QUESTION: Do you work from a checklist when you’re conducting staff performance appraisals? RESPONSE: Silly question. Checklists? Do I have checklists? Seriously, staffing is a big concern, and I believe many smaller firms settle and hire the wrong people, which I’ve written about and probably beaten to death expressing my views. MORE PRACTICE DOCTOR Q&A: Why I Don’t Hire on Experience | 5 Time Management Tips for an Overworked Accountant | Staff Training Starts with Doing Something | 11 Business-Getting Tips for the Young Staffer | When Staffers Don’t Listen to You | Questions and Answers on Selling a Practice to Staff Members | Measuring Growth in Yourself, Staff and Partners | Complaining Client? No Wonder! Here is a checklist to get you started.
And two make-or-break questions for your firm’s future. By Hitendra Patil Pransform Inc. Have you heard of “Generation Y”? Anyone who was born between 1980 and 2000 is a Millennial and they will be the majority of your staff within the next few years, if not already. They have grown up with technology, the information explosion and diversity. What they studied for their degrees is far vaster than what you studied. MORE FROM THIS AUTHOR: 3 Ways Amazon’s New Fire Phone Hints at the Future of Accounting | The 8 Traits Creating the Firm of the Future Today | Get More Done, Make More Money: Stop Doing These 17 Things | What Shopping Habits Reveal about Accounting Clients | Create […]
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.