I remember the first time a new client asked me to recommend a bookkeeper. They were overwhelmed—but also relieved to hand over day-to-day bookkeeping. What many small business owners don’t realise is that finding someone who’s technically capable is only part of the job. The other part—arguably the harder one—is onboarding them properly and putting controls in place so your finances stay accurate and secure.
Below I’ll walk you through a practical, step-by-step approach I use with clients at Quinnaccountants Co to bring a bookkeeper into a small UK business and keep controls tight. This isn’t theoretical: it’s drawn from real errors I’ve helped fix (duplicate invoices, lost receipts, missing bank reconciliations) and from setups that worked well (clean records, dependable cashflow forecasting, and easy month-end routines).
Define the scope and expectations before you start
Before you interview candidates or invite freelancers onto your accounting software, get very clear on what you want them to do. I ask clients to write a short brief covering:
Having this written down helps avoid scope creep and makes it easier to compare candidates fairly.
Choose the right type of bookkeeper
There are different models and each suits different businesses:
When I advise clients, I consider transaction volume, complexity (e.g. multiple sales channels), and the need for physical presence. For many micro businesses, a skilled freelance bookkeeper using cloud tools like Xero or QuickBooks Online is a sweet spot.
Interview questions that matter
Beyond “what experience do you have?” ask these targeted questions:
Look for candidates who ask good questions back about your business—those are the ones attentive to nuance.
Prepare your systems before granting access
Too often I see owners rush to hand over admin privileges. Take these preparatory steps first:
A tidy system reduces errors and makes onboarding faster.
Access control: give just enough permissions
Least-privilege access is a basic control. Don’t give full admin unless absolutely necessary. Typical roles I grant:
| Access | Recommended | Notes |
|---|---|---|
| Accounting software admin | No | Reserve for owner or accountant |
| Bank feed and reconciliation | Yes | No payment initiation |
| Invoice creation | Yes | Sending may require approval |
| Payroll | Only if needed | Prefer separate payroll admin |
Create a clear onboarding checklist and timeline
I give new clients a checklist that the bookkeeper, business owner and accountant sign off on. Key items include:
Timelines: expect 2–4 weeks for a competent bookkeeper to get fully up to speed for a standard micro business. More complex businesses take longer.
Agree quality checks and reconciliation routines
Controls mean routines that are easy to follow:
Document these in a simple SOP (standard operating procedure). When something deviates, the bookkeeper should flag it immediately.
Secure documentation and receipts
Receipt loss is a common source of errors and missing VAT claims. I encourage clients to adopt a single approach:
Set clear communication and escalation paths
Decide who the bookkeeper escalates to for queries. Typical flow:
Agree response SLAs—e.g. urgent items within 24 hours, routine queries within 3 working days.
Monitor performance with a small set of KPIs
You don’t need dozens of metrics. Track a few that show the bookkeeping is working and controls are in place:
I build a simple dashboard for clients in Xero or Google Sheets so these numbers are visible each month.
Plan regular reviews and continuous improvement
Bookkeeping isn’t “set and forget.” Schedule quarterly reviews for process improvements—automation of bank rules, better supplier coding, or tighter control on petty cash. Encourage bookkeepers to suggest efficiencies: they often have the best ideas for workflow wins.
Finally, treat your bookkeeper as a partner. Clear processes, sensible permissions, and regular communication keep your accounts accurate and reduce risk. When I see businesses with tidy books and strong controls, they spend far less time firefighting and more time making decisions based on reliable numbers—exactly the outcome I aim for with my clients.
