eBook

Remote Work for Accounting Firms:

The Ultimate Guide for a New Era
Table of Contents
CHAPTER 1 Remote Work: Your New Normal.......................................................................... 3

CHAPTER 2 9 Remote Work Security Considerations.............................................................. 5

CHAPTER 3 Optimizing Communications When Remote Work is Mandatory...................... 7

CHAPTER 4 IT Considerations for a Successful Merger or Acquisition.................................. 9

CHAPTER 5 Equipping the Home Workspace.........................................................................12

CHAPTER 6 Tax Optimization: Digital by Default....................................................................16

CHAPTER 7 Working Securely on the Road.............................................................................19

CHAPTER 8 Seven Considerations for Better Managing Remote Workers.........................21

CONCLUSION................................................................................................................................ 25
C H AP T E R 1

Remote Work: Your New Normal

When you think of remote work, what comes to mind? For auditors and consultants, it’s working on
the road at client offices, airports and hotels. For tax managers, it’s most likely reviewing returns late
at night and on the weekends. For client accounting services personnel, it is going out to the client site
to install applications or connecting into their computer through a remote-control application (such as
GoToMyPC, LogMeIn or Join.me). For admin personnel, it’s, “What? I don’t work remotely.”

Then BAM!

Along comes COVID and virtually overnight, ALL WORK, not just the departmental applications, gets
pushed into a remote work environment.. . your home.

For firms that previously formalized their remote work programs and had all their applications cloud-
enabled, it was a fairly smooth transition, and work continued to be pretty much the same with added
benefits of remote collaboration. However, for those firms without a firmwide remote work program
(which, it turns out, was the majority), the legacy of their disparate users, solutions, and processes
utilized by their departments caused noticeable disruption, resulting in various degrees of work
inefficiency and a desire to “get back to the office as soon as possible.”

We heard from such firms that they could not easily access the files they needed to complete work, they
could not collaborate with staff as easily as walking down the hall and they could not easily find out the
status of client projects.

To further highlight the differences between firms with and without a remote
work process, one accounting journal said in June 2020: “63 percent of workers
and managers say productivity has risen or stayed same since COVID,” while
another stated in July: “62 percent of accounting firm leaders say their firm’s
productivity has decreased and 26 percent say it has stayed the same by more
staff working from home.”

Huh? How do you reconcile such differences in findings?

Right Networks • 888.417.4448 • Pg 3

 Well, we attribute these differences to firms that already had all their
applications and processes managed digitally and available through
the cloud, and those that lacked a firmwide concept and only promoted
remote solutions needed by their individual departments.

The reality is that those firms with a formal program have experienced significant competitive
advantages, including overall firm/client collaboration, availability of personnel at their convenience,
global access to work and improved flextime opportunities for work/life balance.

These firms see these benefits as their “new normal,” while those that had a poor experience and fought
the inevitable transformation will mostly go back to their old way of doing things.

Think about it.. . If remote work is not part of your new normal, now is a great time to step back and take
a look at what you’ve been missing and decide what you will do about it.

Right Networks • 888.417.4448 • Pg 4

C H AP T E R 2

9 Remote Work Security Considerations

Now is the time to review and tune-up your security processes.

The COVID-created rush to have everyone working from home inadvertently exposed firms to security
threats they may not have considered before the pandemic struck.

Even firms that were already in the cloud (and had adopted a mobile mindset) had to quickly transition
tax and administrative personnel that may not have previously had experience working remotely.

With much of a firm’s personnel being newly placed into this work situation, now is a good time to review
and tune-up your security processes to ensure they properly protect the firm for all remote users.

Below are key remote work considerations in expanding the firm’s security policies to accommodate
this new remote normal.

1. Connect only authorized equipment to your firm’s resources.

Verify only authorized equipment is connected to the firm’s applications and data. This mandates
that only computers configured by the firm’s IT team be utilized.

Other devices such as employee-owned computers, smartphones, and tablets should have their
security settings verified as well, particularly regarding mandatory automatic updating of the Windows
operating system, antivirus, and other security applications before being allowed to connect.

2. Keep an up-to-date inventory of firm-owned equipment.

All firm-owned equipment (monitors, docking stations, keyboards, mice, power strips, etc.) should
be inventoried.

Inventorying these items will help set guidelines on future support for hardware. (And if it’s
employee-owned equipment, it’s not the firm’s responsibility to support.)

If the firm’s policy already allows the use of personally owned computers and other equipment,
they should NOT be shared with any other family members.

3. Limit what employees can install.

In addition to the antivirus and operating system updates mentioned previously, the policy should
limit employees’ ability to load unauthorized applications or plug in any USB storage device, as
these actions can both introduce malware.

Cloud solutions (like Right Networks) can enforce such security policies as well as provide
application maintenance and a consistent remote work experience between home and office.

