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Fortunately a session at PF Live focused on just this subject, with a panel exploring what skills will be most valuable and necessary in the coming decade. From communication and collaboration to time management and setting boundaries, the public accountant of the future will need to
Harriot Winfield, president of the CIPFA Student Network, agreed that those building a career in public finance must take responsibility for understanding what skills are valued, and go out and acquire them.
“I’d pick out two: adaptability – with everything changing, it’s so important to be able to adapt, especially with things like sustainability reporting coming in, we can’t be left behind.
“Then, I’d highlight collaboration. We’ve heard a lot about the need for reform across the public sector, and that’s true, but one thing that must come through is the need to work together. And CIPFA has a big role to play there in bringing the various bodies together. Collaboration is so important not only in building a diverse workforce but also effective teams.”
Team-building skills in the hybrid working world were also highlighted by Samuel Russell, group finance lead for children’s social care at Manchester City Council, who said: “In the future, the question will be around moving towards an multi-disciplinary team model. And I’m optimistic we should be able to create project teams as and when you need them to meet business priorities. So that will require teams to be more autonomous and able to manage their own objectives.”
But for many entering the workforce, making connections and building teams is not so simple. So, as working patterns and expectations change over time, what of the next generation?
Speaking as both a finance management trainee at Hertfordshire County Council and a representative of Gen Z, Susanna Farrell gave an insight into evolving expectations.
“We do have different expectations, that’s true,” she said. “I entered the world of work as it was turning into a hybrid model. Then, my generation has been taught a lot more about mental health, which means it’s more of a priority, which I think is a good thing as it makes Gen Z better at the skill of setting boundaries – if we finish at 5pm, then that’s it.”
Developing those skills alone is tough, so coaching can make a difference, as Samuel Russell, someone who benefitted from the intervention and support from a manager, explained. “It gave me the chance to take charge and move forward. And the manager can sometimes be a lifeline, but actually acting as a consultant and mentor is better, since it allows teams to thrive and be confident.”
One of the recurring themes throughout the conference was the emergence of AI and how it will affect not only operational effectiveness, but also the skills requirements within the public sector. And while many are welcoming the chance to shift some of the mundane tasks onto new tech, AI does require a rethink of skills.
“I think AI is a really good thing, but as a caveat, I’d say critical thinking is even more important as it emerges,” said Farrell. “With AI, you need to be a lot more critical at looking at info and working out if you trust it. And as we start to embrace robotics and other technologies, we have to be even more vigilant.”
Samuel Russell agreed, and sounded a further note of caution: “We want AI to do the transactional tasks, but how do we become critical thinkers to interpret the data?”
“We can all draft a report quickly, and save time, but we’ve got to look at AI as part of the solution, but with the right governance wrapped around it.”
So what should be the priority going forward? Harriet Winfield kept it simple: “Go and have those conversations – ask your people what they need.”