Millennials and Gen Z account for about 54% of the workforce. As the generations come together in the accounting world there have been both moments of tension and a surprising amount of collaboration.
Many accounting firms have several generations of employees learning how to work beside each other. Today, millennials make up the largest share of the workforce at about 36%, while Gen Z accounts for roughly 18% and continues to grow as more of its members enter the workforce.1 We have seen both moments of tension and a surprising amount of collaboration. This blog looks at how each group approaches work, communication, and career decisions, and why those differences matter more than they might seem on the surface. The perspectives provided here reflect our own experiences in the accounting profession and the patterns we have observed among peers; there is no formal psychological or sociological analysis.
Accounting Firm Demographics
Accounting firms include long-tenured practitioners of the baby boom and Gen X generations, millennial leaders, and Gen Z staff beginning their careers. Millennials are stepping into supervisory roles and, in many cases, adjusting to the responsibilities they observed among Gen X and baby boomers. Gen Z arrives with strong technical instincts and a comfort with quick communication. In real time, we are seeing generational traits and differences actively shape how our teams operate. That mix creates moments of strong collaboration as well as friction on engagements.
The differences shape how work flows through an engagement, how long reviews take, and how people interpret tone in routine exchanges. A brief update may come across as abrupt to someone expecting a fuller explanation. A long message may feel heavier than intended to someone who prefers quick clarity. These moments rarely point to a problem with attitude; rather, they reflect habits formed long before the assignment was given.
We will explore the reasons behind style differences as well as the generational influences between millennials and Gen Z. We want to acknowledge the shared principles and the different attributes that shape styles and communication. We do not intend to pass judgement, and we hope to recognize how both generations are shaping firm culture into the future.
Who Are Millennials and Gen Z?
Millennials, roughly born between 1981 and 1996,2 entered the accounting profession carrying a long list of defining experiences. Many grew up during the dot-com boom, only to watch the world shift after Sept. 11, 2001, and the wars in Afghanistan and Iraq. By the time they were graduating or starting their first jobs, the financial crisis of 2008 had reshaped the economy. Years later, the 2020 pandemic added another round of disruption. All of these factors influence how they approach work today. These events made stability, clear expectations, and predictable routines feel more important, not less. Their early accounting roles reinforced that mindset: offices rewarded punctuality, steady hours, and being visibly present on engagement teams. Plenty of millennials still recall late nights with printers running nonstop or the familiar rhythm of assembling paper files by hand as the industry still hadn’t transitioned fully to digital automation.
Gen Z, born between 1997 and 2012,3 grew up with a very different rhythm. They have never known (or barely remember) a world without ubiquitous smartphones and digital devices and platforms. Much of their education and early professional exposure readily used (even encouraged) digital platforms. Quick messaging and responses are natural to them, partly because this has been their norm. To them, a short note may signal efficiency rather than urgency. A millennial reading that same note might experience it as unusually blunt or unfinished. Both reactions make sense once the generational context becomes clear.
These histories continue to shape everyday decisions. In our experience, once teams understand the forces that formed those habits, behaviors that once felt confusing become easier to interpret.
Identifying the Differences
As alluded to above, a lot of the variation in work style that we see between the two generations in the accounting industry comes down to how the two generations experienced technology.
Older millennials started school and their first jobs in a world that was only on the brink of massive digitization. Processes were often analog or only partly digital. Communication flowed through memos, structured meetings, and formal reviews. Learning the ropes meant slowly understanding systems, following established routines, and proving reliability through consistency. Predictable schedules and a visible presence were not just preferences; they were part of the standard of what came with the job.
When Gen Z entered classrooms and workplaces, technology was there and they were already adept at learning new tools and software. Through phones, computers, tablets, and videogames, technology was second nature. Everything from collaboration to communication was already digital when they arrived. And because technology supports flexible work styles, Gen Z measures progress by outcomes instead of the time spent on a task. When work can be completed effectively from anywhere and messages are exchanged in real time, one’s presence becomes purposeful rather than symbolic and brevity becomes a tool for clarity rather than indicative of carelessness. Communication by screen also relates to Gen Z’s preference for messaging or email over a phone call or in-person meeting.