Right Networks • 888.417.4448 • Pg 5

4. Educate firm personnel regularly about security threats.
Mandated security training for all personnel should be completed at least annually and done
immediately if it has not completed since employees were sent home due to the pandemic.

This training should incorporate all evolving threats on social engineering, ransomware, phishing
emails, fake application updates, and any IT policy updates since the last training.

It should also include specific remediation instructions if the employee inadvertently clicks on a
phishing email or suspects their security has been breached.

Instructions may include disconnecting immediately from the ethernet or WiFi connection,
documenting events leading up to the breach, and contacting a specific internal security team
member for further guidance.

5. Verify employees have a secure internet connection at home.

The security of employees’ home internet connections should be verified. This includes verifying
the firmware on their modem and router are up to date, as well as changing their default login
credentials before connecting to firm resources.

Segmenting internet connections can also provide additional security by dedicating primary access to
the employee and having other family members on the secondary or “guest” access point.

This other access should include non-business-related internet-enabled devices such as digital
doorbells and locks, garage doors, gaming, and other “smart” IoT devices, which could pose a threat
if compromised.

If in doubt, utilizing the mobile hot spot on an employee’s smartphone is a more secure alternative
than compromised WiFi.

6. Protect login information and encourage modern password rules.

According to the IRS, all firms should be using multi-factor authentication, virtual private networking
(VPN) applications when connecting to their digital resources, and modern password rules.

Modern password rules indicate that passwords should be:

• A string of three or more random passwords or passphrases

• Unique to each user
• Never repeated across multiple accounts

To discourage password re-use, recommend that your firm personnel use a password vault application.

7. Keep client confidentiality top of mind.

While keeping client data protected is top of mind within the office, it can be an afterthought when
working from home.

Firms need to remind their members that their work-from-home areas should be conducive to
keeping client data private. Data privacy is supported by shutting down the computer while not
actively working and mandating screen locks automatically kick-in after a pre-determined amount of
time (i.e. five minutes).

Right Networks • 888.417.4448 • Pg 6

C H AP T E R 3

Optimizing Communications When

Remote Work is Mandatory

Remember when our idea of a “mobile phone” meant attaching a 12-foot coiled cord to a landline?

Internal office communications have evolved from memos and meetings to phone calls and email.. . to
instant messaging and video chat.

Depending on when you entered the firm, you probably have a preferred prioritization of how you
individually communicate best. But in many cases, a firm’s communication prioritization is built around
the “cultural norm” promoted by its leaders.

When COVID-19 forced firm members to work remotely it upset the communication
“apple cart.” Normal lunchroom chats and spontaneous office conversations
simply disappeared. The visual cues many of us picked up while
walking down the hallway went with them, too.

Observing an “eye roll” during a meeting in the conference room, or lunching with a client, were suddenly
lost and replaced with two-dimensional conversations.. . leaving some firm personnel feeling disoriented
and isolated.

With remote work projected to continue to be the “new normal” for both firms and their clients (at least
part-time) for the foreseeable future, it’s a good time to address any communications gaps head-on.

Whichever collaboration method your firm chooses, make sure personnel know how to use it.

Prioritize virtual solutions that work optimally in this new reality by offering collaboration solution
training for both firm personnel and clients.

A collaboration training curriculum may include:

• Messaging
• Video and/or audio calling
• File sharing
• Integrating existing contact lists
• Email and calendaring
• Scheduling interactions

Right Networks • 888.417.4448 • Pg 7

Collaboration solutions that incorporate most (if not all) of these capabilities
include applications such as:
• Slack
• Zoom
• Google Meet/Chat
• Microsoft Teams

While Slack was strong in corporate America prior to the pandemic, and Zoom jumped to the forefront
afterward, we believe firms will settle on Microsoft Teams due to its integration with Microsoft 365
(Office), which the majority of accounting firms have already transitioned to.

Firms will benefit greatly by taking the time to mandate training to optimize communication tools along
with the digital data/infrastructure and workflow tool training efforts.

What can firms do to ensure communication and collaboration continue to be optimized?

We recommend firms act by first designating a communication and/or collaboration champion who’s
responsible for optimizing the use of their firm’s selected communication tools.

Instruct your firm’s champion to query firm personnel, attend training to develop their own expertise,
and continually provide best practices and learning opportunities firmwide.

Because in this new environment, updating your firm’s communication skills is just as important as
updating technology and applications.

The reality is: Remote work will be a significant part of your accounting firm’s future.

We don’t see face-to-face, telephone or email communications disappearing, but we do see firms
increasingly utilizing collaborative tools as the most comprehensive and efficient solution.

The sooner that the firm promulgates “firmwide” communication standard—the more effective they will be.

Right Networks • 888.417.4448 • Pg 8

C H AP T E R 4

IT Considerations for a Successful

Merger or Acquisition

Despite restrictions in place due to COVID-19, accounting firms are continuing to acquire and merge in
other practices and related businesses.

