marc rosenberg
bonus: a sample flexible work arrangement policy.
by marc rosenberg
cpa firm staff: managing your #1 asset
this post originally by convergencecoaching, cofounded and led by jennifer wilson; updated by rosenberg associates
what is work flexibility?
convergence coaching uses the terms “anytime, anywhere work” and “work flexibility” very similarly. both refer to increased flexibility around timing and location, around one’s work schedule and the place where work is done, while simultaneously meeting the needs of its staff and the goals of the firm.
“we like to give people the freedom to work where they want, safe in the knowledge that they have the drive and expertise to perform excellently, whether they (are) at their desk or in their kitchen. yours truly has never worked out of an office and never will.” – richard branson
“be stubborn about your goals and flexible about your methods.” – anonymous
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the 14 top reasons they depart, plus insights from young employees.
by marc rosenberg
cpa firm staff: managing your #1 asset
the following data is from recent rosenberg surveys.
the cpa industry’s largest, most authoritative annual report by cpas, for cpas where does your firm rank? the rosenberg map survey is the best-known, most-respected independent study in the profession…
can you articulate your firm’s employee value proposition?
by marc rosenberg in collaboration with jeremy wortman, ph.d., owner of hrd initiatives
cpa firm staff: managing your #1 asset
“executives spend more time on managing people and making people decisions than on anything else – and they should. no other decisions are so long-lasting in their consequences or so difficult to unmake. and yet, by and large, executives make poor promotion and staffing decisions. at most, one-third of such decisions turn out right, one-third are minimally effective and a third are outright failures. in no other area of management would we put up with such miserable performance.” – peter drucker
what is talent management?
talent management is an umbrella term for how firms acquire talent, engage people in their firms, develop their skills and retain them. among many things, it addresses
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seventeen ways to improve.
by marc rosenberg
cpa firm staff: managing your #1 asset
the business graveyard is littered with major organizations that missed the boat by failing to see cataclysmic game changers happening right before their eyes.
in all fairness it’s extremely difficult, if not impossible, to anticipate and accept massive changes like these.
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and two major drivers of that change.
by marc rosenberg
cpa firm staff: managing your #1 asset
“treat people as they are and they will remain as they are. treat people as they can be and should be and they will become as they can and should be.” – goethe
“you see, really and truly, apart from the things anyone can pick up, such as dressing and the proper way of speaking and so on, the difference between a lady and a flower girl is not how she behaves, but how she’s treated. i shall always be a flower girl to professor higgins, because he always treats me as a flower girl. but i know i can be a lady to you, colonel pickering, because you always treat me as a lady and always will.” – eliza doolittle in “my fair lady”
the ancient greek philosopher heraclitus said: “there is nothing permanent except change.” people fly and drive cars instead of using horses and carts. technology has replaced calculators, slide rules and the process for writing books. food is purchased at grocery stores instead of grown on farms.
drastic changes have occurred in the cpa industry as well. one of the biggest areas of change is how staff are managed and treated, as shown by this chart.
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…through the staffing crisis marc rosenberg, cpa, and amanda lilley, cpa, shrm-cp, phr, have written the complete guide to developing cpa firm staff, building a desirable culture for employees and…