talent & career development

four ways to beat the staffing shortage, with pasha malik

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kill the billable hour, embrace remote work, stay flexible, get social, says pasha malik of thyor.

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with richard rothstein

more on the staffing crisis:  the digital toolset for hiring at a small accounting firm  |  learning how to hire amid covid  | how covid rewrites the rules for recruiting | steven braunstein: new covid strategies for staff recruiting and retention | irs has recruiting problems, too | 12 signs it’s time to outsource | how aging boomers impact the accounting profession | why remote workers need retreats | 44 key attributes for assessing staffers | coaching the right way | 20 best practices for staff training and retention | the art and science of hiring: three essentials for the covid age | uncover potential in 10 interview questions | why your firm needs to attract more millenials | why small firms can win the talent wars | the one big reason your hiring sucks | five ways to improve operating margin during covid | getting and keeping the best people | be a talent magnet | who’ll quit next? | why you must constantly push work down |

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twitter and linkedin are the go-to resources for finding new talent at the mclean, va.-based thyor group of companies, founder and ceo pasha malik tells richard rothstein for 卡塔尔世界杯常规比赛时间.

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why cpas should stay in public accounting

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age discrimination is a real concern.

by ed mendlowitz
call me before you do anything: the art of accounting

i’ve written about a cpa going to work for a small client who was creating a controller’s position.

today i’ll talk about going to work for a client who already has a controller or working for a large company.

more: when cpas leave to work for a client | when siblings battle over the family business | how bickering can ruin a family business | one hour a year since 1972 | 50 ways to make more money in busy season | why annual staff evaluations fall short | why create an accounting firm business model? | the clients who keep you awake at night
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the company that already has a controller is a much safer bet for a departing cpa. the position is established, the work is integrated with the outside accounting firm that will maintain its role and there is a place in the management hierarchy. the role is clear and the cpa knows what to expect in terms of daily activity. if there are growth opportunities for the company, the controller could or would be part of them.
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making partner: do the math

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man looking at 5 keysfive times when ownership percentages shouldn’t come into play… and alternatives.

by marc rosenberg
the rosenberg practice management library

accepting a partnership invitation offers two terrific, lifetime benefits to new partners that, for most people, cannot possibly be matched in any other career pursuit.

more: there are two kinds of accounting firms | drive your profits with only four metrics | a crash course in the business of public accounting | how to get promoted to manager | how to create a path to partner | making partner: what managers need to know | the 17 rules for making partner at a cpa firm | who shouldn’t be a partner? | nine reasons people are promoted to partner | how to make partner?
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if they don’t see this and agree with it, then perhaps it would be unwise for them to accept the partnership offer.

let’s do the math.
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44 key attributes for assessing staffers

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green checks being made on checklistthey’re in no order. what are your priorities?

by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor

question: do you have a staff evaluation checklist?

more: reasons to drop your book of business | get more done by saying no | don’t fire that staffer on may 18! | employee demands a raise she doesn’t deserve | how are you spending the next five years? | how to get the most from cpe | does your staff know all the services you provide? | price your practice by gross
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answer: i did not have a checklist of attributes that are looked at in evaluating staff performance, so i prepared one.
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the 4 traits of great cpa leaders

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key leadership attributesdo they have these attributes?

by anthony zecca
leading from the edge

as the leader of the firm, as important as it is to complete a comprehensive assessment of your leadership team, it is equally if not more critical to assess your own leadership. what are the key leadership attributes that reflect great edge leadership?

more on edge leadership: assessing your firm | the 4 traits of great cpa leaders | why leaders must ensure clarity | incremental vs. exceptional success | do you lead or just manage? | managing vs. leading | is your leadership team at the edge? | 6 leadership challenges through covid and beyond | edge leaders share 7 strengths | leadership must drive culture | leading from the edge
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how can you get a meaningful and comprehensive assessment of how well you are doing as the leader of the firm? the trap to avoid is to just listen to yourself and your own self-assessment. to really understand how well you are performing, you need multiple checkpoints.
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