With the inherently confidential nature of mergers and acquisitions and the stunted ability to physically
meet, most discussions are limited to participation by a handful of firm leaders who are most often
focused on high-level practice valuations, practice production and synergy, and overall cultural fit.

During these discussions, information technology is often treated as an afterthought and unfortunately
has been shown to come back and haunt the firm if not previously addressed.

Before your firm signs on the dotted line, be sure to address these potential information technology
pitfalls to ensure the best possible M&A outcome.

1. Create a standard set of applications.

Mergers have been ruined by acquired practices not adopting a single standard set of applications.
The benefits of a standardized set of tax, assurance, and practice applications are many, allowing
the firm to streamline licenses, training, and most importantly to share work.

Partners should consider the length of all licensing contracts, what the penalties are for early
termination, and the process, timing, and cost to consolidate data from multiple applications into
one, centralized system. And equally important: Don’t neglect to incorporate the costs associated
with training firm members on how to use their new software.

2. Tax applications and their related tools.

Firms should decide on not only which specific tax program will be utilized, but also the related
applications that integrate with it, including portal, eSignature, scanning/OCR, tax binder, PDF, and
PDF annotation tools.

Redundant tax/assurance research and forms licenses are often one of the biggest wastes we find in
firms when the reality is either of the top two providers are adequate and can become the firmwide
standard after a minimal amount of training.

Also, inquire about multi-location licensing stipulations which can fluctuate depending on the
remote access solution/approach utilized.

Right Networks • 888.417.4448 • Pg 9

3. Assurance tools, work paper programs, and engagement binder apps.
The firm’s audit approach is often driven by the work paper program utilized and the engagement
binder application, which can be from a mixed variety of vendors.

In many cases, this engagement binder is also used by the tax department for organizing their
business returns, so standardization of assurance tools has a far-reaching impact.

Firms should evaluate the industry segments to be served by the combined entity after the merger
and identify the most appropriate firmwide audit suite to set the standard.

4. Practice management, workflow, and collaboration software.

Firmwide applications such as practice management, workflow, collaboration (Zoom/Teams), and
eventually document management and portals will be utilized by every person in the firm, so it is
critical to work towards standardized usage as early as possible to ensure synergy as a single firm.

In addition, upgrading licenses to standardized versions of Microsoft Windows, Microsoft 365

(formerly Office 365), and PDF programs can be an unwelcome surprise if not budgeted for before
the merger.

5. One IT infrastructure managed by one firm = a significant amount of

unknown variables.
Running separate IT infrastructures duplicates hardware and personnel costs and makes support
more difficult.

Combining everything in one location is better but requires extensive IT experience for capacity
projections. And not only for server and/or disk capacity of the combined entity, but also the added
backup and disaster recovery infrastructure required.

Add to this the skills needed to build a working remote access solution (and the anticipated amount
of internet bandwidth required) and you quickly realize there are a significant amount of unknown
variables and costs.

Right Networks • 888.417.4448 • Pg 10

Firms that choose to maintain their own server infrastructure should be aware of these variables before
the merger is finalized.

So, what can firms do?

Moving applications to the cloud or utilizing a cloud-hosted provider to manage the expansion, backup,
and disaster recovery will simplify these discussions, as most charge a fixed fee per user per month and
already include the application and hardware requirements needed to support future growth.

Software, applications, and tools have been set. Now, it’s time for hardware.

Firms should also create a comprehensive hardware inventory of workstations, monitors, scanners, etc.
as there may be significant upgrades required to get the newly acquired practice to be able to efficiently
operate the firmwide standard.

Agreement on the minimum processor, RAM, SSD storage size, and particularly the required displays for
each workstation will help identify the number of workstations that will need to be replaced or upgraded.

These minimum standards should also include Microsoft 365 (formerly Office 365) and PDF licensing
needed as these will need to be budgeted for annually.

If existing desktops do not have video cameras, microphones, and speakers, they will need to be
budgeted for before collaboration tools such as Zoom or Microsoft Teams can be utilized.

Firms will also want to have the IT team review the scanner and duplicator models and contracts to
ensure they are capable of adequately running the selected scanning applications.

Standardizing applications, tools, hardware, and software is an important step

towards an inclusive firm culture.

Mergers and acquisitions are one of the fastest ways for firms to grow and expand but should be done
with everyone’s eyes wide open and include a thorough review of the IT requirements after the deal is
closed.. . directly after the deal is closed.

Right Networks • 888.417.4448 • Pg 11

C H AP T E R 5

Equipping the Home Workspace

We encourage you to take a step back, evaluate your remote work environment and tune it up where
necessary using these tips for equipping your remote workspace.

Equipment
Is your remote workspace as productive as your office workspace?

Having a similar computer with the same display capabilities makes a huge difference. Utilize similar (or
the same) peripherals while working at home as you do when you’re in the office, then connect them all
with a docking station.

