{"id":131672,"date":"2024-10-24t11:57:09","date_gmt":"2024-10-24t15:57:09","guid":{"rendered":"\/\/www.g005e.com\/?p=131672"},"modified":"2024-10-29t19:22:34","modified_gmt":"2024-10-29t23:22:34","slug":"staff-crave-advancement-and-challenge","status":"publish","type":"post","link":"\/\/www.g005e.com\/2024\/10\/24\/staff-crave-advancement-and-challenge\/","title":{"rendered":"staff crave advancement and challenge"},"content":{"rendered":"<p><strong><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-134029\" src=\"\/\/www.g005e.com\/wp-content\/uploads\/2024\/10\/threepeopletablet_.jpeg\" alt=\"three coworkers looking at a tablet\" width=\"1600\" height=\"1068\" srcset=\"\/\/www.g005e.com\/wp-content\/uploads\/2024\/10\/threepeopletablet_.jpeg 1600w, \/\/www.g005e.com\/wp-content\/uploads\/2024\/10\/threepeopletablet_-424x283.jpeg 424w, \/\/www.g005e.com\/wp-content\/uploads\/2024\/10\/threepeopletablet_-849x567.jpeg 849w, \/\/www.g005e.com\/wp-content\/uploads\/2024\/10\/threepeopletablet_-768x513.jpeg 768w, \/\/www.g005e.com\/wp-content\/uploads\/2024\/10\/threepeopletablet_-1536x1025.jpeg 1536w, \/\/www.g005e.com\/wp-content\/uploads\/2024\/10\/threepeopletablet_-300x200.jpeg 300w, \/\/www.g005e.com\/wp-content\/uploads\/2024\/10\/threepeopletablet_-600x401.jpeg 600w\" sizes=\"auto, (max-width: 1600px) 100vw, 1600px\" \/><\/strong><\/p>\n<p><strong>do your people know what it takes to get ahead?<\/strong><\/p>\n<p><i>by marc rosenberg<\/i><br \/>\n<a href=\"\/\/www.g005e.com\/shop\/marc-rosenberg-cpa-firm-staff-managing-your-1-asset-second-edition-updated-expanded-mr23cfs\/\"><i>cpa firm staff: managing your #1 asset<\/i><\/a><\/p>\n<p>the cpa firm mergers and acquisitions company prohorizons has surveyed thousands of staff on what they want most from their jobs. here are excerpts from their survey results:<\/p>\n<h4 style=\"padding-left: 40px;\"><strong><b>more:<\/b><\/strong><a href=\"\/\/www.g005e.com\/2024\/10\/17\/how-leadership-looks-and-feels-at-cpa-firms\/\"> what leadership looks and feels at cpa firms<\/a> | <a href=\"\/\/www.g005e.com\/2024\/10\/10\/eleven-things-that-good-mentors-do\/\">eleven things that good mentors do<\/a> | <a href=\"\/\/www.g005e.com\/2024\/10\/03\/give-the-recognition-your-staff-needs\/\">give the recognition your staff needs<\/a> | <a href=\"\/\/www.g005e.com\/2024\/09\/26\/the-importance-of-great-bosses\/\">the importance of great bosses<\/a> | <a href=\"\/\/www.g005e.com\/2024\/09\/22\/how-remote-work-is-impacting-accounting-firms\/\">how remote work is impacting accounting firms<\/a> | <a href=\"\/\/www.g005e.com\/2024\/09\/08\/make-work-flexibility-work-for-everyone\/\">make work flexibility work for everyone<\/a> | <a href=\"\/\/www.g005e.com\/2024\/08\/29\/why-staff-leave-cpa-firms-and-how-to-stop-them\/\">why staff leave cpa firms \u2026 and how to stop them<\/a> | <a href=\"\/\/www.g005e.com\/2024\/08\/15\/how-to-solve-the-big-disconnect-in-talent-management\/\">how to solve the big disconnect in talent management<\/a> | <a href=\"\/\/www.g005e.com\/2024\/08\/08\/what-relevance-means-for-staffing-in-accounting\/\">what relevance means for staffing in accounting<\/a> | <a href=\"\/\/www.g005e.com\/2024\/08\/01\/how-accounting-staffing-has-changed\/\">how accounting staffing has changed<\/a><br \/>\n<strong><img loading=\"lazy\" decoding=\"async\" class=\"alignleft wp-image-49700 size-full\" src=\"https:\/\/cpatwpe.s3.amazonaws.com\/cpatrendlines\/wp-content\/uploads\/2016\/08\/yellow_key_clip_art-e1375897299811-36p-hi-1-e1603911598474.jpg\" alt=\"goprocpa.com\" width=\"39\" height=\"16\" \/><span style=\"color: #b79c00;\">exclusively for pro members. <\/span><\/strong><span style=\"color: #b79c00;\"><a style=\"color: #b79c00;\" href=\"\/\/www.g005e.com\/wp-login.php?redirect_to=\/\/www.g005e.com\/2024\/10\/24\/staff-crave-advancement-and-challenge\/\">log in here<\/a> or <a class=\"external\" style=\"color: #b79c00;\" href=\"http:\/\/goprocpa.com\/\" target=\"_blank\" rel=\"noopener\">2022世界杯足球排名 today<\/a>.<\/span><\/h4>\n<p>&nbsp;<\/p>\n<p><strong>opportunities for growth and development<\/strong><\/p>\n<p>one of the most common reasons people leave their jobs is because they don\u2019t see potential for future growth. staff want to be in a position where they are constantly growing and improving instead of just staying stagnant. the best cpa firms encourage that growth by providing opportunities for career and personal development.<br \/>\n<!