total industry workforce rises to 904,400 people.
april’s gain follows big jump (seasonally-adjusted) in february, with 21,500 new accountant and bookkeeper jobs, according to the u.s. bureau of labor statistics.
although workers gain confidence in the economy, more see job opportunities narrowing.
job confidence among u.s. accounting and finance workers dropped 4.0 points to 52.1 in the first quarter of 2011, according to mergis group, the sfn-owned placement agency.
more highlights: read more →
but they bill for it too.
the best firms, according to inside public accounting, start paying more from the first day and from the bottom up. for instance, ipa’s best of the best pay new graduates about $55,000, compared to $50,000 at their competitors — a 10% advantage that generally carries through every job level. read more →
and it’s not about the money. it’s the people.
the key driver of accountants’ work happiness may not come in the form of a paycheck, but instead in a sense of accomplishment, the relationships with peers, and the daily tasks of the work.
technology industry hiring and finance salaries on the mend.
via bdo
nearly half, or 46% of top u.s. technology companies — an important bellweather for the u.s. and the accounting profession — plan to increase employee headcount this year, marking a significant sign of confidence in the sector, according to bdo usa llp. just 7 percent expect headcount to decrease.
after 0.5% in 2010.
despite what the economists say, a return to “healthy” growth rates and profit increases for accounting firms is “nowhere in sight,” according to marc rosenberg of the rosenberg associates.
based on a nationwide survey of 49 managing partners at “successful, mid-sized firms,” rosenberg tells cpa leadership forum report:
marc rosenberg, author of the rosenberg map survey, says too many cpa firms fail to heed their own advice to clients: they don’t run their firms like a business.
pressure is building as economy recovers and staffers eye new jobs. cpa firms should begin bracing for new “compensation pressure,” according to the latest issue of accounting office management & administration report. “the extent of the pressure at small to … continued
job confidence rises. the mergis accounting and finance employee confidence index, a measure of overall confidence among u.s. accounting and finance workers, edged up 2.2 points to 56.1 in the fourth quarter of 2010, suggesting an increased numbers of professionals … continued
msu study predicts 7% increase at firms; 17% including corporate. after a sluggish 2009-2010, companies seeking business majors are poised to pick up hiring strongly throughout the year. according to the 2010-2011 recruiting trends survey by michigan state university, last … continued
no. 1: get out of my way and let me work. as important as a paycheck is to accounting firm staffers, compensation is not the top motivator at work, according to the 2010 career development survey sponsored by inside public … continued
money lures one in five staffers to new job. newly released survey data show that almost 20 percent of cpa firms’ junior staff, those with three years of experience or less, plan to leave their current firm by the end … continued
making partner in an accounting firm is not what it used to be.
by rick telberg
traditionally, becoming a partner in a cpa firm meant the end of a long, hard slog of grunt work and extended hours. but in today’s competitive environment, making partner is only the beginning of a new chapter of risks and challenges. and the work isn’t getting any easier.
today’s top cpa firm leaders are looking for new ways of building successful, enduring organizations. according to accounting firm management consultant august aquila, the culture of collegiality that gave way to a culture of entitlement is giving way to a new culture of performance and accountability.
“the lack of accountability can have a real impact on a firm’s profits,” aquila says. and with today’s shortage of high-level talent, new pressures to produce value for clients, and a white-knuckled squeeze on profits, holding leaders accountable has rarely been more critical to survival and success.
“but accountability is hard to implement,” aquila says, leading firms to make some common mistakes, like turning it into a checklist, or simply logging more information about evermore-minute activities.