providing superior client service eliminates the perception of audit as a commodity.
by alan anderson, cpa
transforming audit for the future
most firms have abysmal project management, which makes it nearly impossible to see if there’s any room to take on extra work. plus, piling all the work into busy season means your people already work far beyond 40 hours a week. and, if you’re relying on timesheets as a measure of capacity, you may not be capturing the time your staff eats because the work is taking more than 40 or even 60 hours in a week to complete.
more: don’t take on audits in an industry you don’t understand | four questions to make your firm more successful as a business | say adios to audit fee pressure | deliver more audit value by getting out of the conference room | six essential elements in audit planning | before the audit: more than just planning | five crucial attributes for successful audit leadership | put the ethics code to work for your clients and your firm | is audit in crisis because of definitions?
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during the 2020-21 covid-19 pandemic, some audit firms had to lay people off, or reduce work hours as projects got canceled or curtailed. but the long-term trend for years has been a shortfall in talent that will only get worse. burnout from overwork is the number one cause of employee turnover.
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