--more--><br \/>\nmentorship programs are important opportunities for growth. people want to work for cpa firms that have mentorship programs where they can learn from more experienced colleagues and network with other professionals. staff crave chances to grow within the firm by adding new responsibilities throughout their careers.<\/p>\n<p><strong>rewarding work<\/strong><\/p>\n<p>staff want to see the impact of their work and know they are making a difference. when staff are engaged, they feel their work has an impact on the clients they serve.<\/p>\n<p><strong>chance to take ownership of projects<\/strong><\/p>\n<p>firms have to make certain their staff feel they are empowered to make choices and contribute to the firm. if someone has an idea, they should always feel free to present it to their supervisor or to other personnel.<\/p>\n<p>a 2018 article published by the illinois society of public accountants reiterated that younger professionals often consider leaving the field of public accounting because of the \u201cperceived lack of advancement opportunities.\u201d<\/p>\n<p>job-hopping was taboo for older generations, but times have indeed changed. young people\u2019s attitudes toward changing jobs have shifted since the groundbreaking research done on generation x.<\/p>\n<ul>\n<li>data from the bureau of labor statistics in 2020 showed that the average male worker stays on a job just 4.3 years and the average female worker 3.9 years.<\/li>\n<li>in fact, 91 percent of millennials expect to stay in a job for less than three years, according to future workplace\u2019s \u201cmultiple generations at work\u201d survey.<\/li>\n<\/ul>\n<p>generation x and millennials are less concerned about job-hopping because it has lost its stigma. they are more concerned about advancement opportunities and challenge, learning and feedback. when these stop, people leave.<\/p>\n<p>jeanne meister, a consultant with future workplace, wrote the following for forbes, explaining why job-hopping doesn\u2019t faze<br \/>\nyoung people:<\/p>\n<ul>\n<li>it speeds career development, avoiding the dues-paying that can slow one\u2019s ascent up the corporate ladder.<\/li>\n<li>it can lead to greater job fulfillment, which is more important to today\u2019s young people than to any previous generation.<\/li>\n<li>because humans are terrible at predicting what will make staff happy, young people feel it is crucial to find job satisfaction through trial and error.<\/li>\n<\/ul>\n<p>bottom line: if you want to retain your staff, you\u2019d better figure out ways they can advance and ways you can keep them challenged.<\/p>\n<h3>components of a good advancement program at a cpa firm<\/h3>\n<ol>\n<li>define the core competencies for each position in the firm in writing. this is the logical start of any advancement program. people advance when they master the core competencies of the job they currently have.<\/li>\n<li>clarify in writing, at all levels (including partner), what it takes to advance to the next position.<\/li>\n<li>review these promotion criteria with staff during mentoring and performance evaluation sessions. start early.<\/li>\n<li>managers and partners must discuss these criteria face to face, proactively counseling the staff in how to attain the advancement requirements. it\u2019s not enough to simply give a staff person a sheet of paper stating the written criteria for advancement.<\/li>\n<li>create goal-setting programs. make it crystal clear what the firm expects of each person in the firm. those expectations should be written in the form of goals and ideally tied to compensation.<\/li>\n<li>establish multiple promotion tracks:<\/li>\n<\/ol>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li>it\u2019s easy to understand how staff might think that the only measure of true success is to become a partner. to combat this mindset, firms need to establish alternative career paths for key staff who don\u2019t want to become partners.<\/li>\n<li>don\u2019t forget about alternative tracks for part-timers and flex-timers as well as full-timers.<\/li>\n<li>consider options for staff who may not want to stay in a certain department. are there other service lines they could move to (e.g., from tax to audit, or from audit to advisory or perhaps a transition to a new department, such as training and development, where their prior technical expertise could be valuable in training future employees).