marc rosenberg, author at 卡塔尔世界杯常规比赛时间 - page 21 of 42

what staff mentoring is and isn’t

checklist: 11 things mentors do.

by marc rosenberg
on staffing

the existence of a mentoring program is a statement by the firm that it doesn’t want to leave the retention, development and success of its staff to chance. instead, the firm wants to be proactive about helping staff succeed and grow.

more on staffing: staff need meaningful recognition | the importance of great bosses | do flexible hours help or hurt us? | why flexibility for staff works (and how) | the 12 reasons your staff hates your firm | 8 keys to keeping staff engaged | how to create a talent management strategy | what happened to the relevancy of the cpa profession? | staffing: what cpa firms are learning the hard way
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a mentor is a neutral sounding board for the staff person. ideally, a mentor should not be a staff person’s supervisor on work projects.

a mentor helps staff navigate office politics and shows them the ropes, helping guide them to their next roles.
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staff need meaningful recognition

12 ways to recognize staff.

by marc rosenberg

suppose you ask staff (or partners, for that matter), “how important is it for the firm or your boss to recognize your accomplishments and efforts?”

more on staffing: the importance of great bosses | do flexible hours help or hurt us? | why flexibility for staff works (and how) | the 12 reasons your staff hates your firm | 8 keys to keeping staff engaged | how to create a talent management strategy | what happened to the relevancy of the cpa profession? | staffing: what cpa firms are learning the hard way

a knee-jerk response may be: “it’s nice but not that important. i’m self-motivated and don’t need others to tell me when i do something good.”

i usually regard these responses as somewhat defensive and automated because everyone wants recognition. it’s a fundamental human need.
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the importance of great bosses

highlighting a built-in flaw of the traditional cpa firm structure.

by marc rosenberg
on staffing

in most organizations, everyone reports to a specific individual.

more on staffing: do flexible hours help or hurt us? | why flexibility for staff works (and how) | the 12 reasons your staff hates your firm | 8 keys to keeping staff engaged | how to create a talent management strategy | what happened to the relevancy of the cpa profession? | staffing: what cpa firms are learning the hard way
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early in my career, i was the controller of a valve manufacturing company. the company grew to the point where i needed to hire an assistant controller. guess who that person reported to 100 percent? guess who was totally responsible for the success of that assistant controller?
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the 12 reasons your staff hates your firm

bonus worksheet: calculating the high cost of turnover.

by marc rosenberg
on staffing

let’s examine the state of cpa firm professional staff turnover.

staff turnover rates, annualized, by firm size. source: rosenberg map survey at store.m.g005e.com

more on staffing: 8 keys to keeping staff engaged | how to create a talent management strategy | what happened to the relevancy of the cpa profession? | staffing: what cpa firms are learning the hard way
exclusively for pro members. log in here or 2022世界杯足球排名 today.

the high cost of turnover

much has been written about the high cost of turnover. almost all estimates range from 1 to 1.5 times an employee’s annual compensation.
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8 keys to keeping staff engaged

plus 3 steps each on leveraging and retaining talent.

by marc rosenberg
on staffing

we used to think the primary driver of staff productivity and retention was job satisfaction. but more important is employee engagement where staff think: “i get to go to work today,” instead of, “i have to go to work today.”

more on staffing: how to create a talent management strategy | what happened to the relevancy of the cpa profession? | staffing: what cpa firms are learning the hard way
exclusively for pro members. log in here or 2022世界杯足球排名 today.

while satisfaction is important, an engaged employee is more productive, produces higher-quality work and is less likely to leave your firm. equally important, engaged staff create engaged clients. these clients spend more money with you by purchasing more services your firm has to offer.
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partner comp pearls of wisdom

don’t forget how you got where you are.

by marc rosenberg
partner comp: art & science

during my 20-year consulting career, i have been privileged to meet many amazing managing partners, who were very generous in sharing their knowledge with me. i wanted to share them with you.

“the best way to make a lot of money is to build a great team beneath you.”

rosenberg’s take: eat-what-you-kill may work out fine for small firms, and may maximize short-term earnings for all firms. but cpa firms operate much more effectively and profitably with the one-firm concept, with all firm personnel working as a team.

more on partner compensation: paying for current vs. historical performance | partner pay in retirement transition period | how to pay non-equity partners | how large and small firms allocate income | partner pay: recapping the compensation systems | 3 tiers of compensation | partner compensation: an art, not a science
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“if you’re weak at client service and good citizenship, you flunk and you’re out.”

