Every employee, for developmental purposes, needs to directly report to somebody.
By Bill Reeb and Dominic Cingoranelli
CPA Trendlines / Succession Institute
You may have established a competency model for your firm, but how do you use it to develop your people? Let’s walk through what an action plan might look like to drive that development.
It is common for firms to have talented partners and principals. Depending on the firm’s size and organization structure, things start getting fuzzier from a competence perspective from there on down the organizational chart.
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For example, some firms have a strong management group with a gap in talent starting at the senior or supervisor level. Others might experience their talent gap at the manager level because everyone who shows any self-starting initiative or promise is moved to a principal position early on. It doesn’t matter the size of your firm, you will likely be feeling a big gap or drop in talent somewhere in your organizational chart.
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