As the UK government looks to introduce further rights and protections around work, accountancy practices must be laser-guided about understanding who they work for, what their needs are, and providing the appropriate level of service, suggests Vipul Sheth.
A new law has been implemented in Australia, enabling workers to protect their right to ‘switch off’ from their workplace. The UK government is considering a similar rule alongside a raft of other worker-friendly legislation.
Should business owners – particularly those leading accounting practices – be worried? Delighted? Non-plussed? Unconcerned?
Well, it’s not a move I’m particularly enamoured with.
Working practices shifted back to the 1950s is not what I’m after, and workers certainly have the right to not be exploited. However, a ‘switch-off law’ requires very careful implementation. And, ultimately, I don’t think working policies will require any kind of wholesale change – if any.
Who do you work for?
In all of this, we mustn’t forget that businesses need to serve their customers. That’s the same for an accounting practice as it is a supermarket.
Shops operate to serve a variety of purposes: breadth of choice; quality; convenience etc. However, an accountancy practice will have a much closer (and generally exclusive) relationship with their clients.
And these clients aren’t looking for a litre of milk at 11pm. Some will require a ‘basic’ compliance service, but even then, most would at least hope that if something untoward happens then their accountant can come to the rescue – and in good time.
If you shut up shop on a Friday, or there are long periods when a client is unable to contact anyone at your practice, then are you comfortable with that?
A client-first approach
The answer has to be a smartly run operation. One where you can cover all the bases; where people can ‘switch off’ when required but might be called upon in case of emergency.
Understanding what is reasonable, and when, is of course crucial.
Without delving too deep into the Vipul life story, there were periods in my professional accountancy career prior to Advancetrack where my ‘time’ was managed in different ways. While studying for my accountancy exams it was important I finished work at a certain time so that I could then focus on studying in the evening.
After I qualified as a chartered accountant I then put in some serious hours – these weren’t necessarily prescribed, but I wanted to demonstrate my skills and commitment to supporting the firm’s clients. During this period, I was promoted several times over three years.
Meeting the challenge
I’m not a believer in ‘presenteeism’, but if you’re given challenging work does that mean you don’t do it because you have a ‘right to switch off’? What if the client doesn’t get what they need? Nobody forced me to do it, but first thing on Monday until Thursday (anytime!)… and on Friday at 5.30pm I’d be out the door because I felt I’d worked hard – you wouldn’t see me for dust until Monday morning.
We talk about the UK’s productivity needing big improvement; if it can be improved by having four-day weeks and a ‘switch-off law’, then great… but I’m not convinced.
Accountancy practices, for all the technical skills borne of accountancy and tax legislation requirements, are still people businesses.
Being ‘present’
Can you help a client in their hour of need; when their overdraft facility is cut, or they face foreclosure? Accountants are engaged at a human level; something that says between the client and the firm’s people that we like you enough to work with you – so you must be available in that hour of need.
An accounting practice needs a strong mission statement, strategy, operations, and of course people. If everyone understands the firm’s direction of travel and their roles within that, then a ‘switch-off law’ would only be needed on rare occasions.
As for Advancetrack, we’re about creating time, to allow accountants to spend more time their clients face-to-face. Processing and producing analytical data can be outsourced and needs to eat up as little of your time and resource as possible. The human touch can’t be outsourced.
Vipul Sheth is founder and MD of Advancetrack