<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h3>how firms can make staff jobs challenging<\/h3>\n<ol>\n<li>there are aspects of many jobs at a cpa firm that are considered grunt work. it\u2019s important work that needs to be done, but it\u2019s tedious, boring and unchallenging to many staff, especially the most talented and ambitious people. too much of this work for too long a time will be a real turnoff to staff. use technology, outsourcing and paraprofessionals to do the grunt work.<\/li>\n<li>stretch your staff. to walk the talk on making staff jobs challenging, supervisors need to think of ways to stretch the staff\u2019s abilities by giving them more complex assignments.<\/li>\n<li>many cpas are too slow to assign advanced work to staff, adhering to a dues-paying mentality. err on the side of overdelegating.<\/li>\n<li>let staff have client interactions sooner rather than later. communicating with clients is empowering to staff, helps them feel important and begins to develop their skills as trusted client advisors.<\/li>\n<li>make work challenging. it takes two to tango. the onus is on the firm, but staff can play an important role, too. train your staff to ask for added responsibilities and more advanced work.<\/li>\n<li>training plays an important role in making work challenging. it\u2019s all fine and good to preach stretching your staff\u2019s abilities, but there is a limit to how advanced an assignment they can handle without first receiving a certain amount of training.<\/li>\n<li>varied responsibilities keep work challenging. a job gets stale when someone is assigned the same clients and same type of work year after year. give your staff as much variety as possible.<\/li>\n<li>use technology for tasks that were previously done manually.<\/li>\n<\/ol>\n<table border=\"1\">\n<tbody>\n<tr>\n<th colspan=\"2\">general performance traits needed to advance (whatever position you aspire to)<\/th>\n<\/tr>\n<tr>\n<th>basics<\/th>\n<th>wild cards<\/th>\n<\/tr>\n<tr>\n<td>\n<ol>\n<li>learn and absorb what you are taught; get work done accurately and presentably.<\/li>\n<li>complete work within the number of hours expected.<\/li>\n<li>consistently meet internal and external deadlines.<\/li>\n<li>complete your work so thoroughly that it seldom needs to be changed.<\/li>\n<li>be proficient with technology.<\/li>\n<li>stay busy with client work.<\/li>\n<li>develop effective interpersonal and communication skills.<\/li>\n<li>supervise staff effectively; help staff grow.<\/li>\n<li>cultivate your ability to work on multiple jobs at the same time.<\/li>\n<li>create productive relationships with clients.<\/li>\n<li>develop technical excellence.<\/li>\n<li>maintain passion and enthusiasm for your work.<\/li>\n<\/ol>\n<\/td>\n<td>* wild cards are skills that all cpa firms would love their staff to develop, though many staff and indeed partners don\u2019t develop them. some firms require these skills for partners, while many others say, \u201cit would be great, but we stop short of requiring them to make partner.\u201d<\/p>\n<p><strong>examples:<\/strong><\/p>\n<ul>\n<li>bring in clients<\/li>\n<li>expand services to existing clients<\/li>\n<li>develop a specialty<\/li>\n<li>be active in the community<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>&nbsp;<\/p>\n<h3>what it takes to advance to specific titles in cpa firms<\/h3>\n<p>cpa firms have many different job titles. we\u2019ll address the most common:<\/p>\n<ul>\n<li>staff<\/li>\n<li>senior<\/li>\n<li>manager<\/li>\n<li>partner<\/li>\n<\/ul>\n<p>this table addresses what it takes to advance from staff to senior and from senior to manager. in the next section, we address what it takes to advance to partner.<\/p>\n<table border=\"1\">\n<tbody>\n<tr>\n<th>title<\/th>\n<th>position description<\/th>\n<th>next promotion<\/th>\n<th>what it takes to advance<\/th>\n<\/tr>\n<tr>\n<td>staff<\/td>\n<td>\u2022 is entry level<br \/>\n\u2022 works on one job at a time<br \/>\n\u2022 does not supervise staff<br \/>\n\u2022 focuses mainly on learning basic technical skills<br \/>\n\u2022 rarely reports to a partner<\/td>\n<td>senior<\/td>\n<td>\u2022 is able to senior small jobs<br \/>\n\u2022 hits annual charge hour budget with acceptable realization<br \/>\n\u2022 has mastered basic technical work<br \/>\n\u2022 doesn\u2019t repeat mistakes<br \/>\n\u2022 has 2-3 years as a staff person<\/td>\n<\/tr>\n<tr>\n<td>senior<\/td>\n<td>\u2022 runs jobs in the field<br \/>\n\u2022 mostly one job at a time, but not always<br \/>\n\u2022 supervises staff<br \/>\n\u2022 has heavy client contact<br \/>\n\u2022 has lots of partner contact<\/td>\n<td>manager<\/td>\n<td>\u2022 