Accounting careers have been predictable; work as a staff accountant and gradually get promoted until you become a principal. While this development structure works at a fundamental level, today’s workforce is expected to bring critical thinking skills and industry expertise at a much earlier stage in their career.
With the introduction of technology tools powered by artificial intelligence (AI), accountants are asked to go beyond number crunching to deliver higher value consultative work to clients. Because almost 80% of clients expect this shift from compliance to value add, it is imperative that firms develop teams to have the building blocks to evolve their competencies.
AI is changing what we are asking our people to accomplish, so firm leaders must redefine how those competencies are developed and measured. To better align with how the industry is transforming alongside technology, competency frameworks should become the foundation for clearer career pathways if firms want a future-ready workforce that uses AI to transform their accountants into strategic business advisors and innovators.
As firms head into 2027 planning, it is important to consider investing in the development of accountants to support technological advancement. This starts with reimagining learning and development (L&D) programs to match competency-based career pathways.
Where to start
Firms can start by mapping out a curriculum based on what clearly defined technology-driven skills individuals at each level will need to master to be successful. Asking questions such as, “What are staff expected to do?”, “What responsibilities do seniors own?”, and “What skills are required for managers to be successful?” will inform the content of the program. To drive efficiency and effectiveness into the training program, leaders can work backward to determine the knowledge, competencies, and experiences their accountants need to have to perform their jobs strategically.
Firms should ensure that the curriculum layers in training on the technology that mirrors how day-to-day work is performed. Training must integrate tools directly into technical learning. For example, if professionals are learning how to audit inventory, they can simultaneously learn which AI-enabled tools support that process and how those tools fit into their workflow. With this, the output becomes an accountant whose work product has elevated quality, less rework based on supervisory review, and is done efficiently.
L&D programs should also teach responsible use of AI and other automated tools. For example, the tools we see in the market today are increasingly powerful but will not replace auditor judgement and human interaction with clients. Teaching teams to develop deep critical thinking skills is imperative to evaluating the output of AI. They must be able to identify anomalies and understand what an exception is, how to properly investigate it, and the steps involved to discuss the matter with a client. This creates a development model that combines technical accounting knowledge, technology proficiency, and critical-thinking skills into a single learning experience.
Common mistakes
In conjunction with redesigning L&D programs, firms should reassess which individuals have access to which tools. AI tools can come with significant licensing costs, therefore, firms must make deliberate decisions about which tools are essential for specific roles, and which are not.
While it is important to empower teams with the tools to be successful, firms must be mindful of not overwhelming teams or making investments in resources that to not provide value to the delivery model as today’s accountants average over 10 technology tools. Firms can have the most technology-forward L&D curriculum, but if their culture does not foster continuous innovation and adaptability, learning efforts risk falling short. Ultimately, the goal is to ensure the right tools are in the hands of the right people while creating an environment where accountants remain receptive to change without feeling inundated by it.
Finally, the most common mistake firms make when redesigning their L&D efforts is trying to fit tools or competency expectations into historical frameworks. A L&D redesign is a chance to start fresh by challenging existing processes to create something exciting for teams from the ground up. If firms simply add AI training and new career competencies on top of existing processes, they run the risk of increasing costs without creating a vehicle for improved quality and value.
Measuring success
Ultimately, success can first be measured by employee retention and engagement. People like to work for firms to which they feel a strong connection and feel that the firm is investing in their own personal professional development. Effective L&D programs create a cultural experience, as well as a commitment from the firm that it values the individual’s development.
Additionally, quality indicators such as less rework based on supervisory review or improved overall performance demonstrate that the L&D programming is effective. Lastly, at the macro level, firms can track if employees are using the tools available to them. If adoption is low, leaders should determine if the issue stems from L&D or why the tools are not being applied as intended.
Looking ahead
L&D offers a pathway to ensure technology tools are used to their full potential. By mapping job responsibilities to technical knowledge, AI capabilities, and critical-thinking competencies, firms can create development pathways that prepare professionals for the realities of an increasingly technology-enabled profession. It is critical that firms in 2027 structure L&D to provide a pathway for their accountants to deeply understand how AI tools support better decisions, stronger client conversations, and higher-quality work.
ABOUT THE AUTHOR:
Melanie Barnes, CPA, is a principal and board member at Sikich and leads the company’s Audit & Assurance practice. With over 20 years of public accounting and industry experience, Melanie understands her clients’ business goals and works with them pragmatic ally to provide technical accounting expertise, ensure compliance requirements are met and help position them for success. She is driven to support her clients’ growth plans by delivering senior resources and business partnership at the right times to efficiently scale over the life of the business.
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Tags: Accounting, career, development, education, Firm Management, learning, mentorship