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how to create a talent management strategy

5 steps to acquiring the right employees.

by marc rosenberg
on staffing

what is talent management?

more on staffing: what happened to the relevancy of the cpa profession? | staffing: what cpa firms are learning the hard way
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it’s an umbrella term for how firms acquire talent, engage people in their firm, develop their skills and retain them. among many things, it addresses:
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what happened to the relevancy of the cpa profession?

17 ways to make accounting careers relevant to staff.

by marc rosenberg
on staffing

the business graveyard is littered with major organizations that missed the boat by failing to see cataclysmic game-changers happening right before their eyes.

more on staffing: staffing: what cpa firms are learning the hard way
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ice companies failed to get into refrigeration because they saw themselves in the ice business.
railroads missed out on autos and aerospace because they didn’t see themselves in the transportation business.
a ceo of digital equipment corporation (dec) said he couldn’t imagine why people would want a computer in their own house.
it took the wright brothers five years to get the u.s. government to even talk to them about their invention.

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staffing: what cpa firms are learning the hard way

4 reasons staff are the #1 key to firm success.

by marc rosenberg
on staffing

the ancient greek philosopher heraclitus said: “there is nothing permanent except change.”

more from the author: how to identify partner potential in staffers | 15 ways to develop staff into partners | staff best practices … for the firm | staff likes and dislikes about the accounting profession | keys to bringing in new partners

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people fly and drive cars instead of using horses and carts. technology has replaced calculators, slide rules and how books are written. food is purchased at grocery stores instead of grown on the farm.
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5 cautionary tales in partner compensation

do you see your firm here?

by marc rosenberg
partner comp: art & science

here are five case studies to illustrate potential problems in partner compensation.

more on partner compensation: does compensation motivate performance? | why compensation and buyout plans must be synchronized | when partner vacation becomes excessive | management stipends: who, how and why | the 8 basics for data-based partner performance evaluations | crash course: operating a compensation committee | 11 points in designing a partner comp system | what partners earn and how they earn it
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the stressed-out mp. this seven-partner firm had recently changed from having the “mp decides” method of income allocation to usage of a compensation committee because the burden of allocating income was too stressful for the mp. the ensuing problems with the compensation committee, all solvable, were:

mandatory rotation of cc members resulted in people on the cc who were not credible and used their role to boost their own income.
no communication between the cc and the individual partners about expectations and income allocation.
frequent, bitter arguments among cc members.

leadership

today’s top six trends in partner comp

plus: point and counterpoint on 10 tough issues.

by marc rosenberg

in today’s cpa firms, six critical trends are emerging clearly.

more on partner compensation: why compensation and buyout plans must be synchronized | when partner vacation becomes excessive | management stipends: who, how and why | paying part-time partners
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they are some of the toughest questions any firm can face. get them right, and you can avoid a lot of trouble. get them wrong, and, well, you may never need worry about them again.

the top six trends are:

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does compensation motivate performance?

3 times it works well … and 2 times it doesn’t.

by marc rosenberg
partner comp: art & science

the harvard business review published an intriguing article on compensation titled “rethinking rewards” written by alfi kohn, who describes himself as a leading critic of competition.

more on partner compensation: why compensation and buyout plans must be synchronized | how business entity type affects partner income | paying for current vs. historical performance | partner pay in retirement transition period | how to pay non-equity partners | 5 types of partner evaluations | how large and small firms allocate income | partner pay: recapping the compensation systems | partner pay: the declining importance of book of business | 3 non-performance-based comp systems | 3 subjective compensation systems | partner compensation 101 | how partners view compensation: it’s not all about the money
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says kohn: “it is difficult to overstate the extent to which most managers of people believe in the redemptive power of rewards. certainly, the vast majority of companies try to motivate employees by tying compensation to performance. but research suggests that, by and large, rewards succeed at securing one thing only: temporary compliance. they do not create an enduring commitment to any value or actions. a kick in the pants may produce movement but never motivation. rewards do not alter the attitudes that underlie our behaviors.”
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why compensation and buyout plans must be synchronized

transitions can be affected, too, if you don’t handle this.

by marc rosenberg
partner comp: art & science

coordinating how the partner compensation and partner retirement/buyout plans are structured is critical.

more on partner compensation: how business entity type affects partner income | when a firm tanks while a partner soars | how profitability affects income allocation | paying new partners and lateral hires | 3 rules for promotion to partner | should the mp be the highest paid partner? | integrating partner comp with strategic planning
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one of the biggest complications for firms changing their partner compensation system is addressing the effect it will have on their partner retirement/buyout plan.
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