06Jun

Noting that “Women are underrepresented as partners and top executives in the accounting profession,” a panel of women accounting leaders said the way to change is for firms to focus on talent acquisition, retention, and promotion.

In a session at AICPA’s ENGAGE 2020 online conference the four women leaders explained it’s not enough for firms to simply hire more women accountants. Partners and managing executives have to provide women training and career support in an environment that shows them women can succeed.

With only 23% of CPA firm partners who are women, “[E]very organization should assess their talent pipeline and the career life cycle to identify the peaks or trends for where they are losing women and if they are experiencing career stagnation,” advised Latoria J. “Tori” Farmer, executive director of inclusion and diversity at KPMG LLP

Senior partners need to be asking themselves some uncomfortable questions if they want to improve the representation of women on the leadership team, according to the account of the session in the Journal of Accountancy.

Five questions emerged as among the most essential:

  1. Do women see future opportunities at the organization?
  2. Are women provided with the right and adequate career support?
  3. Do women feel comfortable in the environment?
  4. Are women held to higher standards for promotions?
  5. Are women receiving the critical training they need?

Leaders need to identify high-performing or high-potential individuals, Farmer said. Then they need to ensure the firm is providing “on-the-job experiences, executive education, and other leadership development opportunities that validate and showcase their potential.”

Just as important is sponsorship. Different from mentorship, the panelists said a sponsor is someone who puts “his or her professional reputation and political advantages on the line to advocate for someone else,” the Journal reported.

It’s also important for women who may be mothers, caretakers or partners of other working professionals to know they won’t be overlooked because of those responsibilities. Explained Farmer, “Women desire the ability to connect with role models at those similar life stages. When they find that network, that becomes a reason for them to stay.”

For women of color, these issues are even more important, the panelists said.

“They don’t see the representation at the top. They don’t see leaders of similar profiles and roles of influence and power,” Farmer said. “They’re navigating this intersectionality of race and gender.”

Photo by Christina @ wocintechchat.com on Unsplash

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Jun 6, 2023

COVID Is Accelerating the CFO Evolution

Chief Financial Officers have been playing an ever greater role in business management and strategy since the title was first used in the 1960s.

The evolution of CFO from keeper of the records and reporter of numbers to strategist has been underway for years, accelerated by the Great Recession and now the COVID-19 pandemic.

A report on this evolution says the pandemic has expanded the role of CFOs as businesses struggle to maintain their equilibrium in the face of unprecedented changes. While CFOs believe their role is growing in significance, CEOs are even more certain.

The survey that forms a key part of the report by the Institute of Management Accountants and the Association of Chartered Certified Accountants found 72% of financial managers at all levels saying the CFO role will “increase or increase significantly” over the next few years. 82% of CEOs see that happening.

The pandemic, the survey respondents said, has had an impact on that evolution and on how it has altered their view of the role. Curiously, CFOs themselves see the effect as more modest compared to CEOs. Where just over a quarter of CFOs perceived the impact of COVID as changing their views of the CFO role completely or significantly, over 50% of CEOs said that.

Indeed, the survey participants said that for CEOs, leadership, strategic insight and ethics and trust are the most valued characteristics of CFOs. While the CFO respondents agreed these with the CEOs, they didn’t score them as high.They also saw characteristics such as customer centricity and global experience as much more valuable than did the CEOs.

In discussing the report with AccountingToday, IMA Vice President of Research and Policy Raef Lawson said that the survey and multiple roundtables with business leaders bears out the predictions made a decade ago about the changing role of financial leaders.

“We had predicted that the role of the CFO would be transitioning from financial reporting and stewardship to more of the strategic business partnership role, more engaged through external stakeholders. That’s all taken place. The interesting thing is that the pandemic seems to have just accelerated this change.”CFO of the Future chart.jpg

Photo by Tyler Franta on Unsplash

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