Bring your “work computer” home.

Natural disasters prompted many firms to move to laptops as their primary computer, which made it
easier for those firms to transition to remote work. Not only did this allow firms to standardize security
and remote access, but allowed staff to become familiar with one machine, particularly if the keyboard
and mouse were the same.

If you’re splitting time equally between your remote and office workspaces, buy two of the
same mice and keyboards to avoid lugging these peripherals back and forth.

If staff use a separate keyboard and mouse in the office, it would be worth it to get the same devices at
home if they are going to be splitting time between both locations regularly.

Get a docking station to use at home and keep your peripherals (mouse, keyboard, displays, etc.)
plugged in and ready-to-go.

To facilitate quick plug-ins both in the office and at home a docking station with power, displays, and
peripherals already plugged in will save setup time and promote consistent usage.

Make sure you have enough display “real estate” to view at least four Bonus Tip:
applications at once. (Four applications ≠ four monitors.)
Existing widescreen
Having as much screen space remotely as in the office will help maintain
efficiency, particularly if the monitors are in a similar setup. displays that are 20

Our general rule is you need to have the ability to view at least four applications inches or less can be
concurrently at normal resolution, similar to in the office.
flipped vertically, into
Buy a monitor that is large enough to display multiple, full pages in their
a “portrait” mode,
natural, vertical format without having to scroll or reduce the image size.
to make viewing
If you need to print, make copies, or scan documents.. . there are cost-effective
multifunction inkjet devices. However, then you would need to invest in a scanned full-page
shredder. To save yourself time, resources, and the headache of maintaining
another device: go virtual. Buy a larger, more capable monitor as your main documents easier.
screen and flip your older monitors into a vertical position to optimize their use.

Right Networks • 888.417.4448 • Pg 12

Communication
Virtual collaboration is the new normal for communicating internally, and with clients,
and should always be done professionally.

Most people will forgive a wandering child or pet for showing up onscreen, but they will quickly become
frustrated with poor video quality and more importantly, poor audio quality.

Here’s what we recommend all professionals (or the businesses they work for) invest in to ensure
remote work communication is as seamless as possible:

Buy a noise-canceling headset with a built-in microphone that integrates with your computer
and cell phone.

Utilizing a noise-canceling headset and microphone that integrates not only with your computer for
webinars and collaboration but also answers your cellular phone is a worthwhile investment. While
devices with physical cables provide optimum audio quality, Bluetooth devices provide mobility.

It’s worth buying a standalone webcam if your computer’s built-in camera isn’t facing you.

If your computer’s built-in camera is not conducive to straight-on eye contact, it is worth buying
a standalone webcam that can be optimally positioned with a swing arm mount.

And don’t forget lighting. If your workspace is dark or has extreme natural lighting (side glare),
this can be offset with inexpensive lightboxes, filters, or smaller LED light kits that can be mounted on
swing arm mounts for a perfect setup!

Learn how to troubleshoot basic AV problems to make the most out of every virtual meeting.

Remote collaboration will be around for the long haul so you might as well get good at it!
Firms should consider providing specific best practices training on the most common platforms
(Zoom, WebEx, MS Teams) and how to troubleshoot basic problems with audio and video (AV).

Right Networks • 888.417.4448 • Pg 13

Connectivity
If your internet bandwidth is strained by multiple family members concurrently using it for
school, work, and collaboration...you need to re-evaluate your service plan or provider.

If your internet access is normally good when working alone but suffers when multiple family members
log on, the easiest solution may be to increase bandwidth.

Increase your bandwidth at the first sign of slowness.

If increasing bandwidth isn’t possible, look at other internet service providers including those that offer
digital cellular (4G/5G) services, which is what we regularly rely on while traveling.

Prioritize work traffic, and maintain network security, by segmenting your router.

To make sure your connections are secure it is recommended that you segment your router to
separate work from family and to prioritize work traffic.

It is also important to make sure your WiFi is secured by updating the firmware and changing
the password.

Set up your mobile hotspot to make sure you stay connected if your internet goes down.

Most accounting offices have dual internet service providers, which isn’t always an option when
working at home. We suggest users become comfortable working from their mobile hotspot as an
emergency backup.

Right Networks • 888.417.4448 • Pg 14

Location
In the rush to go virtual, many “newly remote” personnel set up a temporary workspace.
And while these solutions were convenient at the time, they’re most likely not optimized
based on what we know now.

No one anticipated (nearly a year ago) that they’d still be in close proximity to their family members;
distance learners were expected to go back to school in the fall.. . and we know now, they’ll be learning-
from-home through busy season.

Is your workspace conducive to work privacy for video calling/collaboration? The kitchen table does not
promote “keeping client data confidential” or privacy when making calls. Do you have the ability to
separate from others by shutting the door?

If you don’t have your own office, find a low-traffic area of your home and make it the
“quiet zone.” Use this zone when you’re making video calls or collaborating.

