CPA Firm Performance Assessments: 15 Core Competencies, 21 Questions

Reeb-and-Cingoranelli-with-CPATR-SI-logo-200CHECKLIST: How to fine-tune your own firm’s performance management systems.

By Bill Reeb and Dominic Cingoranelli
CPA Trendlines / Succession Institute

When evaluating people within a firm, “relative importance” is a way to differentiate expectations regarding the same competency for various levels within your firm. We decided the best way to drill down even further into a competency model was to share some of the details of our competency model with you.

MORE ON PERFORMANCE MANAGEMENT:How to Target What Skills to Develop Now | What Having Your Employees’ Backs Means | 5 Harmful Management Attitudes (and How to Fix Them) | Do CPA Firms Need Management or Leadership? |  Job 1 for The Practice Owner: Client Management

It considers the following six levels within a CPA firm (each firm needs to choose whatever breakdown works best for them):