a well-defined firm culture is key to building an irresistible employer brand.
by seth fineberg
at large
who you are and what you stand for as a firm can mean many things, but if you aren’t explicit about what you are about, you may as well say nothing.
more: seth fineberg
i know this is a bold statement, but over the years, i’ve heard the term “firm culture” tossed around so freely that i daresay, when pressed, that firm leaders will be challenged to have a legitimate answer when asked what it actually is.
this discussion came up as recently as the aicpa & cima engage event in early june. it was chatted about during breaks, at cocktail hours, and even in a pointed session titled “building an irresistible employer brand in a competitive talent market.” it centered around the idea that if you don’t entirely know or aren’t explicit about your firm culture, you will have difficulty attracting and possibly even retaining talent.
in an era when the so-called accounting ‘pipeline’ is dwindling, no firm can afford not to know what it stands for. and yet, to my earlier point, so many firms tout their culture as what separates them from other firms, with very few being able to explain in detail what that “culture” is.
so, let me give you a few thoughts on what i have heard that actually works to help identify your culture. moreover, how to know when it’s working or not:
- every interaction with your firm should leave no doubt about who you are and what you stand for.
- as a firm leader, can you definitively answer what exactly differentiates you from other firms?
- also, if you don’t know, will your people be able to answer if you ask them?
- do you know why a new candidate would choose your firm over any other?
- is your firm’s culture by design or by default?
from what i’ve seen, where it works, firm culture can be a myriad of things, but it all ties back to its principles, values, and goals. for example, if you value life/work balance, be able to express at least three ways you’re doing this. or, if social/community outreach is your thing, list what you have done over the past year within your community.
get the picture? details count, and so does having staff that can state the uniform culture. as i said above, if you don’t know, ask. in fact, you should be regularly engaged with your team, whether it’s a staff of three or 300. get feedback regularly, monthly, or quarterly…whatever works to keep your north star in view.
undoubtedly, much needs to change about how accountants work, are paid, and what they truly look like. we will continue to rinse and repeat this until a noticeable change occurs.
but aside from that, you, as a firm leader, have the power to help establish and maintain a culture of which you and your staff can be proud. this will be the story to tell and will help with whatever pipeline issues you have, perceived or otherwise.