{"id":123155,"date":"2024-07-17t00:00:37","date_gmt":"2024-07-17t04:00:37","guid":{"rendered":"\/\/www.g005e.com\/?post_type=product&p=123155"},"modified":"2024-07-17t05:52:44","modified_gmt":"2024-07-17t09:52:44","slug":"marc-rosenberg-cpa-firm-staff-managing-your-1-asset-second-edition-updated-expanded-mr23cfs","status":"publish","type":"product","link":"\/\/www.g005e.com\/shop\/marc-rosenberg-cpa-firm-staff-managing-your-1-asset-second-edition-updated-expanded-mr23cfs\/","title":{"rendered":"cpa firm staff: managing your #1 asset [updated & expanded]"},"content":{"rendered":"
plus:<\/strong> tips for inter-generational harmony.<\/p>\n the toolkit is designed to help you quickly integrate best practices from cpa firm staff: managing your #1 asset, second edition,<\/em> into your firm<\/span>. high-impact, single-page worksheets for individual study and group strategy.<\/strong> more than 300 tips, strategies and checkpoints, including:<\/strong><\/p>\n managing partners s<\/strong>ay their staff is just as important as their clients. yet firms continue to struggle mightily with staff management. that’s because the old methods no longer work in this era of tight labor supply and high turnover<\/span>. <\/span><\/p>\n managing staff<\/strong>\u2014recruiting, training, engagement, retention, mentoring and developing them into partners\u2014is the profession’s number one<\/span>\u00a0challenge.<\/span><\/p>\n in this handbook,<\/strong> rosenberg has assembled all of his knowledge and experience in developing cpa firm staff. the handbook features our proprietary consulting materials, pertinent research, opinions from thought leaders and major contributions from two top national consultants on cpa firm staff issues.<\/span><\/p>\n firms recognize<\/strong> that staff are the key to success. however, in an era of tight labor supply, high turnover, and a new generation that questions the attractiveness of the cpa profession, the old ways of managing staff no longer work.<\/p>\n firms that fail to acknowledge that their team is every bit as important as their clients will soon find themselves without quality employees.<\/strong><\/em><\/p>\n marc rosenberg, cpa,<\/strong> and amanda lilley, cpa, shrm-cp, phr, have written the complete guide to developing cpa firm staff, building a desirable culture for employees and retaining them for years to come.<\/p>\n with contributions from national experts jennifer wilson of convergencecoaching\u00ae and jeremy wortman, phd from hrd initiatives, they cover:<\/p>\n if you ask cpa firm managing partners<\/strong> to identify the most important key to their firm\u2019s success, the hands-down winner will be \u201cour staff.\u201d some may say it\u2019s a two-way tie between clients and staff. but you get the point.<\/p>\n there are many reasons for this:<\/p>\n if you still aren\u2019t convinced<\/strong> that staff is the biggest issue facing cpa firms today, here is data from the aicpa cpa firm top issues survey, which ranks what firms feel their top practice management issues are.<\/p>\n over 21 professionals<\/strong><\/span><\/p>\n<\/td>\n 11-20 professionals<\/strong><\/span><\/p>\n<\/td>\n<\/tr>\n #3<\/p>\n<\/td>\n #3<\/p>\n<\/td>\n<\/tr>\n cpa firms are waking up and realizing that their whole perspective on managing and developing staff needs to change dramatically.