Professional accountants – the future:
Generation Next:
managing talent in
finance shared services
About ACCA
ACCA (the Association of Chartered Certified Accountants) is the global
body for professional accountants, offering business-relevant, first-choice
qualifications to people of application, ability and ambition around the world
who seek a rewarding career in accountancy, finance and management.
ACCA supports its 198,000 members and 486,000 students in 180 countries, helping them
to develop successful careers in accounting and business, with the skills required by employers.
ACCA works through a network of 101 offices and centres and more than 7,291 Approved
Employers worldwide, who provide high standards of employee learning and development.
Through its public interest remit, ACCA promotes appropriate regulation of accounting and
conducts relevant research to ensure accountancy continues to grow in reputation and influence.
Founded in 1904, ACCA has consistently held unique core values: opportunity, diversity,
innovation, integrity and accountability. It believes that accountants bring value to economies
in all stages of development and seek to develop capacity in the profession and encourage
the adoption of global standards. ACCA’s core values are aligned to the needs of employers
in all sectors and it ensures that through its range of qualifications, it prepares accountants
for business. ACCA seeks to open up the profession to people of all backgrounds and remove
artificial barriers, innovating its qualifications and delivery to meet the diverse needs of trainee
professionals and their employers.
More information is here: accaglobal
September 2017
About this report
The first in a series of sector-
specific studies, this report
explores the work preferences
and career aspirations of
the youngest professionals
in finance shared services
organisations globally.
Contents
Preface4
Executive summary 5
1. Introduction 7
1.1 Generation Next – ACCA global study 2016 8
1.2 Generation Next in finance shared services 9
2. Generation Next in finance shared services: key findings 10
2.1 A successful long-term career in finance and beyond 13
2.2 Implications of technological changes for finance shared services roles 10
2.3 A transient workforce 15
2.4 Global ambitions 17
2.5 Expectations mismatch 18
3. Employers’ call to action 21
3.1 Attracting talent 22
3.1.1 Building forward-thinking career paths 22
3.1.2 Creating an appealing brand for shared services 23
3.1.3 Using technology as a recruitment opportunity 23
3.1.4 Attracting the right talent 24
3.2 Developing talent 26
3.2.1 Rotating staff between functions and location 27
3.2.2 Implementing effective mentoring schemes 28
3.2.3 Providing quality learning and development opportunities 29
3.3 Retaining talent 30
3.3.1 Promoting staff internally 30
3.3.2 Encouraging ‘intrapreneurship’ 30
3.3.3 Creating an enjoyable office environment 31
4. Conclusion 32
Appendix: Country comparison 33
References 61
Contributors 62
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Expectations of today’s finance organisation continue
to shift. Mass competition and the transformation of
global markets are placing unprecedented pressure
on organisations survival. This in turn is creating new
challenges, as well as new opportunities for today’s
modern finance team to innovate and help the
business create winning strategies for growth.
Many argue that it is the ascent of digital, however, that will have
the most significant impact on the future role of the finance team.
Here there is certainly one clear trend emerging – new technology
opportunities are not only redefining finance operating models and
acting as a catalyst for re-engineering key processes, they are also
having a profound impact on the future skills likely to be most
prized in the function.Preface
Yet, technology will never be the ‘silver bullet’. It is the combination
of digital and talent that will define the smartest future finance
organisations. Enter Generation Next, a study of those aged 16-36
in the global accountancy profession today. One of the largest ever
studies conducted in the profession by ACCA in 2016, the study
suggested this was a generation with ambitions for fast progression
and rapid career development. Yet these traits place new pressures
on employer practices for attracting, engaging and retaining young
talent in the global market.
Building on ACCA’s 2016 study, this report takes a closer look at
the aspirations of younger finance professionals working in finance
shared services today, as well as exploring the winning strategies
organisations can adopt to win the war for talent. It is the first of a
four-part series of reports that brings deeper talent insights into
specific sectors across the profession.
Professional accountants – the future:
Generation Next: managing talent in fnance shared services
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