Finding a good CRM for accountants (or accounting firms) can be challenging. Fortunately, there are a few best practices for getting and finding the best CRM for your firm.

Why a CRM?

CRM, or Client Relationship Management, is often geared towards helping salespeople better track their leads and prospects. 

For many accountants and accounting firms, this is NOT the tool they had in mind. In our experience, CRM’s that focus on sales and prospecting are typically a poor fit for many accountants.

Core Features

Let’s first go through the list of ‘features’ and why they’re useful, then discuss some of the options accountants have for finding a CRM software or application.

Here’s a quick list of what we’ll cover:

  • Central Client List
  • Tasks and Task Management
  • Recurring client Management
  • Workflow View

Central Client List

At the core of every CRM software is the ability to have a central client list that can be consistently updated by the team. 

This list can contain basic information such as name, address, and email, as well as more detailed information around billable address, second or third contact points for a given client. It’s important that whatever CRM software or application you choose as an accountant, that the client list is easy to use.

Tasks

The next set of features is adding notes and to-do’s or tasks. Adding notes and tasks on clients is critical for your firm if you wish to maintain an up to date record of all interactions and work that needs to be done for a specific client.

Apart from these two core features, CRM’s start to change based on the industry (or role) they are built for. As mentioned, many CRM applications is a software that is built for salespeople, not accountants. As such, I would recommend looking for tools that focus on Recurring Client Management (RCM).

Recurring Client Management

CRM software is primarily used as a means to track leads and close deals. But in a recurring revenue model (like accounting) you also need current client tracking, built to handle both new and existing client relationships. 

A few unique points about using a tool that includes recurring client management include:

  • Using a tool that includes task management and workflow capabilities: Instead of only tracking lead scores and communications, a quality solution offers the ability to track the work you do for clients that say “yes.”
  • Helps manage the internal team, too: With accounting, you need to know where projects and deliverables are in the workflow process. This means the ability to understand who’s working on what, where they are in the process, and critical due dates. 
  • Templates and Other Goodies: Of course, an internal and external customer/team management system needs helpful gizmos! Things like templates, to save those common processes (e.g. a Month-end close checklist). And other features, like custom labels.

Setting Recurring Work

As an accountant or accounting firm owner, some percentage of your work is going to be recurring. The ability to set up customizable recurrence schedules across your team and clients. So recurring tasks, jobs, or projects are important parts of RCM.

Work Views

Another feature of RCM is being able to create work views so you make sure that client work doesn’t fall through the cracks. 

Tracking client work, especially recurring client work across many clients, can quickly add up and become overwhelming for many generic applications or software tools (whether it’s a basic CRM, task management, or project management application). Therefore, a critical element of RCM is giving the owner and team the ability to quickly see what’s been assigned to them, and drill into a specific work category, status, due date, client file, and more.

Choosing a Quality Client Relationship Management Solution

Now that we’ve covered the core features of a CRM, you’ll want to know some things to look for in a quality solution. 

Here are three key criteria:

  • Learning material: Every piece of software is a new process for your team, clients, and yourself. The easier it is to learn, the better. You’ll want great training materials, onboarding help, or implementation assistance to ensure the best buy-in from your team.
  • Customer service: We’re talking about putting your business in a digital form, so it’s a pretty important piece of tech, right? That means you want fast responses, so check whether or not the solution has chat, email, and/or phone support. 
  • Reviews, case studies, and testimonials: Then it’s time to see what others are saying about a particular software! It’s ok to look on the product site itself, to find case studies and testimonials. Then, go to 3rd party review sites (like G2 and others) to see what else people say.

Further reading: Want a more detailed look? We’ve created a full-length buyer’s guide, with everything you need to choose the best accounting software for your firm. You’ll also find a detailed review of nearly a dozen of the top solutions.

Jetpack Workflow CRM Meets You Where You’re At

Whether you’re switching from a CRM, moving from spreadsheets, or starting from scratch, testing out both CRM and recurring client management applications is a critical step in helping you build a highly scalable, profitable firm. 

