{"id":1361,"date":"2008-07-14t09:30:26","date_gmt":"2008-07-14t14:30:26","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=1361"},"modified":"2024-08-14t11:30:20","modified_gmt":"2024-08-14t15:30:20","slug":"why-cpe-will-never-be-the-same-again","status":"publish","type":"post","link":"\/\/www.g005e.com\/2008\/07\/14\/why-cpe-will-never-be-the-same-again\/","title":{"rendered":"why cpe will never be the same again"},"content":{"rendered":"
how does your firm rate in the cpe race?<\/strong><\/p>\n join the seven keys to success study; get the results.<\/a><\/strong><\/p>\n by rick telberg\/at large<\/em><\/p>\n the global shift towards principles-based accounting standards, combined with the relentless pace of change in the world of business, is prompting many finance and accounting professionals to rethink their approach to continuing professional education.<\/p>\n cpe has already changed considerably in both form and content. in form, cpe can now be taken online or offline, in person or remotely, anytime and anywhere — 24\/7\/365.<\/p>\n but even bigger changes may be taking place in content, as global accounting and reporting standards evolve to a so-called principles-based regimen. at the same time, accounting firms and finance organizations are finding that the cookbook approach to continuing education, like the cookbook approach to accounting, needs to give way to a more sophisticated mix of knowledge and judgment.<\/p>\n but there is yet a third factor forcing a change in cpe — the need for risk management.<\/p>\n “in today’s world,” according to jon andrews (pictured), a top partner at pricewaterhousecoopers’ london-based human resources management consultancy, “people are taking a clear perspective that making the investment in people pays back multiple fold in the risks that you avoid because people know what they’re doing.”<\/p>\n in fresh research from a joint venture of capstone marketing and 卡塔尔世界杯常规比赛时间, cpe regimens emerge as a key difference between the best cpa firms and the rest, or, what we call, the leaders and the laggards.<\/p>\n specifically, leaders are<\/p>\n and the results are not limited to the biggest or best-endowed firms. in fact, the smallest firms show returns every bit as impressive as the largest.<\/p>\n of course, not every accounting firm or finance department can afford the $9,000 per year that andrews spends on every new college recruit to get him or her up to speed and certified. but pwc’s’ winning philosophy about cpe can be adopted by almost anyone — from solo practitioner to cfo.<\/p>\n “the fundamental challenge of the learning business,” says andrews, “is less about the infrastructure than about embedding the learning within the strategy. training won’t have an impact on roi if it’s not connected to strategy.”<\/p>\n “previously, people were evaluated on their understanding of technical points,” andrews says. “now, in the u.k., there is a requirement to demonstrate for the regulators that you are building people, that they aren’t only passing exams, but are competent in a rounded fashion. principles are about how you understand case studies and how to apply the rules in those scenarios. rules and more black and white.”<\/p>\n education isn’t limited to staffers or junior partners either. senior partners and leaders get regular tune-ups in leadership and management skills, plus special coursework in one-to-one coaching, sometimes taught with personal coaches.<\/p>\n “it’s just as important that partners are helping future partners to build capability and understand their role,” andrews says. “it’s critical because they are leaders and role models. in a medium or small organization it’s much harder to find the critical mass of individuals or the budget to make the investment, but it’s still important for them to do that.”<\/p>\n so, it’s not just about technical updates and skills training. at firms like pwc, senior people are equipped to deliver beyond the content of a set of exams. for instance, about half of pwc’s learning programs are in the so-called “soft” skills, including relationship training, which is designed to assess hidden client needs and develop new solutions. just don’t call it “sales.” “in the assurance business, we focus on relationships, not sales,” andrews advises.<\/p>\n “the critical element,” andrews says, “is helping people understand how to access resources to make the right decisions at the right time.”<\/p>\n making “the right decisions at the right time…” isn’t that what we should expect from a true professional?<\/p>\n join the study panel: get the seven keys to success. take the survey; see the results.<\/a><\/strong><\/p>\n <\/strong><\/p>\n comments:<\/strong> rants, raves, idle thoughts or questions? contact rick telberg<\/a>.<\/strong><\/p>\n <\/strong><\/p>\n tune in: <\/strong>see rick’s latest video snacks<\/a><\/strong>.<\/p>\n <\/em><\/p>\n copyright \u00c2\u00a9 2008 卡塔尔世界杯常规比赛时间\/bsg llc<\/a>. all rights reserved. used by permission. first published by the aicpa.<\/em><\/p>\n\n