Step back and evaluate if the ergonomics are conducive to good work and whether the workspace
is free of clutter.

If you need a dedicated workspace, have you considered a standing desk that promotes better health?

And from a focus perspective, you should consider what direction you are facing. Avoid facing doors,
family common areas, or windows that look out onto a lot of activity.

Desktop: Declutter your desk and prioritize your health with ergonomic equipment.

Seating Position: Are you working on a couch, hard kitchen chair, or bench? Maybe it’s time to upgrade
that chair or buy a gel cushion for long term comfort and proper ergonomics.

Proper Lighting: Working onscreen for hours is a requirement for remote accounting work and can be
hampered by a room that is too dark or is impacted by external glare, particularly if you
are doing a lot of remote collaboration through video.

Noise Dampening: Can your workspace be closed off to minimize external noise during calls?
If not there are white noise devices to neutralize ambient noise or you can utilize a noise-canceling
headset and microphone.

Right Networks • 888.417.4448 • Pg 15

C H AP T E R 6

Tax Optimization: Digital by Default

One of the few silver linings during this pandemic has been the accelerated adoption of technologies
and processes that allowed employees to work effectively regardless of location. The firms that
were successful working remotely utilized digital solutions to not only move and access information
electronically but also to collaborate virtually.

By default, those firms utilized digitized applications either to natively capture data electronically or
transform physical documents into a digital format at the earliest “root” source opportunity so that it
could be accessed by anyone on their computer regardless of where they were working.

To work optimally with personnel in remote locations,

all files must be digital by default.

One of the key benefits of “digital by default” is that documents received digitally have a custody trail
when delivered via a portal or secure email that allows those documents to be re-accessed in their
original form, which can be difficult with physical documents (and must be physically returned back to
the client at completion of the engagement).

We’ve heard more than once that a client believed a missing document “was in the stack I sent you.”
We’ve also seen firms continue to move those physical client source documents through the tax process
to the preparer and reviewer, because they were “not sure that all the documents were properly
scanned.” (Something that, by the way, would be almost entirely eliminated with digital ingress and
proper quality control at the scanning level).

Additional benefits of “digital by default” are that the files can be backed up and secured by the firm’s
applications, which again is difficult to do with physical files exposed throughout the office or in
transport to someone’s home during the tax production cycle.

So where should firms look to be “digital by default?” Below we outline seven processes that should be
on every firm’s radar.

1. Engagement Letter
One of the first processes to digitize is the delivery of the engagement letter. For firms sending out
organizers, the engagement letter can actually be incorporated into the cover letter of the organizer
and written with a negative confirmation (i.e.: by virtue of you providing your source documents,
you agree to the terms of this letter). For standalone engagement letters beyond 1040s, they can
be either emailed to the client with an integrated signature tool (i.e. RightSignature, Adobe Sign,
DocuSign, TR or CCH eSignature, etc.) or placed in a portal with client notification and returned
through the portal.

Right Networks • 888.417.4448 • Pg 16

2. Modern Portal
Formally training clients to utilize the firm’s portal to transfer files to/from the firm should be a
priority this busy season and creates a safer environment for both the client and firm personnel
(specifically taking COVID into account). Modern portals are not only “secured file drawers on the
Internet,” but also have the capacity to integrate PBC (provided by client) lists, status dashboards,
and client reminders as part of an automated digital workflow within that application. These
features are being replicated by the major accounting software vendors into their portals and
firms should evaluate how integration with tax, document and workflows tools can be optimized to
minimize human interaction and potential errors.

3. Standardized Source Documents

While many “paperless” firms scan source documents at the completion of the tax process to
store digital copies, the real benefit to firms is doing so at the front end in a firm standard format.
Pushing the scanning to the front end allows source documents to be immediately accessed
from any location for both preparation and review. Today’s scanning tools also create a standard
“bookmarked” format for all source documents which everyone can learn consistently. According to
the 2021 CPAFMA Digitally Driven Firm (DDF) Survey, 79 percent of firms were utilizing automated
bookmarking and 69 percent were utilizing auto-input of information from key source documents
via OCR (optical character recognition) into the return. An added benefit is the cost-savings when
all scanning and quality control of the source documents is centralized in the administrative
department which does so at a lower cost and also promotes more consistency in the files.

4. Importing Trial Balances

An oft overlooked opportunity to streamline input into business tax returns is the importing of the
tax trial balance from the binder package into the return, which 66 percent of the CPAFMA DDF
survey respondents were utilizing. Once tax codes and groupings are designated, the information
can be directly imported into the return with time savings rolled over from year to year.

5. Digital Delivery

One of the most significant cost savings within the tax process is the transition from physically
delivering a return to digitally delivering it. At the time firms train their clients to utilize the portal for
document ingress, it can be explained that their return will be securely delivered in the same fashion
with notification when completed. There are not only savings in regard to paper, envelopes and
postage, but also much of the administrative handling required to get those returns into the mailbox.