jobs delivered to manager or partner need minimal changes<br \/>\n\u2022 is a skillful supervisor<br \/>\n\u2022 is productive; realizable<br \/>\n\u2022 has partner or permanent manager potential<br \/>\n\u2022 has credibility with staff and upward to partners<br \/>\n\u2022 has 2-3 years as a senior<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>&nbsp;<\/p>\n<h3>promotion to partner: thresholds and competencies<\/h3>\n<p><strong>intangibles<\/strong><\/p>\n<ol>\n<li><strong>trust:<\/strong> has earned trust from partners, staff and clients<\/li>\n<li>displays integrity, honesty and sound ethical behavior\/ judgment<\/li>\n<li>has credibility with partners and staff<\/li>\n<li>encourages client confidence; clients are comfortable calling the partner-potential first rather than the originating partner<\/li>\n<li>has a strong work ethic<\/li>\n<li>shows loyalty and commitment<\/li>\n<li>is a team player<\/li>\n<li>has strong communication and interpersonal skills<\/li>\n<li>has leadership skills<\/li>\n<li>is able to mentor staff effectively<\/li>\n<li>communication and interpersonal skills<\/li>\n<\/ol>\n<p><strong>financial and legal<\/strong><\/p>\n<ol>\n<li>is willing and able to buy in (equity partners only)<\/li>\n<li>is willing to take on partner retirement obligations (equity partners only)<\/li>\n<li>is willing to sign a nonsolicitation agreement<\/li>\n<li>demonstrates personal financial stability<\/li>\n<\/ol>\n<p><strong>practice development<\/strong><\/p>\n<ol>\n<li>originates x amount of business<\/li>\n<li>constantly pursues meetings with clients, prospects and referral sources to get new business<\/li>\n<li>actively seeks opportunities to cross-sell additional services to existing clients<\/li>\n<li>has been active for at least several years in building up a network of business contacts<\/li>\n<li>frequently networks within the industry and stays abreast of trends impacting the profession<\/li>\n<\/ol>\n<p><strong>production and client management<\/strong><\/p>\n<ol>\n<li>manages an appropriate number of clients (billing, relationship and engagement management)<\/li>\n<li>achieves x billable hours \u2026<\/li>\n<li>\u2026 at x percent realization<\/li>\n<\/ol>\n<p><strong>technical<\/strong><\/p>\n<ol>\n<li>demonstrates a high level of analytical and problem-solving skills; solves clients\u2019 problems<\/li>\n<li>exhibits a high level of technical skill so the firm is comfortable that once the partner candidate has finished a client project, no one else needs to review it to make sure it was done correctly; candidate has a proven ability to complete highly technical projects with minimal assistance from others<\/li>\n<li>is a proven specialist in some industry and\/or service line; clients and internal employees rely on this individual for their specialized expertise in this area<\/li>\n<\/ol>\n<p><strong>supervision<\/strong><\/p>\n<ol>\n<li>has solid experience with and is effective at supervising staff<\/li>\n<li>delegates non-partner-level work routinely and successfully<\/li>\n<li>actively develops the next generation at the firm, including future partners<\/li>\n<\/ol>\n<p><strong>administration<\/strong><\/p>\n<ol>\n<li>follows and complies with policies, procedures and deadlines<\/li>\n<li>completes time entry, billing and collections in accordance with firm standards<\/li>\n<\/ol>\n","protected":false},"excerpt":{"rendered":"<p><strong>do your people know what it takes to get ahead?<\/strong><br \/>\n<a href=\"\/\/www.g005e.com\/2024\/10\/24\/staff-crave-advancement-and-challenge\/\"><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-134032\" src=\"\/\/www.g005e.com\/wp-content\/uploads\/2024\/10\/250_rosenberg_threepeopletablet.png\" alt=\"\" width=\"250\" height=\"125\" \/><\/a><br \/>\n<i>by marc rosenberg<\/i><br \/>\n<a href=\"\/\/www.g005e.com\/shop\/marc-rosenberg-cpa-firm-staff-managing-your-1-asset-second-edition-updated-expanded-mr23cfs\/\"><i>cpa firm staff: managing your #1 asset<\/i><\/a><\/p>\n","protected":false},"author":1339,"featured_media":134029,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","footnotes":""},"categories":[3002,2297],"tags":[],"class_list":["post-131672","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-special","category-staffing"],"acf":[],"yoast_head":"<!-- this site is optimized with the yoast seo plugin v23.7 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>staff crave advancement and challenge - 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