The accounting profession is undergoing significant changes as it adapts to the expectations of a new generation of professionals. For International Accounting Bulletin, Editor-in-Chief Zoya Malik asked female accounting leaders how accounting firms can attract Gen Z talent by rethinking traditional career pathways and partnership models, focusing on flexibility, inclusivity and opportunities for faster career advancement.
The traditional partnership model, once a cornerstone of accounting firms, is losing its appeal among younger professionals. Liza Robbins, CEO of Kreston Global, pointed out that rigid hierarchies and significant buy-in costs are no longer attractive to a generation seeking immediate impact and career mobility. "People no longer see a career for life which you work to achieve for many years but will have portfolio careers with more immediate career advancements. Also, the lack of work-life balance in the traditional model does not meet the expectations of younger generations," she said.
Francesca Lagerberg, CEO of Baker Tilly International, noted that many firms are testing new approaches to governance and profit distribution, which are critical to appealing to emerging talent. "The traditional partnership model is being tested with the need for accounting firms to raise more capital for growth and for profits to be used to invest and not just be primarily distributed. Also people are and want to be more mobile, with few expecting to stay in one place for decade," Lagerberg noted.
Gen Z professionals are also redefining career pathways by prioritizing continuous learning, technological advancement and values-driven work. This generation brings digital fluency, creative problem-solving and an entrepreneurial mindset to the table, making them valuable contributors to the profession. They are drawn to organizations that offer clear opportunities for growth, mentorship and alignment with their commitment to social impact and sustainability.
Leaders like Sarah Ghosh, former president of CIMA, emphasize the need for firms to offer flexible training programs and pathways that cater to the priorities of younger generations. "Doing a multi-year training program doesn’t necessarily align with [Gen Z women's] priorities. Knowing that, how can we make the profession more accessible and more effective for them to learn and develop their credentials? It’s about offering potential candidates flexibility, understanding what they value, what career aspirations they have, and being able to adapt to that," Ghosh said.
The conference also focused on inclusivity and the unique challenges faced by women in accounting. While the industry has made progress in supporting women through mentorship, flexible work arrangements and leadership opportunities, barriers like unconscious bias and unequal pay persist.
Asmâa Resmouk, president of IFAC, highlighted the importance of collaboration between professional organizations and educational institutions to foster equity and inclusion. "Professional accountancy bodies, educational institutions, and employers today are working together to enhance gender equality, and the attractiveness of the profession to recruits and young professionals," she said.
By embracing intergenerational differences through changes such as new partnership models and flexible career pathways, accounting firms can position themselves as attractive destinations for the next generation of professionals. As Resmouk said, "we live in a time where a multitude of generations are all interacting in the workplace together—from Baby Boomers and Gen Xers, to Millennials and Gen Zers. It is so important to appreciate the unique perspectives and ways of working, as well as unique expectations and biases, that each generation brings.
She added that "if we take these differences into account and are willing to learn from each other’s strengths, we will all benefit. Handled well, this can be an important element of the attractiveness of our profession."