<\/strong><\/em><\/p>\n 1. how cpa firms treat their staff<\/b> 2. the relevance of the cpa profession<\/b> 3. talent management<\/b> 4. staff retention<\/b> 5. flexibility<\/b> 6. remote work<\/b> 7. the importance of great bosses<\/b> 8. recognition<\/b> 9. mentoring<\/b> 10. leadership development<\/b> 11. advancement and challenge<\/b> 12. compensation<\/b> 13. training<\/b> 14. performance feedback<\/b> 15. developing women partners<\/b> 16. recruiting<\/b> 17. other retention practices<\/b> 18. surveying your staff<\/b> 19. generational differences<\/b> 20. job descriptions<\/b> 21. why it\u2019s great to work at a cpa firm<\/b> marc rosenberg, cpa,<\/strong> is a nationally known consultant, author and speaker on firm management, strategy and partner issues. managing partner of the chicago-based consulting firm rosenberg associates, he founded the most authoritative annual survey of mid-sized cpa firm performance statistics in the country, the rosenberg survey. he has consulted with more than 1,000 firms throughout his decades-long consulting career. annually recognized by accounting today<\/em> as one of the top 100 most influential people, rosenberg regularly contributes to leading industry publications. he is best known as the author of his acclaimed practice management series \u2014 a compilation of the knowledge and experience he has amassed throughout his consulting career on topics pertinent to cpa practice management. rosenberg is a graduate of the university of illinois.<\/p>\n
\nnew: bonus toolkit<\/strong><\/em><\/span><\/h2>\n
printable. customizable. word doc. available as a $95 upgrade with purchase. not sold separately.<\/em><\/h6>\n
the all-new proprietary toolkit includes over a dozen key documents your firm can use immediately.<\/strong><\/span><\/h3>\n
\nprint the documents to share during staff meetings or edit them to suit your needs.<\/p>\n
\n<\/span><\/p>\n\n
\n
\nfix the staffing crisis, one firm at a time, beginning with yours<\/strong><\/span><\/h2>\n
\nyour complete guide for surviving and thriving through the staffing crisis<\/strong><\/span><\/h2>\n
\n
\nthe #1 key to cpa firm success: the staff<\/strong><\/span><\/h2>\n
\n
proof<\/strong><\/span><\/h3>\n
\n\n
\n \n cpa firm top issues ranked<\/span><\/strong><\/h3>\n<\/td>\n
\n by firm size<\/strong><\/span><\/h3>\n<\/td>\n<\/tr>\n
\n <\/td>\n \n <\/td>\n \n \n \n finding qualified staff<\/strong><\/span><\/h4>\n<\/td>\n
\n #1<\/strong><\/span><\/h4>\n<\/td>\n
<\/td>\n \n #1<\/strong><\/span><\/h4>\n<\/td>\n<\/tr>\n
\n \n developing firm leadership<\/strong><\/span><\/h4>\n<\/td>\n
\n #4<\/span><\/strong><\/h4>\n<\/td>\n
<\/td>\n \n #2<\/span><\/strong><\/h4>\n<\/td>\n<\/tr>\n
\n staying abreast of law changes<\/td>\n \n <\/td>\n \n \n \n staff utilization and management<\/span><\/strong><\/h4>\n<\/td>\n
\n #5<\/span><\/strong><\/h4>\n<\/td>\n
<\/td>\n \n #5<\/strong><\/span><\/h4>\n<\/td>\n<\/tr>\n
\n \n retaining qualified staff<\/span><\/strong><\/h4>\n<\/td>\n
\n #2<\/strong><\/span><\/h4>\n<\/td>\n
<\/td>\n \n *<\/h4>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
* not ranked in the top 5.<\/em><\/span><\/h6>\n
\nthe new generation of cpa firm<\/strong><\/span>
<\/h2>\n
two major drivers of the change in how firms manage and treat their staff<\/strong><\/span><\/h3>\n
\n
\n
\n<\/b>today’s hottest topics<\/span><\/strong><\/span><\/h2>\n
\n\u2022 changes from 20th century to today
\n\u2022 two major drivers of the change in how firms manage and treat their staff
\n\u2022 the #1 key to cpa firm success<\/p>\n
\n\u2022 what cpa industry leaders think
\n\u2022 why relevance matters
\n\u2022 how to make a cpa firm career relevant to staff<\/p>\n
\n\u2022 what is talent management?
\n\u2022 the big disconnect
\n\u2022 a great opportunity for firms
\n\u2022 talent management model and strategy<\/p>\n
\n\u2022 the state of cpa firm professional staff turnover
\n\u2022 the top reasons staff leave cpa firms
\n\u2022 what staff do like
\n\u2022 retaining staff: don\u2019t underestimate the power of money
\n\u2022 marc rosenberg\u2019s morning with 17 young cpa firm staff
\n\u2022 the high cost of turnover<\/p>\n
\n\u2022 what is work flexibility?
\n\u2022 anytime anywhere survey
\n\u2022 what\u2019s the best way to start a flexible work program?