Most applications will come with a free trial period. We recommend starting out with a free trial to see if the application is a good fit. As an accountant looking for a solid CRM, the search might not be easy, but hopefully you’ve found this article helpful.

Jetpack Workflow was built for accountants and accounting firm owners, and comes with a 14 day free trial.

See Jetpack Worflow In Action

Get under the hood of Jetpack Workflow’s accounting workflow and project management platform. See some of the top features and how it helps your firm standardize, automate, and track client work more efficiently.

Recast Episode: This episode was originally published on June 7, 2018, but it’s a favorite among our Growing Your Firm Podcast community, so we’re bringing it back. Comment below to tell us if you’ve been listening to the podcast since the original airing of this episode.

Podcast

Summary

  • The Making of a Good Recruiter
  • Trends in the Job Market
  • The Four Questions
  • Vision as Part of Recruiting
  • Defining Your Company Culture
  • The Importance of Retention

Connect with Jeff

Additional Resources

Meet Jeff Phillips

Jeff Phillips, co-founder and CEO of Accountingfly, has been building and implementing talent and recruitment strategies since 1999.  In addition to his CEO duties for Accountingfly, Jeff added another title as he stepped in as CEO at Padgett Business Services.

Jeff has been named among the Top 100 Most Influential People by Accounting Today four times, serves on multiple professional and community boards, and was the 2020 President of The CPA Consultants’ Alliance. 

In this episode of the Growing Your Firm podcast, Jeff tells us how to attract 50X more qualified job applicants and retain them, because, in today’s firm, keeping your best staff is harder than ever before.

The Making of a Good Recruiter

Jeff knows that most business owners are not good recruiters. By his estimation, only about 15% are actually good at it, but even then there’s a caveat. “Even if you’re predisposed and have the personality set to be an excellent team leader, leaders are made. They’re not born; they’re trained.” As your firm grows, you will have less and less time for recruitment. That’s just the reality of it.

“Unless you have a trusted and proven system for people, whether it’s the hiring, onboarding, or retention system,” Jeff says,  your hiring process will grind to a halt. As you get busier running your business rather than working on the business, stuff like hiring gets put on the backburner. The most pressing issues  are the ones that arrest your attention, so having a system that helps you deal with the day-to-day issues is vital, especially one that yields repeatable, consistent results. 

Trends in the Job Market

However, the job market has changed. It’s no longer a “seller’s market” whereas jobs are concerned. Demand for accounting talent far outweighs supply. We are certainly in a buyer’s market; prospective employees have the liberty to pick and choose between employers and negotiate better deals for themselves. “The race for talent is over,” Jeff says. “And the talent has won.”

He unpacked that by explaining that if you’re hiring, you are competing for the best available talent in the market. The hiring situation is such that the prospect is in the driver’s seat, so to speak. You have to sell prospective employees on your company and your job openings. “To sell a product, you’ve got to have a brand, something to trade, and something that sets you apart that causes them to send you their resume.”

Clearly, this is more than just a hiring issue, it’s a marketing challenge. One of the major problems, Jeff says, is the way we advertise job openings. “Have you ever seen a job posting that looks like an HR document, and it’s just got a list of 35 bullet points of what the qualifications are and what the duties will be?” This is exactly the kind of thing you want to avoid. Jeff did an A/B test of a job post for a client where he tested a vision-based job posting against a standard HR job posting, and he pulled in 50X more job applicants than the HR document.

So, when it comes to job postings, how do you build an attractive post? It really boils down to four questions that the company needs to answer for prospective employees.

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  1. Why should prospective employees give you a portion of their career?
  2. Why would prospective employees want to work in your size of firm?
  3. What is the culture of your business?
    • A quick aside from Jeff, here: “You have a culture whether you know it or not. The answer to this question isn’t: ‘The culture here is we are a family.’ It might be and feel like a family, and that is incredible, but that’s the answer for a lot of firms when we ask that question. We have to go deeper than that.”
  4. What is the vision of the business?

