in the war for talent, “local” cpa firms face new threats from distant, bigger rivals – worldwide by rick telberg 卡塔尔世界杯常规比赛时间 the traditional business model of the so-called “local” cpa firm is being challenged anew by the emergence of … continued
how to beat the staffing crisis: join the survey. get the answers. by rick telberg 卡塔尔世界杯常规比赛时间 research the accounting industry may be on the verge of a seismic shift. the results of a new 卡塔尔世界杯常规比赛时间 survey of job satisfaction … continued
cpa firm staff, payroll services among brighter spots.
by beth bellor
卡塔尔世界杯常规比赛时间
in the war for talent, “local” cpa firms face new threats from distant, bigger rivals.
by rick telberg
卡塔尔世界杯常规比赛时间
the traditional business model of the so-called “local” cpa firm is being challenged anew by the emergence of a single, unified coast-to-coast talent market that’s undermining the pay differences between big-city and small-town firms.
more on jobs: where the jobs are (and what you need to get them) | cpa firms post 5% growth rate | how to set your firm apart to recruits
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that’s bad news for traditional firms trying to control staffing costs. but great news for a new generation of top talent.
five ways to make staffers feel like stars.
by marc rosenberg
on staffing
partners have it great. they:
more on staffing: why job descriptions matter | generational differences: truth and fiction | mps chime in on recruiting, development, retention | how to set your firm apart to recruits | why staff scheduling should be centralized | compensation: money and beyond | how to make mandatory saturdays a thing of the past | what staff mentoring is and isn’t | do flexible hours help or hurt us? | 8 keys to keeping staff engaged | staffing: what cpa firms are learning the hard way
the stress of partners’ jobs sometimes causes them to forget they have such a great gig. but when partners stand back and think of what they have going for them, they see how nice the big picture is.
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includes criteria for promotion to the next level.
by marc rosenberg
on staffing
let’s address the four most common positions at a cpa firm: staff, senior, manager and partner.
more on staffing: generational differences: truth and fiction | the how and why of upward surveys | don’t underestimate communication with staff | why firms can’t afford not to develop women partners | 8 recruiting strategies: how many are you using? | 6 keys to advancement programs | guidelines for flexible work policies | staff need meaningful recognition | survey: 97% of leading firms now offer flexible work arrangements
there is no such thing as a standard job description for these four positions. each firm must define them in ways that make sense for its specific situation. if ever there were job descriptions that should have flexibility built into them, most certainly they would be cpa firm positions because the expectations vary as much by the type of assignments they are given as by their title.
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bonus: matrix of how partners see millennials vs. how they see themselves.
by marc rosenberg
on staffing
george orwell said, “each generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it.”
more on staffing: the how and why of upward surveys | survey to find out what your staff think | 19 questions for your next hire | how to set your firm apart to recruits | why firms can’t afford not to develop women partners | staff performance feedback done right | 8 recruiting strategies: how many are you using? | 21 staff training best practices | compensation: money and beyond | making flex time work in the real world | how to make mandatory saturdays a thing of the past | the importance of great bosses | the 12 reasons your staff hates your firm | what happened to the relevancy of the cpa profession? | staffing: what cpa firms are learning the hard way
before we delve into the differences between generations, let’s go over some definitions.
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includes 19 sample questions, industry norms and how to decide who evaluates whom.
by marc rosenberg
cpa firm staff: managing your #1 asset
why do firms conduct upward evaluations?
more on staffing: survey to find out what your staff think | mps chime in on recruiting, development, retention | how to set your firm apart to recruits | why staff scheduling should be centralized | compensation: money and beyond | how to make mandatory saturdays a thing of the past | what staff mentoring is and isn’t | do flexible hours help or hurt us? | 8 keys to keeping staff engaged
many firms believe staff are just as important as clients. the no. 1 reason why staff stay with their firm is their relationship with the boss. in the case of a cpa firm, “the boss” is the firm’s supervisory personnel, mostly partners and managers.
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bonus: salary ranges and top markets.
by beth bellor
卡塔尔世界杯常规比赛时间
everyone knows there are jobs to be had in the accounting profession. but exactly where are they, and how much do they pay?
more on jobs: cpa firms post 5% growth rate | how to set your firm apart to recruits
according to new 卡塔尔世界杯常规比赛时间 research, the number of accounting and finance jobs available now tops 200,000. where they geographically vary by position.
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crazy doesn’t get better by adding more crazy.
by dom cingoranelli
“we can’t really enforce this because we don’t want to risk having him (or her) quit.”
i can’t tell you how many times we hear something to this effect when we talk with cpas. we hear this at small firms and we hear it at large firms. we hear it from partners, from directors, and from managers. it doesn’t matter what size firm they’re in, nor does it matter what level or position they hold.
it’s always the same line. it reminds me of the old adage, “the inmates are running the asylum.” and, it raises the question of who actually is running the firm. who’s in charge?
includes 28 sample questions plus industry norms for results.
by marc rosenberg
on staffing
if you truly and honestly want to make your firm a great place to work, the first thing you need to do is ask the staff what they think.
more on staffing: mps chime in on recruiting, development, retention | don’t underestimate communication with staff | why firms can’t afford not to develop women partners | 8 recruiting strategies: how many are you using? | 6 keys to advancement programs | guidelines for flexible work policies | staff need meaningful recognition | survey: 97% of leading firms now offer flexible work arrangements | how to create a talent management strategy
two primary types of surveys:
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what they do now and are considering for the future.
by marc rosenberg
on staffing
i often poll a group of more than 100 managing partners across the country on various practice management issues.
more on staffing: don’t underestimate communication with staff | 19 questions for your next hire | staff performance feedback done right | 21 staff training best practices | making flex time work in the real world | 10 winning traits of accounting firm leaders | the importance of great bosses | the 12 reasons your staff hates your firm | what happened to the relevancy of the cpa profession?
recently, i polled them on leading-edge staff practices.
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14 best practices, plus 22 ideas just for fun.
by marc rosenberg
on staffing
to paraphrase supreme court justice potter stewart, communication is one of those things that are hard to define but you know it when you see it.
more on staffing: 19 questions for your next hire | how to set your firm apart to recruits | why staff scheduling should be centralized | compensation: money and beyond | how to make mandatory saturdays a thing of the past | what staff mentoring is and isn’t | do flexible hours help or hurt us? | 8 keys to keeping staff engaged | staffing: what cpa firms are learning the hard way
it’s always been my opinion that cpa firms operate much too secretly. partners err on the side of not telling staff what’s going on, even in such innocuous areas as new clients, changes in health insurance, office changes, adoption of new software and the like.
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