Remote Work is Still Good Business

By Sandra Wiley

President

Boomer Consulting, Inc.

Over the past few years, many firms have wrestled with what “the office” should look like. Some have doubled down on bringing people back in person, while others have embraced hybrid arrangements. In accounting, we’ve seen both extremes: firms investing heavily in redesigned office spaces to encourage in-person collaboration and others embracing fully remote teams, recruiting talent from across the country.

So does this mean the remote work experiment is winding down? Not at all. In fact, remote and hybrid models are firmly part of our profession’s future. According to the AICPA’s 2024 PCPS CPA Firm Top Issues Survey, finding and retaining talent remains a pressing concern for firms of all sizes except for sole practitioners. And flexible work continues to be one of the best ways to attract and retain people in a tight labor market.

Early predictions that remote work would save firms money on office space turned out to be only part of the story. The bigger benefit has been helping firms expand their talent pool and keep their best people. A survey from The Conference Board found that nearly two-thirds of workers rank workplace flexibility options, including flexibility in location and hours, as important—higher than any other component of salary and benefits, including bonuses, paid time off, retirement plans and healthcare options.

For many employees, the ability to work away from the distractions of commuting, office noise or rigid schedules makes them more productive and engaged. But beyond that, our very definition of “work” has shifted. It’s no longer about sitting in a particular chair for a certain number of hours. It’s about delivering value to clients. When projects are completed, deadlines are met and clients are happy, does it really matter if the work happened in a cubicle, a home office or a coworking space?

That said, success with hybrid or remote arrangements doesn’t happen by accident. It requires a thoughtful approach.

More management

If your version of management involves counting bodies behind desks and hours logged, remote work requires some major mental shifts. Successful managers of remote teams don’t base productivity on face time, but on actual output. Set clear expectations, communicate deliverables and measure progress based on results. When people deliver quality work on time, they’re doing their jobs.

More communication

Collaboration doesn’t stop when you’re not in the same building, but it does require more intention and effort.

Cloud-based project and document management tools provide visibility into who’s working on what. Video meetings help teams build connection when they can’t gather in a conference room. Instant messaging allows for quick check-ins without clogging inboxes. And don’t overlook boundaries. Tools with “do not disturb” or status settings help people protect focus time.

A few good rules

Many firms start down the remote path reactively. One valued employee requests it, then another and soon everyone is making their own arrangements. Without guidelines, it can quickly feel inconsistent. It’s not too late to put structure in place. Spell out what technology the firm provides, how employees must secure client data, expected hours of availability, eligibility for remote work and how you will measure performance.

Honest feedback from everyone

Not every professional thrives in a remote setting, and not every manager is naturally skilled at leading distributed teams. That’s okay. What matters is creating a culture of open, honest feedback. When people can share what’s working and what’s not, you can make adjustments and improve together.

The truth is, the collaboration and camaraderie that come naturally in an office may take more effort with a dispersed team. But that’s not a reason to resist flexibility. Firms that embrace remote and hybrid work and provide the right tools, culture and policies enjoy a stronger talent pipeline, higher productivity, greater engagement and better retention.

Remote work isn’t a fading trend. It’s part of how the accounting profession is evolving. The question is how you’ll make it work for your firm.