IN the ever-evolving business landscape, accountants have often been confined to the stereotype of being data-driven professionals obsessed with numbers. However, as the demands of the profession shift, so does the accountant's role. Today, they are indispensable advisors, requiring a comprehensive skill set that transcends numerical expertise to include vital human, or soft, skills. Bridging this gap mandates a commitment to ongoing education and development.

Within our firm's Knowledge Management Group (KMG), I have the privilege of spearheading initiatives aimed at enriching our accountants and colleagues with essential human skills. Through meticulously crafted programs that marry technical proficiency with crucial human skills such as communication and collaboration, our goal is to foster a culture of adaptability and excellence, populated by professionals adept in multiple dimensions of expertise.

Despite the misconception that certain skills are intangible or innate, I passionately believe that honing human skills requires deliberate practice. The challenge lies in translating this belief into action, particularly within a corporate context like an accounting firm.

I recently had the opportunity to join a seminar centered on outcome-based education (OBE). The principles discussed resonated deeply with our firm's ethos. OBE underscores the significance of clearly defined learning objectives and dovetails seamlessly with our aim of bridging the gap between technical and human skills in a measurable manner. Embracing OBE allows us to establish clear objectives and tailor programs from inception.

Samir Hassan, in a Forbes article titled "Fixing Skills Gaps and Revamping the Six Stages of The Training Cycle," examined the following stages of the training process: building and mapping competencies, assigning courses, skills benchmarking, results evaluation, matching outcomes to competencies and return on investment (RoI) assessment.

While these traditionally emphasize technical skills, integrating human skills into each remains a challenge. For instance, assessing intangible values like empathy in benchmarking or determining the RoI on such attributes can be intricate. Hence, a holistic application of OBE is indispensable.

Our people development approach is anchored in the learning domains of knowledge, skills and attitudes, translated into competencies resulting in excellent job performance. This is alongside the utilization of experiential, social and formal learning. We ensure that we nurture not only proficient accountants but also well-rounded professionals.

In today's interconnected work environment, accountants frequently encounter scenarios that demand robust human skills. Mere expertise in accounting principles is insufficient — their effectiveness hinges on the ability to communicate seamlessly with clients and colleagues while collaborating effectively within teams.

Employees are instrumental in embodying a firm's mission and vision. As someone entrusted with their training and development, aligning the skills we impart with our firm's values is paramount.

It is imperative to acknowledge that each organization prioritizes different facets. Thus, tailoring training to align with your organization's vision is imperative. The skills valued by each organization are not static. For instance, our firm's vision, "To be the preferred business advisor of dynamic organizations," underscores our emphasis on not only accounting proficiency but also human skills such as leadership, relationship-building, gravitas, empathy and professionalism.

As the accounting profession undergoes transformation, our approach to grooming the next generation evolves in tandem. While recent graduates may possess theoretical accounting knowledge, they often lack the practical experience crucial for application. Moreover, essential human skills, such as adept client relationship management and effective communication, are frequently underdeveloped.

A vital initiative for organizations is immersing these new hires in an environment conducive to experimentation and learning from mistakes. Cultivating a culture of growth and continual learning is paramount.

In our firm, we operationalize this philosophy through various methods, including:

– Professional development programs. These aim to foster personal growth, improve job performance and support career advancement. They encompass a wide range of activities tailored to meet employee needs at various stages of their careers and across different functional areas.

– Brownbag sessions. These lunchtime gatherings encompass diverse topics presented by both internal and external experts. The sessions offer employees a platform to broaden their knowledge, gain insights and engage with professionals in a relaxed atmosphere.

– Coaching and mentoring. Our coaching and mentoring program pairs seasoned employees with novice ones, fostering a mutually enriching learning dynamic. Coaches help uncover untapped potential. Mentors guide mentees in navigating the firm's culture, offer practical advice on professional interactions, and exemplify effective communication and collaboration. This structured system accelerates learning for employees while bolstering their confidence and skill sets.

– Scenario-based learning: The KMG frequently employs scenario-based learning and simulations to provide a secure space for new hires to experiment with various communication styles, collaboration strategies and problem-solving techniques. By encouraging risk-taking and facilitating learning from both successes and setbacks, new hires cultivate the human skills indispensable for flourishing as accountants.

In today's fast-paced landscape, thriving demands more than just technical expertise. Along with a solid grasp of the technical facets of the profession, cultivating human skills is imperative for excelling in the dynamic environments we encounter. While formal training and effective knowledge management play pivotal roles in bridging this gap, we should also embrace the ethos of continual self-improvement. Learning has never been more accessible, but the impetus for growth must originate from within the learner. Your most potent asset is your own curiosity and dedication to personal development.

Thia Creencia is manager of the Knowledge and Management Group at P&A Grant Thornton. One of the leading audit, tax, advisory and outsourcing firms in the Philippines, P&A Grant Thornton is composed of 29 partners and 1,500 staff members. We'd like to hear from you! Tweet us at @GrantThorntonPH, like us on Facebook at P&A Grant Thornton and email your comments to pagrantthornton@ph.gt.com. For more information, visit our website at www.grantthornton.com.ph.

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