The conventional “pyramid” model in accounting, which relies on large-scale entry-level recruitment, is becoming obsolete, according to a report by the Pennsylvania Institute of Certified Public Accountants (PICPA).

The model is being disrupted by technological advancements and a scarcity of talent in the profession.

Titled “2025 Workforce Transformation and Talent Management Strategies,”, the report aims to offer a practical roadmap for firms to address evolving challenges such as shifting business models and upskilling needs.

It surveyed more than 200 accounting firm leaders across 31 states, revealing a significant disconnect with 75% of leaders believe they will need the same or more staff to meet future demand, yet 52% expect their firm to be at least 20% smaller in five years.

According to the accounting body, the disconnect underscores the challenges firms face in aligning staffing expectations with available talent, both in terms of quantity and technical expertise.

The traditional “pyramid” model, “no longer fits”, the PICPA said.

Its report focuses the "inverted Pentagon” model, which emphasises precision hiring at the entry level and focuses on upskilling, retaining, and advancing junior and middle-level staff through specialised roles.

Despite this, 53% of firms have done “very little” to address workforce transformation, and 71% have only a “basic” training programme or none at all.

Only 6% rate their advisory training programmes as highly effective.

PICPA CEO Jennifer Cryder said: “Change is never easy, but standing still is no longer an option. Our goal is to help firm leaders move with purpose and turn intention into action. This is a moment for transformational action.

“Our hope is to equip accounting firms with the right tools and resources so that they can adapt to the broader trends we are seeing, without losing that human-centric, trusted-adviser mindset, or the ability to deliver the high-value work for which CPAs are respected.”

Barriers to change include insufficient staffing for transformation efforts (47%) and financial constraints for training and technology (43%).

This lack of investment contrasts with the growing demand for critical skills development, especially among junior staff.

Firm leaders identify financial data analytics and visualisation (53%) and proficiency with technology tools such as robotic process automation, AI, and cloud-based platforms (50%) as critical skills for entry-level staff.

Entry-level staff face high workloads (47%) and limited internal training (34%) as barriers to progression.