The differences in these two generations’ interaction and introduction with technology matters. It reflects how each group learned to solve problems, demonstrate value, and build confidence in their contributions.
How each generation thinks about growth, feedback, and overall long-term commitment at work is also formed by each generation’s historical perspectives.
Millennials came into the accounting profession with a standard of development that laid out a clear career ladder: Staff, Senior, Supervisor, Manager, Principal, Partner. That was the path forward and it set expectations around timing and what success was supposed to look like. That promotion ladder helped to build millennials’ patience, structure, and a shared vocabulary for success.
Gen Z, on the other hand, has been shaped by career models that are less linear, where skill development, meaningful work, and balance can matter as much (or more) as formal titles. New iterations and rapid adjustments have been part of how they learned and communicated since their earliest experiences, so frequent feedback feels natural to them. As a result, loyalty is often tied to visible opportunity and honest conversations from experienced professionals about growth rather than length of service.
These perspectives are not arbitrary. They reflect the professional and economic environments each generation encountered as they moved through schooling and entered the workforce.
Why the Differences Matter
Many misunderstandings begin with tone rather than performance. A short message may feel abrupt to one person, while a longer message may seem unnecessary to another. These small reactions can color how people experience busy periods or how willing they are to ask questions or raise concerns.
A recent engagement at our firm offered a clear example. Late one evening, a Gen Z staff member sent a simple note: “Updated the file. Let us know if anything else is urgent tonight.” The message was accurate, but the tone caught the manager off guard. When discussed later, it was acknowledged that the manager had read more emotion into the brief note than the sender ever intended. We have heard similar stories from teams across different firms. When people start to understand why someone communicates in a particular way, the turbulence usually settles.
If the reasons behind someone’s habits are unclear, we tend to fill the space with assumptions. We have seen teams interpret behaviors as distant, rigid, or impatient, when the real explanation lies in one’s generational training rather than personality. In our experience, many of these misunderstandings ease the moment someone explains what they meant, which actually is a reminder that teams simply need a brief conversation. Once assumptions soften, collaboration often improves. Work tends to move more smoothly when people are not trying to interpret tone at the same time they are trying to finish their assignments.
Understanding these differences also helps leaders assign work more effectively. Some staff may thrive with independence and broad goals. Others may perform better with clearer checkpoints. Recognizing that these preferences often track along generational lines (but not always) can help managers avoid one-size-fits-all approaches that frustrate everyone involved.
Conclusion
Generational differences should not be viewed as problems to correct. Rather, they offer insight into how people think, communicate, and manage demanding workloads. Firms that take these differences seriously tend to see clearer communication and stronger team dynamics.
As millennials continue growing into leadership roles and Gen Z become more involved in daily operations, the profession will likely revisit ideas about growth, balance, and long-term firm culture. When these conversations start from understanding rather than confusion, teams build the kind of trust that helps them navigate demanding periods with fewer unnecessary disruptions and more consistent outcomes for clients and the firm.
1 Kyle DeMaria (ed.), Ian Page, Kevin Reuss, and Zoë Zemper, “Changes in the U.S. Labor Supply," Trendlines, U.S. Department of Labor Employment and Training Administration (August 2024).
2 Birth Cohort Geographic Mobility in the United States: 2005-2023, United States Census Bureau.
3 Ibid.
Anthony J. Borrelli is a staff accountant at Maillie LLP in West Chester, Pa. He holds a B.S. in Accounting from the University of Pittsburgh and is committed to maintaining compliance and upholding the integrity of accounting processes. He can be reached at aborrelli@maillie.com.
Michael P. Mintzer, CPA, is the resources manager at Maillie LLP in West Chester, Pa. He can be reached at mmintzer@maillie.com.
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Statements of fact and opinion are the author's responsibility alone and do not imply an opinion on the part of the PICPA's officers or members. The information contained herein does not constitute accounting, legal, or professional advice. For actionable advice, you must engage or consult with a qualified professional.
