{"id":135990,"date":"2024-11-27t12:00:35","date_gmt":"2024-11-27t17:00:35","guid":{"rendered":"\/\/www.g005e.com\/?p=135990"},"modified":"2024-12-01t13:54:24","modified_gmt":"2024-12-01t18:54:24","slug":"why-developing-women-partners-matters","status":"publish","type":"post","link":"\/\/www.g005e.com\/2024\/11\/27\/why-developing-women-partners-matters\/","title":{"rendered":"why developing women partners matters"},"content":{"rendered":"
<\/strong><\/p>\n several experts on offer tips on how.<\/strong><\/p>\n by marc rosenberg<\/i> \u201cif i have 500 partners and 400 are men, i figure i have 150 underperforming partners.\u201d \u2013 a big 4 managing partner<\/p>\n the cpa profession suffers mightily from a shortage of labor. there are several reasons for this, in no particular order:<\/p>\n <\/p>\n <\/p>\n another important fact is that these numbers haven\u2019t changed since this data began tracking these statistics in 2019, showing that progress in this area is at a standstill.<\/p>\n think how much easier it would be to recruit and retain high-quality cpa firm staff if the profession could attract a representative number of minorities and women instead of relying so heavily on white men.<\/p>\n similar disappointments exist with regard to cpa firms retaining women. this article focuses on women\u2019s issues in the cpa industry, but many of the principles can be applied to other groups underrepresented in firm leadership.<\/p>\n the aicpa\u2019s biannual study of accounting graduates and demand for public accounting recruits has shown for decades that the male-to-female ratio of accounting graduates is very close to 50-50.<\/p>\n yet the retention<\/strong> of women at firms and their ascension to partner has been appalling. a recent rosenberg survey shows:<\/p>\n so what\u2019s going on?<\/p>\n this section draws heavily on the marvelous work of joanne cleaver of wilson-taylor associates. her groundbreaking move research has chronicled the state of women in cpa firms for many years now.<\/p>\n cleaver presented her research to our chicago-area roundtable several years ago. two telling comments came from the nearly all-male audience:<\/p>\n \u201cshe didn\u2019t tell us anything we didn\u2019t already know.\u201d reasonable response: \u201cthen why haven\u2019t you done anything about it?\u201d<\/p>\n one question from an audience member: \u201cjoanne, are you suggesting the problem in developing women into partners is \u2026 us?\u201d<\/p>\n that last comment reminds us of one of our favorite quotes. it\u2019s from the comic strip pogo: \u201cwe have met the enemy, and he is us.\u201d<\/p>\n these reactions go a long way toward describing the poor job that cpa firms have done in developing female partners.<\/p>\n according to cleaver, here are best practices for firms developing more women partners:<\/p>\n it is critical for mentors to talk consistently and frequently with both female and male staff about opportunities to be a partner. women\u2019s life situations can change quickly, causing their career choices to change as well.<\/p>\n a mentor should help female staff realize that they don’t have to give up important life goals (marriage, raising a family, work-life balance) to be partners. firms need to get their female staff to think: \u201cif i can be a partner without the long hours and the requirement to do business development at night, then maybe i do want to be a partner.\u201d<\/p>\n \u201cmentoring moms\u201d are very helpful with female staff. these are successful female role models in the firm who can more easily and less awkwardly discuss such issues as maternity leave and raising a family, both before and after staff become pregnant. also, many of these somewhat older women have successfully navigated the challenge of continuing work at the firm and raising a family. they can show the younger women that it can be done and give them advice on how.<\/p>\n the following is excerpted from an issue of the society of human resource management\u2019s (shrm) hr magazine by kathryn tyler:<\/p>\n succession planning is a bit like chess in that (hr) professionals must assess the board with an eye on the next move \u2013 and the next five moves thereafter. many organizations don\u2019t think about succession planning until someone retires or dies.<\/p>\n tyler goes on to outline the key steps when planning for succession:<\/p>\n for cpa firms, the key roles are typically those of partners and managers, although recent labor market trends make it key to find people to fill all roles.<\/p>\n the following is excerpted from a blog written by consultant renee moulders of convergencecoaching:<\/p>\n firms around the country are struggling to recruit and retain experienced professionals to serve their clients. partners are nearing retirement and many don\u2019t have clear successors in place to ensure their firms keep running. given the desperate need for talent, we should leave no stone unturned in the quest to identify the next generation of leaders.<\/p>\n research from a study of harvard business school (hbs) graduates<\/a> is very revealing. it shows that men\u2019s and women\u2019s values are aligned more than some partners think. examples:<\/p>\n men and women both want fulfilling, forward-progressing careers. they both struggle to balance career with family obligations. but women aren\u2019t finding their way into leadership, as we see in our public accounting firms and in the hbs survey group, too.