\n\u2022 guidelines for flexible work policies
\n\u2022 unlimited paid time off (pto)
\n\u2022 are mandatory saturdays a thing of the past?
\n\u2022 are flexible hours helping or hurting us?
\n\u2022 unintended consequences
\n\u2022 sample flexible work arrangement policy<\/p>\n
\n\u2022 the impact of remote work
\n\u2022 can remote employees become partners?<\/p>\n
\n\u2022 a built-in flaw of the traditional cpa firm structure
\n\u2022 definition of a good boss
\n\u2022 why bosses are so important
\n\u2022 one of the biggest disconnects in cpa firm practice management
\n\u2022 checklist: things cpa firm supervisors do to be \u201cgood bosses\u201d
\n\u2022 outrageous behavior by cpa firm bosses<\/p>\n
\n\u2022 the one minute manager
\n\u2022 common ways cpa firms recognize their staff<\/p>\n
\n\u2022 mentoring defined
\n\u2022 old-school vs. new-school approach to mentoring
\n\u2022 what mentors do
\n\u2022 keys to successful mentoring programs
\n\u2022 what mentoring is and is not
\n\u2022 mentoring vs. sponsoring
\n\u2022 a 35000-foot view of mentoring<\/p>\n
\n\u2022 the look and feel of leadership at cpa firms
\n\u2022 what firms are doing to develop staff into partners
\n\u2022 young partners talk about their rise
\n\u2022 leadership spotlight: jim metzler cpa cgma, owner of metzler advisory group<\/p>\n
\n\u2022 the importance of advancement and challenges in retaining and developing staff
\n\u2022 components of a good advancement program at a cpa firm
\n\u2022 how firms can make staff jobs challenging
\n\u2022 general performance traits needed to advance
\n\u2022 what it takes to advance to specific titles in cpa firms
\n\u2022 promotion to partner: thresholds and competencies<\/p>\n
\n\u2022 tips for setting base salaries
\n\u2022 bonuses
\n\u2022 one of the best staff compensation practices we\u2019ve ever seen
\n\u2022 extraordinary staff benefits<\/p>\n
\n\u2022 training, cpe
\n\u2022 three types of training
\n\u2022 university or curriculum-based training
\n\u2022 four training formats
\n\u2022 curriculum-based training program
\n\u2022 21 training best practices
\n\u2022 training: an eye-opening best practice at porte brown<\/p>\n
\n\u2022 progressive performance feedback
\n\u2022 the case for trashing the annual performance review
\n\u2022 the one minute manager by blanchard and johnson
\n\u2022 performance evaluation form
\n\u2022 traditional performance feedback: the abcs
\n\u2022 annual performance review form<\/p>\n
\n\u2022 the facts: read \u2019em and weep
\n\u2022 best practices for developing woman partners
\n\u2022 is your firm leaving potential leadership successors behind?<\/p>\n
\n\u2022 overarching recruiting strategies
\n\u2022 advanced ideas to enhance your firm\u2019s recruiting strategy
\n\u2022 differentiation
\n\u2022 social media
\n\u2022 other recruiting ideas
\n\u2022 the $10000 hour
\n\u2022 small firm recruitment challenges
\n\u2022 interview questions
\n\u2022 soft skills to interview for<\/p>\n
\n\u2022 scheduling of staff
\n\u2022 pooled vs. siloed staff
\n\u2022 staff accountability
\n\u2022 communication
\n\u2022 fun ideas for the staff
\n\u2022 ideas from mps across the country<\/p>\n
\n\u2022 two primary types of surveys
\n\u2022 job satisfaction survey
\n\u2022 upward evaluation surveys<\/p>\n
\n\u2022 baby boomers (born 1946-1964)
\n\u2022 generation x (born 1965-1980)
\n\u2022 millennials (born 1981\u20131996)
\n\u2022 gen z\/centennials (born 1997\u20132013)
\n\u2022 stereotyping generations<\/p>\n
\n\u2022 staff accountant job description
\n\u2022 senior accountant job description
\n\u2022 manager job description
\n\u2022 partner job description<\/p>\n
\n\u2022 the moral of the story<\/p>\n
\n<\/b>renowned expert authors<\/strong><\/span><\/h2>\n