| Kevin Ryan | | | | Additionally, there is a very narrow scope to the work |
| | | | | they perform which generally consists of highly |
| | | | specialized tasks. The downside of all this specialization |
| | | | | is that the average staff accountant at a national firm |
| Each year, approximately one in | | | | will not get a view of the client's operations as a |
| four accounting majors enter the field of public | | | | whole. |
| accounting. A key decision facing these individuals is | | | | Stress and quality of life are often |
| whether to work for a local or national accounting firm. | | | | key decisions in any individual's career choices. |
| This is an important decision since, according to one | | | | Competition at large firms can be stiff and turnover of |
| 2004 AICPA study, national accounting firms | | | | new staff is high. There is a lot of competition for |
| experience nearly twice the annual employee turnover | | | | promotions at these firms and many staff view each |
| as their local counterparts (20% versus 11%). In light of | | | | other as competition instead of co-workers. In a |
| these statistics, it is important for prospective | | | | national firm, a staff accountant's success is based |
| accounting employees to spend some time | | | | upon his or her ability to rise through the ranks. |
| researching their different employment options. The | | | | Promotions at the national firms are based on not only |
| factors of a working environment that should be | | | | technical ability but also an individual's ability to manage |
| researched before accepting a job include such issues | | | | and motivate a group. Seniors have to be able to deal |
| as hours worked per week, competition and criteria for | | | | with highly successful and demanding partners and |
| promotion, variety and scope of work, growth | | | | managers, as well as maintain a high level of technical |
| opportunities, and job satisfaction. A proper | | | | competency and supervise the staff under them. In a |
| understanding of these factors should assist public | | | | recent AICPA study, only 2% of individuals entering the |
| accountants and increase the opportunities for job | | | | accounting profession ended up being promoted to the |
| satisfaction and promotion. | | | | partner level. |
| Smaller, local firms are generally | | | | Advancement opportunities at |
| managed by two or more CPA's along with several | | | | smaller firms are more limited than at their national |
| staff accountants and offer a more informal work | | | | counterparts and promotions are generally based on |
| environment then their larger counterparts. Staff | | | | different criteria. In smaller firms, technical competency |
| accountants in smaller firms typically work alone, with | | | | is stressed much more than managerial abilities when |
| little direct supervision. Additionally, accountants at | | | | promoting staff. Individuals who prefer a quiet work |
| smaller firms typically spend most of their time in the | | | | environment and are less team oriented would |
| office and coordinate most of their work through the | | | | probably be best in a smaller, local firm. |
| owner of the accounting firm rather than with the | | | | Employees at national firms also |
| client. Staff accountants at local firms are routinely | | | | tend to put in longer hours, frequently between 50 to |
| involved with many of the day to day accounting | | | | 60 hours weekly throughout most of the year. |
| issues faced by clients such as auditing, write-up work, | | | | Additionally, that number increases as an individual is |
| payroll, tax, and management advisory services. It is | | | | promoted. Although this may seem discouraging to |
| common for staff at a local firm to obtain a broader | | | | some, the work becomes increasingly more interesting |
| perspective and a better understanding of the daily | | | | and less mundane as an individual's career progresses. |
| accounting activities affecting a business. | | | | In fact, partners at large firms tend to have a higher |
| Larger, national accounting firms | | | | job satisfaction than those working fewer hours |
| are much more structured and management is | | | | because of the variety of and independence in their |
| generally composed of many partners, directors and | | | | work. |
| managers. These national firms tend to serve larger, | | | | When entering the accounting |
| corporate clients and staff accountants will spend the | | | | profession, an individual will have to decide between a |
| bulk of their time out of the office and at the client. | | | | local or national firm. There is no objective answer and |
| Staff at these larger firms will work as part of a team | | | | each person has to decide which one serves them |
| consisting of seniors and other staff. These teams are | | | | best based on their own personality, ability and goals. |
| assembled as needed in order to complete specific | | | | The decision should not be made lightly, where you |
| tasks. As a result, new staff at these firms tend to | | | | work will have a dramatic impact on your career. |
| have very little contact with upper management. | | | | |