How to Ace Onboarding for Client Accounting Services Clients

Top challenges for CAS onboarding

Based on experience, there are three main reasons clients may hesitate at CAS processes and technologies, particularly those that transform their daily business practices like moving to paperless, outsourced accounting.

First, the necessary changes – such as implementation and training – take time and disrupt daily activities. SMBs often have limited time. After all, there are only 24 hours in a day. Second, the invisible nature of a virtual CAS process is hard for some people to grasp, because human beings are slower to trust that which they cannot see and touch. Finally, the learning curves can be long. It takes time to engrain new habits.

For these and other reasons, it’s important to remember that upgrading to any new service or system isn’t about the platform – it’s about the people involved in the migration.

Creating your onboarding process

Once your firm has established its CAS offering, including both the services and all the related technology components, develop a formal process for transitioning clients into the program.

An effective onboarding process follows five steps:

1. Identify the common practices typical clients are using before outsourcing and map those functions to the new model.
2. Navigate change by pointing out steps that may be eliminated in the new workflows to help clients appreciate big-picture results. Also, narrate the need for new or additional measures that may be introduced to illustrate their importance.
3. Seek support from your technology partners. They can offer best practices in educating and training clients on the various systems that are part of your CAS offering. Most are eager to work with firms to ensure their clients take full advantage of what their platforms can do.
4. Establish what resources are required for each step in the process, both within the firm and on the part of the client.
5. Target timelines for each step in the process, from initial conversions and data transfers to implementation of new workflows and system training.

Establishing and applying a formal, standard process for onboarding new clients are beneficial both to those clients and to the firm. By mapping out a transition plan and following the same steps each time, firms can anticipate client questions and the everyday obstacles that arise. This positions the firm to quickly respond to those questions and roadblocks or avoid them entirely.

Four tips for successful onboarding

Employing a consistent process promotes a sense of confidence in your services. Throughout the journey, clients can quickly build trust in your firm and its expertise that reinforces their buying decision. You can also enhance onboarding with these four tips.

Set Expectations

Clients want to know what the process will entail, including what actions they need to take and a timeline for when changes will occur. Be clear with your clients at the start of the onboarding process about what they should expect and refer to those expectations as needed throughout their transition. This will help minimize misunderstandings and miscommunications that are otherwise common during this process and can lead to unnecessary frustration and delays.

Educate

Once you begin their transition, the onboarding process must include some formal education about not only what you’re doing, but why. Educate your clients so they understand that the changes are purposeful. If they’re undergoing a lot of change at once, it’s helpful for them to understand why they need to do what you’re asking them to do.

Educating your clients is an ongoing effort. Demonstrating patience will reinforce your commitment to them and promote a sense of loyalty from them, even when there are bumps in the road.

Focus on Workflow

Remember that migrating to an outsourcing model, especially one that is virtual, requires not just new systems but also a new way of thinking for most clients. Rather than devoting the most attention to the technology, focus on the people and the workflows.

Begin with brainstorming sessions to help clients identify, for example, where all their bills are coming from. Many don’t even realize what is going on today in their current environments, as items may come in from a variety of sources and channels. Once these are identified, document what is occurring, and map the process so that when it is outsourced or virtual, clients retain their understanding of exactly what is happening. It’s essential to define everyone’s role and make sure each person involved is clear about individual responsibilities. Formalizing the process by documenting the agreed-upon workflow and even requiring sign-off from everyone involved will provide something to refer to when challenges arise.

Follow Up

Onboarding doesn’t stop when a client is up and running with a virtual system. Change is hard, even for those who may embrace it at first. Many people, particularly long-term employees that work for your client, may backslide into old ways simply because that is their comfort zone. Stay close and provide ongoing assistance and training to those clients who need it.

Some firms implement a reward system of sorts for new clients, where employees are thanked and congratulated for their adoption efforts. Celebrate milestones, such as monthly or quarterly closing or hitting 100 percent compliance in using the new process and systems, to help reinforce the behaviors you want.

 

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Jason Blumer and his partner lead Blumer & Associates, CPAs and have done so for close to 15 years. The firm was one of the first to move from a traditional office to a virtual environment, where they serve various creative service niches. He and his partner focus heavily on business coaching and consulting with firms and agencies, while their team meets the technical and compliance needs of the client. Jason is the co-host of two podcasts, the Thrivecast and The Businessology Show and speaks and writes frequently for creative agencies. He has been honored as one of the Top 100 Most Influential People in Accounting (Accounting Today).

 

Jane Willis is vice president of marketing, accountant channel, for Bill.com. As a strategic marketing executive, she has a proven track record of driving growth and solving difficult business and marketing challenges for both accounting firms and SMBs. You can reach her at jwillis@hq.bill.com or connect with her via LinkedIn.