how are you handling non-client work?
by hitendra patil
client accounting services: the definitive success guide
question: what are the best practices for capacity management when it comes to client accounting services? how do i organize staff to meet deadlines, scale solutions and minimize burnout?
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answer: if your firm has the capacity, you won’t need to “manage” it!
while “staff utilization rate” is not advisable to decide on your firm’s fee structure, it may be a good indicator of how much more work your firm can take up. one would need to account for all work that staff does (not just the “billable work”).
but this is a reactive approach. what you need is a proactive approach. here are some ways to optimize your capacity:
- budget the time for client work. this cannot be tinkered with.
- then budget for non-routine/non-billable “internal” work.
- if there is not enough time for non-client work, you are already over capacity. you will need to create capacity.
- review the processes to identify how much manual work can be automated. implement such automation.
- assign a “champion” for non-routine work.
- treat non-routine work as project work, and manage it with a project management mechanism.
- create a computational model to help you identify when to hire the next person. this will be based on indicators such as 70 percent average utilization. it can give you enough time to look for, hire and train the next person to add capacity.
- keep looking for automation opportunities to free up capacity.