<\/p>\n this brings us to the question: what can we<\/strong> do about the situation?<\/p>\n the good news is that there are tangible steps firms can take today to bring women leaders forward.<\/p>\n these ideas will improve life for nearly every employee in your firm, not just your female staff.<\/p>\n public accounting firms face a challenging market for recruiting and retaining employees. shouldn\u2019t we make sure we take advantage of our internal possibilities? encourage your leadership team to take a hard look at your internal leadership options \u2013 especially women you\u2019re afraid to invest in \u2013 and challenge yourselves to build your leadership pipeline.<\/p>\n the following is excerpted from an article by ida o. abbott that appeared in 卡塔尔世界杯常规比赛时间:<\/p>\n \u201cwomen get advice, while men get promotions.\u201d<\/strong><\/p>\n the benefits of sponsorship are indisputable. having a highly placed sponsor is a distinct career advantage when competing for top positions.<\/p>\n prot\u00e9g\u00e9es gain career-enhancing opportunities that others do not get. they receive more chances to excel, are accepted into influential networks, gain visibility as rising stars and enjoy heightened prestige through the intervention of a powerful backer. they are recognized by others both for their own skillful performance and for having the personal support of a highly regarded sponsor.<\/p>\n sponsorship is more powerful than mentorship. <\/strong>mentorship is one strategy that has helped women remain in the workforce and make great strides professionally. mentorship is still important, and most women today can find mentors. but without sponsorship, mentoring does not provide the same career benefits for women that it does for men. both women and men get valuable career advice from mentors, but advice consists of words and good intentions. sponsorship involves taking purposeful action on another\u2019s behalf to advance her career interests and having sufficient clout to produce results.<\/p>\n sponsorship for high performers occurs regularly in both corporate and professional service environments.<\/p>\n however, most of the beneficiaries of sponsorship are men. research studies show that men\u2019s mentors more often serve as sponsors who take an active part in promoting the men\u2019s careers, while women\u2019s mentors are supportive but often do not proactively champion them. promising women who feel their careers are stalled or thwarted frequently opt to leave the organization.<\/p>\n the attrition of women before they reach senior positions is a costly and needless loss of talent.<\/p>\n actions speak louder than words.<\/strong> it is no longer sufficient for men simply to voice their support for women. men in leadership must act with resolve to ensure that barriers are eliminated and that women receive the same career-expanding experiences, opportunities and support that are widely available to men.<\/p>\n men cannot expect women to correct the situation by themselves. with so little representation in the inner circles, women do not have enough power to drive the changes that are necessary. there is one thing that all male leaders can do toward that end: they can sponsor women.<\/p>\n sponsorship is not by itself a solution to the dearth of women in leadership or the gender gap in pay, but it does start to level the playing field when women have powerful sponsors as readily as men do.<\/p>\n this is an excellent article that sends a powerful message. there is no reason why a good mentor can\u2019t also be a good sponsor.<\/p>\n along this same line, a journal of accountancy article by hannah pitstick also tackled the topic of how to \u201cbreak the bias\u201d and further support women in cpa firms. she noted two of the most impactful suggestions for shrinking the gender gap and creating more equality:<\/p>\n several experts on offer tips on how.<\/strong>
\ncpa firm staff: managing your #1 asset<\/i><\/a><\/p>\n\n
more:<\/b> a better way to provide performance feedback<\/a> | training? cpe? they\u2019re not the same<\/a> | six tips for setting compensation<\/a> | staff crave advancement and challenge<\/a> | what leadership looks and feels at cpa firms<\/a> | eleven things that good mentors do<\/a> | give the recognition your staff needs<\/a> | the importance of great bosses<\/a> | how remote work is impacting accounting firms<\/a> | make work flexibility work for everyone<\/a> | why staff leave cpa firms \u2026 and how to stop them<\/a> | how to solve the big disconnect in talent management<\/a>
\nexclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/h4>\n\n
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the facts: read \u2019em and weep<\/h3>\n
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best practices for developing women partners<\/h3>\n
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is your firm leaving potential leadership successors behind?<\/h3>\n
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men advance 2 to 1 over women without sponsors<\/h3>\n
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\nby marc rosenberg<\/i>
\ncpa firm staff: managing your #1 asset<\/i><\/a><\/p>\n","protected":false},"author":1339,"featured_media":136172,"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":[3120,3002,2297],"tags":[],"class_list":["post-135990","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-pro-member-exclusive","category-special","category-staffing"],"acf":[],"yoast_head":"\n