By Steve Saah, Executive Director of Finance and Accounting Permanent Placement, Robert Half.
Finding experienced accounting and tax professionals remains difficult for many CPA firms. When an opening arises, the instinct may be to hold out for a candidate who has held a similar position, who knows the industry and meets nearly every requirement in the job description.
That person may be worth waiting for. But in a tight labor market, holding out for a candidate who meets every preferred qualification can also leave critical positions open longer, increase the workload on existing employees and make it harder for firms to take on new work.
Some employers are taking a broader view of what makes a strong hire and increasing efforts to help promising employees build the skills and experience they need to succeed. Research for Robert Half’s Demand for Skilled Talent report found that 45% of hiring managers are bringing in high-potential talent and investing in their development when fully qualified candidates are not available.
For CPA firms, hiring for potential doesn’t mean lowering standards or overlooking the technical foundation required to perform a job well. It’s about being more deliberate in deciding which capabilities a candidate truly needs to thrive in a new role—and which skills they can develop later through training, mentoring and on-the-job experience.
Expand your definition of an ‘ideal’ candidate
CPA firms have traditionally placed significant weight on experience when hiring talent: years in public accounting, familiarity with a particular industry, knowledge of specific tax or audit work, experience with certain software and, for some roles, professional credentials.
Those requirements can all be important to the firm—and job success. However, treating every preferred qualification as a must-have can unnecessarily narrow a talent pool that is already shallow due to the persistent shortage of accountants.
A candidate may not have worked with your firm’s exact technology platform, for example, but may have learned several other relevant systems quickly. A professional may not have extensive experience serving your primary client industry but may have strong accounting fundamentals and a track record of getting up to speed on unfamiliar businesses. Another candidate may be ready for more responsibility even if their current job title doesn’t immediately suggest it.
The question hiring managers at CPA firms should ask isn’t, “Has this candidate done this job before?” It should be, “Does this professional have the foundation and capacity to become successful in this role?”
As the nature of accounting work continues to evolve, answering that question becomes even more essential. Technology is automating more routine activities, AI tools are becoming part of accounting workflows, and professionals are increasingly expected to interpret information, communicate with clients and colleagues effectively, and exercise sound judgment. Past experience, in and of itself, may not tell you how well someone will adapt to what the job requires now—or next.
Know what you can teach and what qualities are harder to develop
Hiring for potential starts with knowing which gaps your firm can realistically help someone close. Technical knowledge often falls into that category. Employees can learn a new accounting platform, deepen their knowledge of a particular tax area, gain experience with a new client sector or become more proficient with data and AI tools.
Other qualities are less easily acquired through training. Curiosity, problem-solving ability, communication skills, adaptability and a willingness to learn can help professionals handle unfamiliar situations, work through challenges and keep pace as technology, regulations and client needs change.
For firms, the opportunity is to recognize when a candidate has those underlying strengths, even if their experience doesn’t line up perfectly with the job description. A few gaps in technical skills may be easier to address than finding someone who brings the mindset and capabilities to keep growing with the role.
Change how you evaluate candidates
Hiring for potential also requires firms to reconsider how they interview candidates. A traditional interview may focus heavily on what a professional has already done: Which engagements have you worked on? Which industries have you supported? How many years have you used a particular system?
Those questions can be useful, but they don’t help to reveal how someone approaches unfamiliar situations or overcomes challenges. Instead, consider asking candidates about a time they had to learn something new in a short period. How did they approach it? Where did they go for information? What did they do when they did not know the answer?
You can also explore how candidates have handled a difficult client conversation, solved a problem without a clear road map or taken on responsibility beyond their formal role. Listen not only to the outcome but also to how they thought through the situation.
Career paths can provide important clues about a potential hire’s future ability as well. If a promising candidate has a track record of moving into new areas, taking on increasingly complex assignments or successfully transferring skills between industries, it’s a good sign that they’re adaptable and willing to stretch their abilities when needed.
Make sure meaningful development follows the hire
Hiring for potential only works if firms are prepared to help employees build the skills they don’t yet have. If you bring someone in without every desired capability on day one, there should be a clear plan for helping them close those gaps. That may include:
- Formal training, mentorship, regular feedback and opportunities to learn from more experienced colleagues
- Stretch assignments, exposure to client conversations and participation in increasingly complex engagements
- Chances to develop complementary capabilities, such as technology fluency, project management, business development or team leadership
Managers should also be clear about what success looks like and use regular career conversations to discuss progress, development goals and next opportunities. That can help employees see where they’re growing and help managers identify where additional support or experience may be needed.
Professional development can also improve retention. Employees who see that their employer is willing to invest in their growth and give them the chance to earn greater responsibility and advance over time will likely have an easier time visualizing a long-term career in the organization.
Build tomorrow’s leaders, not just today’s team
Hiring for potential can also help CPA firms strengthen succession planning. Who will manage key client relationships, lead teams, take on greater responsibility and eventually step into senior leadership roles? Those future leaders won’t necessarily arrive as fully developed candidates from outside the firm.
They may already be within reach—the professionals with strong fundamentals, curiosity, judgment and the willingness to keep learning, provided the firm gives them opportunities to develop. By identifying and investing in that potential earlier, you can build a robust talent pipeline with employees well-prepared to move into management, client leadership and other senior roles over time.
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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 is responsible for leading U.S. operations, based in the Washington, D.C., metropolitan area. He was named executive director in 2017, previously serving as director of permanent placement services.
Saah has been with the company since 1998, where he started as a recruiting manager, following a career as an internal auditor and assistant controller. He is a noted expert, author and presenter on career, management and hiring trends, particularly those affecting the accounting and finance fields. Saah earned a finance degree from Virginia Tech.
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Tags: career, career development, development, firm staffing, Staffing