6. Digital Invoicing and Payment

There is a significant amount of manual handling in most firms’ billing and collections processes.
Today’s time and billing systems can easily generate a digital invoice that can either be emailed
directly to the client (and their controller/accounts payable person) or placed in the portal as an
attachment with the return. Firms can include digital payment instructions such as ACH and online
credit card payments which can integrate payment links embedded in these invoices. Some online
payment services (CPACharge, QuickFee, Thomson Reuters Kotapay) can also be integrated with the
firm’s practice management application for direct import to the appropriate client account, rather
than manually re-keying.

Right Networks • 888.417.4448 • Pg 17

7. Digital Workflow

Many early adopters of “paperless” technologies automated individual components of their tax
processes such as due dates, return assignments, engagement management, delivery instructions,
etc. utilizing spreadsheets or components of individual applications. Unfortunately, this often led
to information between these applications being out of sync, which created significant manual
reconciliation. One of the key solutions to “digital by default” is the utilization of a true workflow tool
that takes all of these components and puts them into a single application that can be made available
to all firm personnel to immediately see the status of any project. Project workflow capabilities can
be embedded in the tax program or practice management application, but the most comprehensive
solutions were designed specifically for accounting firm workflow (CCH XCM and Workstream,
Thomson Reuters FirmFlow, Doc-It Workflow, OfficeTools, etc.).

Firms that continue to adopt and promote entirely digital files and processes will be at a competitive
advantage for the many reasons mentioned above and it is up to each firm to educate their personnel
and their clients to become “digital by default.”

Right Networks • 888.417.4448 • Pg 18

C H AP T E R 7

Working Securely on the Road

While remote work throughout this COVID crisis has primarily been working from home, the time is
coming soon when some remote work will include working offsite at external business locations.

Clients’ offices and other public locations introduce various connectivity, security and confidentiality
risks that are very different from those addressed in the somewhat “static” home environment.

Because of the last year, many firm personnel are now comfortable with their home office setup and
have forgotten about the work risks facing them outside, unfortunately.

Accordingly, it is important to review and update remote work policies to ensure they incorporate any
new technology, applications, and process lessons learned during the crisis and remind personnel about
how to keep their hybrid firm secure—whether they are on the road, working from home or in the office.

Maintain a Secure Internet Connection

With virtually all applications and data residing in the cloud or on firm remote access servers, getting an
internet connection is usually one of the first requirements when working in the field. While clients may
provide a direct ethernet or WiFi connection, there is no easy way to determine if that connection is safe
or compromised.

At a minimum, firms should mandate using a VPN (virtual private network) before utilizing any external
internet source, particularly for public WiFi sources such as those found in hotels, airports, coffee shops, etc.

A better solution is to promote using the mobile (4G/5G) hotspot within smartphones and standalone
hotspot devices. While they may not be as fast, they are definitely more secure.

Additionally, consistently using a mobile hotspot saves time at the start of each engagement, as the
accountant does not have to configure the WiFi connection at each new location.

Do Not Save Data Locally

Cybersecurity laws require that any confidential, personally identifiable information (PII) data stored
on a local hard drive is protected with disk encryption and reasonable care.

Utilizing data locally also requires the accountant to be responsible for backing up the data to the
network, leading to version control problems and over-writing others’ work.

Disallowing any local data is the better solution. Update policies to ensure data creation and storage
happens in the cloud to protect it more effectively.

Right Networks • 888.417.4448 • Pg 19

Transfer Files Digitally
When going back to physically meeting with clients, either at your firm or a client’s office, it is crucial to
not fall back on old habits, such as accepting data on a flash drive (which can lead to a firm’s exposure
to malware.)

Post-COVID policies should exclusively promote client use of portals and secure email instead of
any physical media. Firms that only accept virtual documents won’t need to worry about returning
clients’ source documents. Not only does this save time, but it also ensures the clients’ records stay
safe and secure.

Our outsourced IT solution, Right Networks Cloud Premier, includes a portal for efficiently transferring
client files and data. Learn more about how firms are using Right Networks Cloud Premier to reduce IT
hassles and stay secure.

Keep Client Information Confidential

Most of us have become very comfortable leaving our computers on at home when we go grab a cup of
coffee or take a break to walk the dogs. Leaving firm and client data on the screen while working from
home has not been identified as much of a risk, and some personnel have even extended the time it
takes for their automatic screen lock to invoke. However, leaving a computer display visible in a public
space exposes data to prying eyes, particularly if the user walks away from the workstation to get a refill
or ask the controller a question.

Using a privacy filter protects against shoulder surfers; however, best practices point to reminding
personnel to stay aware of their surroundings and lock down their workstation when they step away.
While we don’t recommend leaving a laptop unattended, using a cable lock and automatic screensaver
provides basic protection.

