A bookkeeping firm closes its clients' books every month with a team that sits at screens for most of the day. Accuracy, month-end crunch and the steady loss of trained juniors are where HR effort pays back.
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Share your requirementsA bookkeeping firm keeps accounts for small businesses, shops, clinics, traders and start-ups. A team lead assigns a portfolio of clients to each bookkeeper, who posts entries, reconciles bank statements, chases missing bills and prepares management reports. The calendar repeats: documents arrive in the first week, posting takes the second and third, and the last days are for review and reports. Staff are young commerce graduates or diploma holders, a share of them women who prefer desk work close to home, and some work from home on certain days. Knowledge of a client's quirks sits in one person's head. See also HR for professional services.
These are the places the people side of this kind of business tends to give way. The rest of this page works through them.
HR here has to work for each of these groups, not only the office. The set-up below is written with all of them in mind.
GullyHR runs talent acquisition for permanent roles in bookkeeping firms. For each role we agree the job description with you, find and screen candidates against it, and support the offer through to joining. Tell us the role and the number of people, and we start there.
We recruit permanent employees. We do not supply contract or temporary staff.
Every business interviews, but few have a written process that works the same way for every role and every interviewer. GullyHR designs yours, from the role brief to the offer, trains your managers to run it, and can run it for you on the roles you hand us.
We agree what the role must deliver, the must-have and nice-to-have skills, and how each will be scored.
Screening call, assessment, interview rounds and decision points, sized to the role and the number of people you hire.
Structured questions for each role family and a rating guide, so two interviewers judge the same answer the same way.
A short briefing for your managers on what to ask, what to avoid and how to give a clear yes or no.
Who approves, how the offer is made, and how candidates are kept informed from first call to joining.
Documents come late from clients, and the team works against a fixed report date, so quality drops in the last two days.
If the bookkeeper handling a shop or clinic leaves, the next person starts with nothing about how that client's bills, cash and vendors behave.
Freshers join at modest pay, get trained and are offered more elsewhere within a year, so the firm trains people for competitors.
Eye strain, back pain and stiff necks are common, and nobody plans breaks or seating.
A wrong posting or a missed bill reaches the client's report, and the team lead hears it first from the client.
Some people work from home and others do not, with no rule on who or how, and the team compares notes.
The best bookkeeper becomes a reviewer and is never taught how to check someone else's work or give feedback.
Start with the topics that matter most here: Recruitment and Talent Acquisition; Compensation, Payroll and Benefits; Health, Safety and Wellbeing. Then work through the rest. Each topic is written for professional services, not in general.
Requisition to joining, the same way every time.
Salary structure, payroll inputs and a month that closes on time.
Induction, records, incident reporting and follow-through.
How many people, in which roles, by when, and what they will cost.
Structure, reporting lines and who is allowed to decide what.
A first day that is the same for the fifth joiner as the first.
Records, attendance, leave and the day-to-day HR that must simply work.
Goals, reviews and ratings that hold up in a conversation.
Training planned from need rather than from the calendar.
Named backups for the roles that cannot be vacant.
Communication, recognition and the conditions people actually work in.
Two routes, one for complaints, one for conduct, kept separate.
Policies a manager can apply, and obligations with owners and dates.
Who leaves, when, why, and which of them mattered.
Resignation to relieving letter, in a defined order.
Records that survive people, and approvals that do not queue.
A short monthly pack management actually reads.
An HR function that runs the same way every month.
The pieces a bookkeeping firms business puts in place, in an order that makes each easier. Open any card for the detail.
Describe the qualification, software familiarity, accuracy test and temperament you want.
Describe the qualification, software familiarity, accuracy test and temperament you want. Test with a short posting exercise. The recruitment process page outlines it.
One page per client with bill types, vendors, cash habits and common errors, updated by the bookkeeper monthly.
One page per client with bill types, vendors, cash habits and common errors, updated by the bookkeeper monthly.
Set document due dates with clients, move the review earlier and agree who is on call for the last three days.
Set document due dates with clients, move the review earlier and agree who is on call for the last three days. See attendance, shift and leave.
Seating checks, screen breaks, light and a short stretch routine, tied to the health, safety and wellbeing work.
Seating checks, screen breaks, light and a short stretch routine, tied to the health, safety and wellbeing work.
Compare your pay bands with similar firms nearby, and set clear steps from entry to senior.
Compare your pay bands with similar firms nearby, and set clear steps from entry to senior. The compensation benchmarking service covers this.
A short session on checking work, giving notes and tracking repeated errors.
A short session on checking work, giving notes and tracking repeated errors.
Before changing anything, find out what is true today. Work through the checks using a recent operating period. The time needed depends on the records you hold; note missing evidence and use the findings to choose a priority.
Share your requirementsConfirm with a qualified professional. What applies to you depends on your business, your state and your arrangements, and it changes. This page describes practice. It does not state a legal position.
The services below fit this kind of business best. Each starts by recording where you stand, and every later report compares against that. We do not promise outcomes.
A hiring profile and a short accuracy test for accounts staff, with a steady pipeline from colleges and returning professionals.
A month-end aware rota for working time, leave and the last days of the close, so peaks do not wear people down.
Desk set-up, screen breaks and wellbeing habits for a team that sits for most of the day.
A look at where your entry and senior pay stands, so you can retain trained people with fair steps.
Start with a free conversation, or see the paid HR Diagnostic.
Understand the business, its workforce, current processes and HR challenges.
Find the missing, weak, inconsistent or person-dependent processes.
Create the structure, processes, policies, SOPs, dashboards and systems needed.
Help HR and department managers actually adopt the new system.
Digitise repetitive and approval-based workflows where it is worth doing.
Track hiring, attendance, employee cost, performance, training and attrition.
Strengthen the people-management system continuously, not once.
From the GullyHR blog: one on HR in professional services, and one on each of the topics this page points to.
Why associates and managers leave consulting, accounting, legal and advisory firms, and how to ask about progression, workload and partners at exit.
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How a D2C founder can test a performance marketing hire on real work, ignore weak signals such as dashboard screenshots, and run a fair process.
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Simple variable pay structures for product and engineering teams: four options, why individual metrics backfire, a build plan and a one page outline to adapt.
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A shift, weekly and monthly safety routine for rubber plants that names who checks platen guards, mill trip bars, autoclave doors, burst-test cages and slings, and who acts on near misses.
7 min readRead articleMore on the GullyHR blog.
Give a small posting and reconciliation exercise with a few planted errors. See how they work, what they ask and whether they spot the mistakes. Accuracy and curiosity matter more than speed.
Bill types, regular vendors, cash practices, special accounts, deadlines and past errors. One page, updated monthly, lets a new person take over without starting blind.
Agree earlier document dates with clients, spread review across the month and name who covers the last days. A visible calendar helps the team plan its own time.
It can be, for people with a quiet space and a reliable connection. Set clear rules on hours, data handling and check-ins, and take advice on data protection duties.
Show steps in pay and responsibility, give reviewers' roles and portfolios of increasing size, and talk about their plans before another firm does. Fair pay at the one year mark matters.
We would ask how many people from last year's intake remain, how a portfolio is handed over and how month-end hours are managed. A first project can be a hiring profile with a client note template. Scope is written down for you to accept or change.
All 6 business types in chartered accountants & accounting firms · Find another business type
See all HR topics for professional services, or another industry.
Tell us your industry, team size and the issue you want to address. Bring one example of where work gets delayed or ownership is unclear, and the deadline or decision you are working towards.