Vision as Part of Recruiting

That last question is the most important in Jeff’s mind. Vision is absolutely critical. So, where do you start to build or define the vision of your company? It starts with the founder(s), and it all starts with why you started your company. Jeff asked a firm owner why he started his firm. His answer wasn’t about doing tax returns, it was that “He worked in public accounting, was tired of the grind, and wanted to start a firm where he took care of clients his own way without missing his kid’s activities.”

But why is vision so important in today’s culture? Jeff notes that the blog Going Concern is read by 180,000 accountants per month, and Going Concern has singled out millennials that read the blog. They survey those millennials to find out the best way to connect with them for job opportunities, and Jeff says it always comes back to vision. Your vision is a vital component in attracting the right kind of talent for your firm.

Defining Your Company Culture

One of the other major questions you need to answer for prospective employees is about your company culture. Jeff worked at Monster.com as a recruitment advertising salesman for seven years, and the first thing he learned in sales was “You sell benefits, not features.” What are the benefits for prospective employees if they decide to join your company? And we aren’t just talking about whether or not you offer medical or dental insurance, either. Sure, those are important, but people want to know the culture they would be walking into, and that’s rooted in who you are as a founder.

“What a wonderful opportunity to communicate and express what it is that’s unique about you, your team, and your company.” You have something unique to offer that prospective employees deserve to consider. The challenge is taking the time to work through this so you can readily articulate it to others, whether that’s your team, prospective employees, or the general public. Jeff points to Zappos as a great example of how to build out company culture.

Your company culture and vision are unifying forces. That doesn’t mean you won’t have vastly different people with differing opinions working for you — in fact, the best and most robust teams are composed of people just like that. But, what people line up behind is your vision — your company’s reason for existing — and your culture. The people who buy into those things will fall in line within your company, and those who can’t buy into them will be appropriately repelled. And that’s a good thing! Jeff says, “You want all of your turnover to happen in the recruiting process, not after you’ve hired them.”

The Importance of Retention

We are at a peak turnover rate in the public accounting industry, with 20% turnover being seen. Turnover is understandably bad for business, so how do we retain good people? Once again, you need to ask yourself several questions.

Firstly, what is your retention strategy? If you don’t prioritize how you retain talent and lead people, you will meet that turnover average. You must develop systems to assimilate new employees, lead them, and retain them. The most important thing in assimilating new employees is communicating their value to you and to the company — make them feel special!

Jeff tells a story about his own assimilation experience. When Jeff started working for a software company in Texas, they sent him his offer letter in a package that included a Tiffany pen to sign the letter with, a gift certificate to a local restaurant, CDs from local bands, and a packet detailing things to do and see locally. “I’m talking about something that happened to me 20 years ago,” Jeff says. “And I’m talking about it because a company had a system in place that made me feel great, that made me feel special and a part of the team!”

Find a way to make new hires feel special because they’ve chosen to spend a portion of their career with you.

Secondly, take time to train your people. Make a commitment to pour into those new hires. You need to have a training schedule that covers the core competencies of their job and the way things are done in your company. Someone has to train them, so make sure things are well documented. Whatever your system looks like, it needs to entail the functional work and the cultural work.

Thirdly, follow up with your new hires. Make sure they are getting settled in well and that the training is holding. Author Michael Buckingham actually analyzed the concept of follow ups and found that the most effective method was a weekly check-in where the manager asks the employee “what are your priorities right now and what can I do to help?”

Lastly, share some of the workload. Delegate some of your tasks to trusted team members. According to Jeff, “Proper delegation is providing crisp, clear results that every job should accomplish.”

By doing all of this, you are communicating value to your employees in a genuine way.

Conclusion

We covered a ton of great information in the podcast, so if you’re after more detailed information, be sure to check out the full episode! If you want to reach out to Jeff and ask about Accountingfly or just say ‘thanks’, email jeff@accountingfly.com.

See Jetpack Worflow In Action

Get under the hood of Jetpack Workflow’s accounting workflow and project management platform. See some of the top features and how it helps your firm standardize, automate, and track client work more efficiently.