The harmful impact of gender bias on women’s careers. By Ida O. Abbott Sponsoring Women: What Men Need to Know Gender bias reflects entrenched beliefs and assumptions about women based on stereotypes about appropriate roles and behaviors for women. Unconscious thoughts about the kinds of work women are and are not suited for, especially if they are mothers, remove highly qualified women from consideration for leadership opportunities and positions. MORE ON SPONSORING WOMEN FOR LEADERSHIP: 3 Reasons Why Men Don’t Pick Women Protégées | Men Advance 2 to 1 over Women without Sponsors | 18 Ways Sponsors Can Help Their Protegees | The 6 Market Advantages of Women-Led Firms | Beyond Mentoring: Why Sponsoring Women for Leadership Matters In the […]
As partners work longer, average partner incomes decline. The aging in the partner ranks of the CPA profession is by far most prominent at smaller firms, according to the most recent edition “The National MAP Survey of CPA Firm Statistics.” At firms with less than $2 million in fees, the percentage of partners over the age of 50 has risen to a startling 73.3 percent, up from 65.4 percent last year. And at firms with fees of $2 million to $10 million, the number has risen to 66 percent from 65.3 percent.
When leadership models are male, sometimes female candidates go unrecognized. By Ida O. Abbott Sponsoring Women: What Men Need to Know Let’s assume a powerful man works with two junior colleagues, a man and a woman, who are both equally talented, motivated and superbly skilled performers. According to what we know from research and experience, that powerful man is more likely to sponsor the man than the woman. MORE ON SPONSORING WOMEN FOR LEADERSHIP: Men Advance 2 to 1 over Women without Sponsors | 18 Ways Sponsors Can Help Their Protegees | The 6 Market Advantages of Women-Led Firms | Beyond Mentoring: Why Sponsoring Women for Leadership Matters
Profession adds 1,400 new jobs in latest month. Next question: Who’s hiring; who’s not. Join the survey; get the answers. By CPA Trendlines With practitioners across the country reporting strong demand for new hires, the nation’s tax, accounting and bookkeeping industries added 1,400 new jobs last month, with some sectors marking new highs for 2014 and approaching the pre-crash peak six years ago. Jennifer Dizon, an audit and advisory partner at Hood & Strong’s San Jose, Calif., office, tells CPA Trendlines her firm is looking to hire. “We need more staff to service business growth,” says Dizon, who is also the newly elected state chapter president of the National Association of Women Business Owners. In Elkhart, Kan., enrolled agent Terri Ryman at Southwest Tax & Accounting says the office […]
Congratulations to the winners of the Accounting Today program. The annual survey and awards program, which Accounting Today conducts in partnership with Best Companies Group, is designed to identify, recognize and honor the best employers in the accounting profession, benefiting its economy, workforce and businesses. They are:
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: