty Tax: Accounting’s Lose-Lose Incentive System | Big 4 Transparency

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Employees lose stability and firms lose money. So why do we do it?

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Big 4 Transparency
By Dominic Piscopo, CPA
For CPA Trendlines

A growing body of compensation data suggests that accounting firms may be unintentionally penalizing their most loyal employees.

In a recent solo episode of the Big 4 Transparency, founder Dominic Piscopo unpacks what he calls the “loyalty tax” — the pay gap between internally promoted employees and externally hired peers performing the same role. Drawing on 2024–2025 compensation data from thousands of U.S. and Canadian professionals, Piscopo outlines how this structural imbalance is reshaping career incentives across the profession.

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The loyalty tax, as defined in the episode, is the percentage difference in pay where externally hired employees earn more than internally promoted employees at the same level. According to the data, that gap is far from trivial. In the U.S., first-year senior associates hired externally earn roughly 6.3% more than internally promoted seniors, while first-year managers see an 8.9% premium. Even at the senior manager level, the gap persists. Canadian data shows a similar pattern, with especially pronounced spreads at the senior and senior manager levels.

The disparity is even more striking in consulting and advisory roles.

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Create an Accountability Chart for Your Firm

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It beats an org chart and here’s why.

By Jody Grunden
Building the Virtual CFO Firm in the Cloud

“Getting the right people on the bus, the wrong people off the bus, and the right people in the right seats – these are all crucial steps in the early stages of buildup…” – Jim Collins, “Good to Great”

When Adam and I first started the company, we didn’t have much organizational structure. We didn’t need it. But as the company grew, it became necessary to develop an organizational structure. There’s a great quote by Michael E. Gerber in his book “The E-Myth Revisited” that says, “Without the Organization Chart, confusion, discord and conflict become the order of the day.”

We got to a point where we realized that Adam and I didn’t have clarity around our individual roles, and we were overlapping one another. We needed to have clearly defined roles for one another, as well as the people who were working for us. Lack of clarity can cause a loss in production.
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When the Profession Changes Faster than Your Plan | Accounting Voices

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The profession isn’t slowing down, but accountants can build clarity, visibility, and career capital to move forward with greater control.

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Accounting Voices
With Rob Brown

Accountants have spent years preparing for demanding work. Far fewer are prepared for what happens when the nature of that work changes almost overnight.

Artificial intelligence, private equity, mergers, leadership changes, shifting client expectations, regulatory pressures, and persistent talent shortages are reshaping accounting at the same time. The result is not simply a busier profession. It is a profession in which many people are quietly asking a much bigger question: Is this still the career I signed up for?

In this reflective episode of Accounting Voices, listeners are encouraged to pause before charging into another year of goals, deadlines, and transformation projects. The conversation acknowledges something professionals do not always feel permitted to say: An extraordinary level of change takes a personal toll.

Feeling tired, cautious, unsettled, or less fulfilled is not necessarily evidence that someone is failing. It may be a normal response to an abnormal pace of disruption.

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