Good Accounting Employers: Key Takeaways and What to Avoid

With hybrid work weeks, flexible schedules, five generations in the workforce and different ways of learning, today’s accounting employers have a lot on their plate. Add to that mixture a shrinking accounting pipeline and it’s more important than ever to understand and learn what constitutes good and bad employers. 

Lessons from Good Employers

Employers who create a safe, inclusive and opportunity-rich environment, according to Rachel Anevski, MAOB, PHR, SHRM-CP, CEO of Matters of Management, are keepers. They provide a transparent roadmap for roles and performance expectations, coupled with an open-door policy for questions and concerns. By actively listening to employees, these leaders shape a work environment that considers individual productivity styles, offering options for on-site, remote or hybrid work as suited to each team member, she said.

Offering flexibility is a key perk today for accounting professionals, according to Robert Mascia, CFBS, CEO and founder of Green Ridge Wealth Planning, an 18-store Dunkin franchisee and CEO of Mascia Capital Group. “Good employers need to prioritize work-life balance, focusing on the quality of work rather than the number of hours worked. Productivity and results take precedence over time spent in the office”, he explained.

Good employers are also flexible when it comes to rewarding individuality, explained Mascia.  “They take the time to understand each employee s unique motivations, offering personalized rewards and recognition that align with what matters most to the individual.” This, he said, fosters a positive, engaging culture. “They actively nurture a workplace culture that excites employees to start their week with enthusiasm — helping them avoid the dreaded ‘Sunday Scaries’ and creating an environment where people genuinely look forward to Monday mornings.”

Communication, according to Nicole DeRosa, CPA, MAcc, director of tax at SKC & Co. CPAs LLC, helps reinforce that positive environment. “By expressing thoughts and opinions in a meaningful and respectful tone, communication becomes a two-way street. Active listening also becomes a very important characteristic when it comes to communication since this will help build positive relationships and trust,” she said. This, she noted, goes hand in hand with flexibility. “Once trust is established, offering flexibility becomes easier. In today’s world, flex schedules are more the norm as employers have recognized they can improve an employee s well-being and enhance productivity.”

Financial security benefits also matter a lot, according to Mascia. Good employers “provide opportunities for employees to secure their future through retirement incentives or enrichment programs,” he said. “When employees feel financially stable and supported in their personal growth, they are less likely to seek new opportunities elsewhere and are more likely to feel valued for their contributions.”

Offering resources to employees for their day-to-day health as well as long-term growth is important, explained Anevski. “Good employers go beyond traditional benefits (health insurance, 401(k), paid time off) by offering additional resources that support employees' well-being and development.” She added, “They foster a workplace where growth isn’t limited by strict hierarchies but is encouraged through accessible advancement opportunities. Instead of managing by the hour, good employers focus on the quality and impact of the work produced, valuing outcomes over time spent.”

Practices to Avoid

Neglecting career development is a huge problem, according to Mascia. Good managers, he said, “ensure ongoing conversations about career progression” and “they regularly check in with employees to understand their aspirations and help them map out a path to reach their goals within the company.”

As Anevski explained, generalizations about staff can also be hurtful and harmful. “Good employers also don’t expect all employees to be like them. In fact, a good employer identifies employees’ strengths and puts them in a position to best utilize those strengths for the betterment of the company,” she said, noting that by elevating employees to reach their maximum potential, everyone wins.

Mascia noted that favoritism and having unhealthy cliques in the office can affect everyone negatively. Good employers, he said, “should actively prevent the rise of favoritism and foster a collaborative, inclusive culture where everyone feels part of the team, not divided into factions.”

Similarly, DeRosa added that, “an employer should do their best to avoid micromanaging their people, unless absolutely necessary; this should be the exception and not the norm. By micromanaging an employee, you are limiting their ability to deliver success while also spreading yourself thin.”

In addition, employers, she said, “should also lead by example and never be afraid to get their hands dirty.” Good employers don’t believe that they are ever above “the job,” she explained, and should never leave anyone on their team behind.

In short, Anevski, maintained that “a good employer builds a supportive environment that values each employee s contribution and invests in their professional growth, creating a culture that fosters mutual success and satisfaction.”