what recession? more accountants with jobs … ever.
by rick telberg
in the same jobs report that drove the nasdaq to an 11-year peak, the accounting and bookkeeping sector recorded more people employed in the industry than ever before.
state-of-the-firm vid lands rachel ray tv show appearance.
entry-level auditors at kpmg win class-action certification.
a new york federal court conditionally certified a national collective action lawsuit that alleges that kpmg llp violated the federal labor laws by denying thousands of entry-level audit employees overtime pay.
“denying associates overtime pay is a problem among all of the big four accounting firms, not just at kpmg,” says attorney justin m. swartz. “we hope that this case, as well as audit, advisory, and tax cases against deloitte, pricewaterhousecoopers, and ernst & young will reform the accounting industry.”
the economy turns a corner.
according to a survey of u.s. accounting firms by sageworks, 92% of financial professionals believe that businesses will either maintain or increase their employee count in 2012.
new data shows where many firms are falling short.
accounting firms need to start worrying that their best people could jump ship for the next great opportunity.
learn what it takes to attract the best talent and merger partners.
by robert fligel, cpa
rf resources llc
for many in the cpa business, organic growth is going to be very slow for the next several years. so, cpa firms seeking growth are:
but how do you position your firm to be desirable to merger partners or new talent?
new workflows require new labor models.
by steve erickson
steve erickson llc
i have been giving quite a bit of thought to the cost/price squeeze facing many cpa firms. salary and benefit costs are at an all time high as a percentage of net revenue and profit margins have been decreasing for a number of years.
start with planning and coaching.
by steve erickson
steve erickson llc
improving partner and staff accountability is essential in these economic times.
review notes and backward looking evaluations might well have some influence on future performance but do not have any impact on what has already taken place. there is a better way to get to get your partners and staff to take ownership and agree to be accountable.
here’s how you can immediately improve accountability and performance in your firm: read more →
industry grows to 926,000 employees nationwide.
the scant month-to-month increase came after a stall during the summer, resuming six months of advances from january through june, according to new and preliminary seasonally-adjusted figures from the department of labor.
accounting today’s fourth year for the list.
top winners are to be announced at accounting today’s 2nd annual growth & profitability summit on oct. 25-27 in las vegas.
the best accounting firms to work for list includes 50 small firms (15-49 employees), 45 midsized firms (50-249 employees) and five large firms (more than 250 employees).
vault.com ranks accounting firms by “quality of life” issues.
leading the way was elliot davis, which took the top spot in four categories, with withumsmith+brown and deloitte each earning no. 1 rankings in three categories.
s&g financial services took the lead in two categories, and armanino mckenna, pricewaterhousecoopers, and rothstein kass each grabbed one top spot in this year’s rankings.
maybe the 150-person firm in bellevue, wash., has found a winning formula.
[jwplayer mediaid=”12592″]
clark nuber is consistently ranked among one of washington’s best places to work and the firm has an 88 percent retention rate. tracy l. white, sphr, senior director of human resources, shares insights into what it takes to build a dedicated staff:
no, you don’t own your clients.
by jason m. blumer, cpa/citp
founder, thriveal +cpa network
chief innovation officer, blumer & associates cpas
i’m learning a lot these days. for instance, i’ve learned the value of where my real assets are found.
an australian colleague said he doesn’t call his clients “his” anymore. that is, he has realized something that many of us in the business are slow to accept – your clients are not your property and you do not own them. ouch.
why do i believe this?
before we hit some practical aspects to this truth, 
let me discuss the deeper reasons for this new belief. with the accountancy revolution, i’m seeing that clients, or customers as i like to call them, have the freedom to make their own choices for their service providers. and i now believe this deeply.