{"id":136365,"date":"2024-12-06t12:00:39","date_gmt":"2024-12-06t17:00:39","guid":{"rendered":"\/\/www.g005e.com\/?p=136365"},"modified":"2024-12-08t14:53:42","modified_gmt":"2024-12-08t19:53:42","slug":"eight-strategies-for-recruiting","status":"publish","type":"post","link":"\/\/www.g005e.com\/2024\/12\/06\/eight-strategies-for-recruiting\/","title":{"rendered":"eight strategies for recruiting"},"content":{"rendered":"

\"group<\/strong><\/p>\n

plus interview questions, ideas for small firms and more.<\/strong><\/p>\n

by marc rosenberg<\/i>
\ncpa firm staff: managing your #1 asset<\/i><\/a><\/p>\n

\u201cin looking for people to hire, you look for three qualities: integrity, intelligence and energy. if they don\u2019t have the first, the other two will kill you.\u201d \u2013 warren buffett<\/p>\n

\u201cwe believe hiring to be the most important first step toward the organization\u2019s success.\u201d \u2013 anonymous<\/p>\n

more:<\/b> why developing women partners matters<\/a> | 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> | what relevance means for staffing in accounting<\/a> | how accounting staffing has changed<\/a>
\n\"goprocpa.com\"exclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/h4>\n

 <\/p>\n

this post offers a plethora of ideas and techniques to recruit staff. all of them can be sorted into eight high-level strategies:<\/p>\n

    \n
  1. abr:<\/strong> always be recruiting.<\/strong> we all know that staff are very hard to find and retain. it\u2019s been this way for decades and seems to get worse every year. in the past, firms recruited only if they had an opening. progressive firms proactively recruit 24\/7. given the 15-20 percent turnover rate at cpa firms, they never know when a staff person will resign or need to be terminated. but one thing is sure \u2013 turnover will<\/strong> occur. if your firm website doesn\u2019t have a section on the careers page that encourages applicants to submit their resume even if there are no openings posted, add one immediately.<\/li>\n<\/ol>\n

    <\/p>\n

    here\u2019s another justification for continuous recruiting: when firms come across outstanding candidates and feel that adding staff will create a financial strain, they terminate a marginal staff person to open up a spot. this may sound ruthless, but staff shortage has caused many firms to carry marginal performers because they are (barely) better off with that person than with no one at all.<\/p>\n

      \n
    1. offer internships. <\/strong>a seismic shift in firms\u2019 use of internships has occurred since the turn of the century. years ago, internships were almost exclusively a partner perk; many interns were partners\u2019 relatives, clients and friends. and the work assigned was largely clerical. rarely were internships viewed as a recruiting strategy.<\/li>\n<\/ol>\n

      today, internships are the major way that firms recruit entry-level staff. clients tell us that 70-80 percent of their new college hires come from internships. this is a fabulous win-win strategy; both the firm and the staff person get a chance to try each other out. also, the majority of the work assigned to interns now is real client work, not clerical work.<\/p>\n

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      1. focus on entry-level hiring. <\/strong>for decades, most firms actively recruited experienced personnel as well as entry-level people.
        \nthe shakespearean outcry heard at partner meetings was: \u201cmy kingdom for a senior.\u201d<\/li>\n<\/ol>\n

        but the universe of quality experienced staff has shrunk dramatically since the turn of the 21st century because (a) majoring in accounting is less popular and (b) the decades-long migration of staff from national and megaregional firms to local firms has dried up considerably. many staff become so disillusioned by the heavy workload at big firms that it turns them off to exploring work at smaller firms.<\/p>\n

        also, firms have been more successful in training entry-level staff in their own image than hiring experienced staff, who were marginal performers at other firms or have developed bad habits from previous employers. to support this shift in recruiting strategy, firms have beefed up their staff training programs considerably.<\/p>\n

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        1. differentiate.<\/strong> from a recruiting standpoint, how different are typical local firms from all other firms in their market? the reality for most firms is \u201cnot much.\u201d prospective hires, especially the better ones, often have a choice of firms to work for and receive multiple job offers. your firm competes not only on compensation (which tends not to vary much from firm to firm) but on the extent to which your firm stands out. look for differences, even small ones, that can make your firm more attractive to talent than your competitors. for instance, if you are a smaller firm that provides auditing services to clients, market to candidates that your staff will be involved in preparing all (or multiple) sections of the audit, thus widening their experience. compare that opportunity to a larger firm, where they may spend weeks auditing cash.<\/li>\n
        2. remember that recruiting is not just a job for the hr department.<\/strong> all firm members should make an effort and beware of opportunities.<\/li>\n<\/ol>\n