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.
Firms now recovered about 9 in 10 jobs lost in financial collapse. By CPA Trendlines The U.S. tax, accounting and bookkeeping industries have recovered nearly 89 percent of the jobs lost in the economic crisis, according to CPA Trendlines sources. CPA Trendlines Careers and Hiring Outlook Job Satisfaction and Retention Benchmarks Here CPA Trendlines reports on: Current hiring trends in each of the bookkeeping, tax, payroll and CPA segments of the industry. Average hourly wages for key segments. Typical hours worked per week. And trends concerning women in the accounting workforce. The U.S. economy as a whole added 209,000 jobs in July. In addition to the growth of 47,000 jobs in professional and business services, increases were seen in […]
QUESTION: I know you advocate for hiring entry-level staff, but is there a situation when an experienced person should be hired? ANSWER: Obviously there are exceptions – but I believe they are few and far between and not worth the overall effort of only hiring experienced staff, which many small firms only hire, and occasionally larger firms do when they think a “gem” is available. The main reason of the whys and wherefores of the exception and hiring experienced people is that the experienced person you interview has worked for only one firm and you believe that firm has the same quality standards for training and development as you have and the person is leaving because of:
… 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 […]
How to integrate two firms after a merger: carefully. By August Aquila Creating the Effective Partnership The tough negotiations and hard-fought agreement were the hard parts, right? Think again. Now you must move your eye from the financial to the human side of the merger. Your work has just begun and may last for 12 months or more. In order to make sure your merger has a better than average chance of succeeding, here are at least two dozen questions that need to be answered:
Who gets promoted and why in accounting: Join the survey; get the answers. By CPA Trendlines Research Tax, accounting and finance professionals don’t agree on everything. But they do seem to agree on the key traits needed to succeed in the profession, according to a new CPA Trendlines multi-year study. The questionnaire for “TALENT STRATEGIES: How to Identify and Develop Professionals for Management and Leadership Responsibilities” remains online and open as CPA Trendlines continues to collect data and refine its analysis.
As one generation ages out, a new one reshapes the future of the profession. See the complete 2014 Roundtable By Jennifer Wilson Convergence Coaching Analysis Without a doubt, succession issues permeate all aspects of the firms we’re encountering. These include identifying and developing successors — especially rainmakers and practice leaders, ensuring that the buy/sell makes sense and can be sustained over time, determining retirement timing and issues, establishing and executing transition plans, communicating plans, recruiting new talent to backfill positions and exploring new ways to govern the firm to give more voice to those who will be taking over. Succession implications are far-reaching and can be consuming.
Ed Mendlowitz, CPA, ABV, PFS Author of “The 30:30 Training Method” Question: A CPA sole practitioner with a few part time staff told me that he has come to realize that he no longer had a practice, but a business, and wanted to hire a person for “growth,” not just someone to help him get through the day. He wanted some suggestions of what type of person he should hire.