And the top 8 questions every staffer will ask. By August Aquila Creating the Effective Partnership To get your employees’ commitment to the merger, they must understand how it impacts them personally and see the opportunities for themselves. Let’s assume that the announcement for the upcoming merger or sale is handled properly. In other words, it was not leaked or there were no rumors on the street. You can be sure that once the announcement is made, employees start thinking about one thing — How does this event affect me? This is about self-preservation; it’s an emotional and psychological question that everyone will ask themselves.
At Microsoft, they worry about motivation, says Bruce W. Marcus, author of Professional Services Marketing 3.0. When everybody who holds any kind of a responsible job is making more money than any of them ever dreamed they would, and when they’re in an industry that would pay anything to hire them away, how do you motivate people? How do you get them to stay, and to produce at the high levels demanded by Microsoft and other high-tech companies? Two ways. In this report: Five mistakes firms make. Four strategies that can’t miss.
To develop and nurture talent: It’s more than just lunch. Unfortunately, even the best-intentioned mentoring initiatives can easily fizzle in the early stages, before delivering value to the participants and the organization at large, according to Molly Sargent of Rowayton, Conn.-based Professional Impressions Consulting. Sargent has trained and coached thousands of financial professionals and client-facing executives in professional image, presentation skills, business etiquette and sales effectiveness. Since 1985, she has helped major accounting firms and Fortune 500 companies, including Aetna, American Express, AT&T, Citibank, Goldman Sachs, JPMorgan, Key Bank, MasterCard, PricewaterhouseCoopers and Prudential achieve breakthrough results. With so much to gain, how can your firm initiate mentoring in a way that is successful and sustainable?
… and keeping them. CPA Trendlines conducts surveys all the time, but we like to ask periodically if there are questions we just aren’t asking that you need answered. We’re giving you the opportunity to help your fellow accountants with their pressing questions. Today’s topic: staffing. “Staffing: raise internally or seek outside of firm?” asked Jim Falgout, president of Falgout & Associates, P.C. in Richardson, Texas. “What do you do to attract employees who want to stay and grow with the firm?” asked Scott Sanders, managing partner of Sanders Thaler Viola & Katz LLP in Jericho, N.Y. Michael Green of Arendholz Bryan & Associates in Branford, Conn., wants to know “how to attract, retain and motivate young CPAs without giving […]
Like a bead of pearls: When one leaves, a lot follow. Join the survey. Get the results. In the 2014 CPA Trendlines talent management survey we’ve been asking accountants to identify their primary business objective and the most critical factor needed to achieve it. Good staff, many said. Perhaps not surprisingly. But we’ve been bowled over by how widespread and universal the sentiment is.
QUESTION: What do you think is the key to a successful tax season? RESPONSE: There are many things needed for a successful tax season, but training and supervision are at the top of the list. This is being written in the heat of the tax season crunch and I don’t know many people who will change their procedures at this stage, but the truly successful practitioners will adapt and make changes as soon as a change is indicated. It’s called OJT – on-the-job training. It works. Ed Mendlowitz is the creator of The 30:30 Training Method
By Ed Mendlowitz 101 Questions and Answers QUESTION: I assigned four projects to a manager who reassigned them to a Staff 2 person and I gave a date when they were needed that was three weeks away. When I asked about the progress after two weeks, I was told that nothing was near completion. Now there is a super rush with much stress. How could this situation have been avoided? RESPONSE: First off – you are to blame. You did not work with the manager to see how she would assign the work and to whom.