The Newest Normal

As the coronavirus threat subsides, all of us will return to a “new normal”

work environment. Undoubtedly, the way we will work will be a hybrid version
incorporating the best of working from home, returning to an office environment,
and physically meeting with clients.

Be sure to do so safely by considering the physical and virtual requirements of this new normal.

Right Networks • 888.417.4448 • Pg 20

C H AP T E R 8

Seven Considerations for Better

Managing Remote Workers

90 percent of HR Leaders Said Employees Would Be Allowed to Work Remotely

Even Once COVID-19 Vaccines Are Widely Available—Gartner

The COVID pandemic pushed every firm to adopt remote work at some level, and while there are signs
of a gradual return to normalcy, remote work’s overall benefits are clear and will continue to be a
significant part of the accounting profession’s next “normal” work environment.

With the reality that remote workers, whether full or part-time, provide a
competitive advantage, it is important that firms wholeheartedly include
remote work as an integral part of the firm’s evolving culture.

One of the difficulties identified by owners and managers throughout the adoption of remote work has
been that many were not prepared to manage and collaborate with staff not physically within their line
of sight.

Firm leaders must adapt their management style to ensure remote workers feel as supported as the
individuals sitting in the office.

Below we outline seven considerations to incorporate remote workers more effectively into your firm.
Read through these considerations, then use the question(s) at the end of each section to identify which
areas need improvement.

1. Rethink How Performance Is Measured

Many owners learned to manage their practices based on staff “putting in the hours,” which they
could physically confirm by seeing them working at their desks (and unfortunately, some noticing
when they clocked in and left the office for the day.)

Combat this traditional clock-in/clock-out mentality by focusing production metrics on what is

really important: The successful, timely completion of work and effective collaboration with clients
and firm members.

Ask Yourself:

• If I were to start managing my team today, which performance metrics would be most
indicative of productivity, or lack thereof?
• Which metrics show how their actions are contributing to our business’s success?

Right Networks • 888.417.4448 • Pg 21

2. Use a Project Management Tool to Assign and Monitor Tasks
Managing remote workers requires that all personnel integral to a project have comprehensive,
timely awareness of its status and task deadlines.

Today, this means using a project or workflow tool that is always available at the end user’s
convenience, which by default must be virtual. Managers must learn to effectively use these tools
to assign and manage work and see that the end-users know how to utilize them.

Ask Yourself:

• Does my team have an effective project management tool to capture, assign and monitor
their workload?
• Does each member of my team understand how to use our project management tool?
• Are project processes defined and readily available?

3. Communicate Regularly and Respect Your Team’s Commitments

Regular staff meetings (that include remote workers) will maintain projects keep progressing and
allow managers the opportunity to address and answer questions.

Whether teams meet weekly, daily, or as needed, managers need to be mindful of remote workers’
capabilities and schedule meetings accordingly so everyone can attend. Inclusion is important to
promote camaraderie and will help enforce a collaborative culture throughout the firm.

Sticking to fixed time schedules for formal meetings respects attendees’ time constraints, which may
be more stringent for remote and flex-time personnel due to parenting or location situations.

Ask Yourself:

• How can our current meeting processes and schedules be tweaked to produce better outcomes
and consistently promote a positive firm culture?

4. Build Trust by Trusting

“The best way to find out if you can trust somebody is to trust them.”
—Ernest Hemingway
One of the keys to managing remote workers is to build trust by establishing work expectations
and then allowing the remote worker to complete that work without micromanaging every step of
the process. While new hires may need more guidance, managers need to trust that their remote
workers can manage and motivate themselves (until proven otherwise.)

Managers should also consider setting up casual check-ins to build rapport with employees.
Discussing career goals, growth plans and overall wellness with employees will further help build trust.

Ask Yourself:

• How often should we meet to ensure work, personal growth, and career goals progress?

Right Networks • 888.417.4448 • Pg 22

5. Equip Your Team with Remote Access Technology
A recent Gartner poll found that poor technology was the biggest barrier hindering effective
remote work.

Firm leaders must ensure remote workers have the tools and system performance needed to
complete their work, regardless of where they choose to complete that work.

Adequate setups may include:

• Workstation (Multiple monitors, mouse, keyboard, etc.)

• Peripheral Equipment (Scanner, video camera, headset, etc.)
• Internet Bandwidth Your internet’s bandwidth must be strong enough to access firm
data and applications, stream webinars, attend virtual conferences and participate in video
conference calls.
• Remote Access Platform Employees’ access to firm data and applications is essential;
employees’ secure access to firm and data and applications is critical.

Right Networks Cloud Premier is our IT outsourcing solution created for accounting firms.
In addition to firm IT management, the service provides a robust cloud portal for firms to manage
and launch applications, send secure messages to teammates, and so much more.

And for firms (or any business) interested in the cloud’s security and reliability but aren’t looking
to outsource their IT, Right Networks also provides cloud hosting solutions for accounting and
tax software.

