Personal Advancement
The ApprenticesJunior accountants rely on knowledgeable colleagues for skill-building, guidance and career growth. Get the inside scoop on how to make the most of your first years on the job. By Tracey Arial |
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 [ 2006-12-01 ] |
Les carrières de la comptabilité
Édition 2007
When Jean Charest’s Liberals released their budget on March 23, 2006, Scott Binns, CA, worked late. As a tax accountant for RSM Richter, he always puts in extra hours when the provincial or federal governments table new spending plans.
He and 29 other tax specialists spent a long night going through every line of the budget to determine what might affect their clients. After their discussion, they drafted an executive summary on how the Quebec budget affected personal and corporate taxpayers, and posted it on the company website (RSMRichter.com). The team’s brainstorming prepared them for the great many tax forms that they would have to complete in March and April, and again during the corporate tax season in June.
Nothing benefits junior accountants like this kind of opportunity to work closely with experts in their field, says Binns, who’s been in the firm’s tax department for three years now. Treating colleagues as valuable resources goes hand in hand with success in the profession.
Junior accountants who hone good relationships with a mentor can expect frequent promotions and pay raises. Those who commit to long-term accounting careers are particularly appreciated, and those with initiative will find themselves handling continually increasing challenges. If they’re also willing to travel or if they demonstrate a good understanding of technology, they can look forward to even faster advancement.
A Career Path You Can Count On
The accounting industry offers a clear-cut career path that new recruits to a firm or department fit into right away. “In an accounting firm, you start as a junior,” says Diane Tsonos, CA, one of eight partners with whom Binns works. “Then you become an intermediate. Then you become a supervisor. Then you become a manager. Then you become a senior manager. Then you become a principal. Then you become a partner. That’s the traditional route in audit.”
As a manager in the tax department, Binns is on his second journey up this path. His first experience began in 1998, when he started working for RSM Richter’s auditing department as a Concordia commerce graduate. He wrote his exam to become a chartered accountant in September 2000, something his colleagues actively supported. “Their philosophy was that school came first,” says Binns. “Get through your school and get your CA, and we’re going to support you through that. They made sure that I went to class, whatever was going on. I’ve had friends who missed courses because they had to get the mandate done. Here, they planned accordingly so I wouldn’t be put in that position.”
After completing his designation, Binns became a supervisor. “What you learn in audit gives you a good background in business,” he says. “You’re seeing how businesses work from the bottom up. Whether it’s the clothing business, the automotive business or the real estate business, they’re all very different. Every business is unique.”
After a few years, he transferred to the tax department. He retained the title of supervisor, although he no longer had anyone reporting to him. His title reflected his ability to work independently. He has since been promoted to manager.
Juniors work closely with others to handle their early projects, only gaining independence in stages. “In the beginning, you are spoon-feeding them the issue, and that’s how they learn,” says Tsonos. “They go and learn something about that particular issue, and that’s how they get more proficient. The big jumping point is okay — you are going to be put into my shoes. Here’s what the client wants to do. You go into your office and think about it.”
By the time young accountants reach the supervisor level, however, they are able to work autonomously with only some oversight from their superiors. “Together we finalize the memo, and it goes to the client with both our names on it,” says Tsonos. “One day, when their submission looks perfect, they get to do it by themselves the next time. That’s the test in our department to determine when they become a manager. The distinction between a manager and a senior manager is when you show leadership in the department.”
Did You Know?
In its Next Generation Accountant report released September 1, 2005, RFI identifies several important trends that it expects to be in play over the next five to ten years:
The shortage of accounting and finance professionals will intensify over the next several years as baby boomers retire.
New graduates sometimes focus on technology at the expense of face-to-face communication, so be sure to build your strengths in both skill areas.
Accountants with international experience and cultural appreciation will thrive as more countries, including the United States, embrace standard conventions.
Risk management and fraud-control skills will grow in importance over the coming years.
“Fair-value accounting,” which recognizes the current worth of assets, will become widespread.
For more information, call 1-800-803-8367 or visit Roberthalf.com.
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