QuickBooks Hosting

Lacerte and ProSeries Hosting

Drake Software Hosting

Ask Yourself:

• Is my firm using a cloud hosting solution to manage access to applications, software and data?
• Could any firm processes be improved with an update to existing technology?
• Is it time to invest in new technology or remote access tools?

Right Networks • 888.417.4448 • Pg 23

6. Provide Consistent, Accessible and Thorough Training Sessions
Managers must provide consistent, accessible and thorough training to everyone they oversee,
whether in the office or working remotely.

Consistent training sessions ensure all employees are held accountable for the same processes.

Learning curriculums have to be updated to ensure remote workers have access to the same
training sessions and sessions must be recorded for those that cannot attend them live.

With both firms and clients increasingly utilizing virtual communication solutions, like Zoom and
Microsoft Teams, firms should expand their curriculum to include collaboration tool training.

Ask your team what they are struggling with or what they are most interested in, then cater your
curriculum to their needs. Possible topics include:

• How to set up and invite employees and guests to a virtual meeting

• How to add team members to a meeting that has already started
• How to share one application vs. your entire screen
• How to promote participation during meetings

Growing these soft skills will make personnel more confident, successful and help enforce practice growth.

Ask Your Team:

• Is there any program, software or tool you are struggling with or would like to learn more about?

Ask Yourself:

• How can I enhance my team’s knowledge and capabilities to make the firm more successful?

7. Celebrate Events and Team Accomplishments

Including remote workers in the firm’s successes and office social activities helps build firm culture,
so it is important to ensure they are a regular part of these activities.

Announcing accolades in a firmwide setting makes everyone aware of all team members’
contributions and offers employees a chance to learn more about each other.

Was a new client acquired, did your teammate complete a project, or did you witness your child
making their first soccer goal? Celebrate!

Here are some examples of how you can incorporate remote and on-premises employees’
achievements and enforce a fun, united culture:

• Send firm-branded swag (sweatshirts, notebooks, pens) in advance of important meetings

• Create a standard birthday care package to send to each employee on their birthday
• Send out goodies to celebrate St. Patrick’s Day, Fourth of July, Thanksgiving, etc.

Ask Yourself:

• What can we do to make sure everyone working here feels like part of the team?

Right Networks • 888.417.4448 • Pg 24

C O N C L US IO N

Proactivity Produces Productivity

While no one can be sure when this COVID pandemic will end, we can be sure of this:
Remote workers’ productivity is integral to your accounting firm’s future.

And without teamwide camaraderie, a united culture and the technology to bring everyone together,
employees’ motivation.. . and productivity.. . will suffer.

Proactively taking time to think about what will create a strong culture and improve your team’s
productivity is the first step in making it a reality.

Roman H. Kepczyk, CPA is Director of Firm Technology Strategy for Right

Networks. His primary focus is helping firms throughout North America effectively
use information technology and accounting applications by optimizing their tax,
audit and administrative production workflows.

He has spent the past twenty-four years consulting exclusively with CPA firms and
prior to that, ten years with the CPA firm of Henry & Horne, (Arizona’s largest regional
firm) where he was the partner in charge of the firm’s Management Advisory Services
and Consulting practices. Roman also served as the firm’s Administrative partner
where he oversaw Internal Accounting, Marketing, Human Resources, and was
responsible for the creation and implementation of the firm’s technology plan and budget.

Roman was named by INSIDE Public Accounting as one of the profession’s Most Recommended
Consultants fourteen years through 2019, CPA Practice Advisors Top 25 Thought Leaders from 2011
through 2020, and Accounting Today’s Most Influential People in Accounting fifteen times.

He also authored “Quantum of Paperless: Partners Guide to CPA Firm Optimization” which outlines 32
key CPA best practices which the PCPS makes available as guidance for section members.

On a technical level, Roman is a Certified Lean Six Sigma Black Belt (LSS BB), an AICPA Certified
Information Technology Professional (CITP) and has earned the AICPA’s Robotic Process Automation and
Data Analytics credentials. Roman has also earned the CPAFMA’s Professional Accounting Firm Manager
designation for internal CPA firm practice management.

He is currently a member of AICPA Council, a former member of the AICPA PCPS Executive Committee,
and a former Chairman of the AICPA’s Information Technology Executive Committee. He has served as
a member of other AICPA initiatives, including the Special Committee on Enhanced Business Reporting,
eBusiness Task Force, IT Best Practices, IT Research, IT Practices Committees, and Group of 100 projects.
In addition, he is a former Chairman of the AICPA Top Technologies Task Force.

Roman is also an Advisory Board Member to the CPA Firm Management Association (formerly the
Association for Accounting Administration), the BDO Alliance Technology Committee, and has served on
the Board of Directors of the Arizona Society of CPAs.

rightnetworks.com • 888.417.4448 • Pg 25