staffing & recruiting

build trust through transparency

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make sure your people understand what they’re seeing.

by jody grunden

joel gascoigne, founder and ceo of buffer, a saas product that helps users schedule social media posts, has become very well known for building a transparent organization.

more: how to run effective leadership team meetings | toss the org chart for an accountability chart | how core values affect remote work culture | how ‘tech stacks’ can help you standardize
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a few examples of the types of information that buffer shares publicly include salaries and equity shares of all team members, company saas metrics and things they’re learning in their journey – good and bad.

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the lost art of the interview

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two men sitting across from each other shaking hands5 things you’re trying to find out.

by steven e. sacks
the new fundamentals: practical guidance for today’s accounting firms

“you’ve gotta understand – when you interview someone, it’s not an interrogation. it’s not the nuremberg trials.” – joan rivers

the process of interviewing candidates can be done more effectively if less reliance is placed on the resume. much has been written on this, from psychologists to organization behavioral scientists and everyone in between. the prevailing view is there needs to be the “knowing of the unknown.”

more: the new way to handle exit interviews | be a talent magnet | make crap a badge of honor | the job interview: a make or break proposition | 10 elements to balancing shareholders’ needs
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filling a position, after all, is a two-way street of mystery: the candidate will have no idea of what the actual work environment will be like, and the organization will not know if the candidate matches up with his or her resume. if you are responsible for selecting candidates or at least screening them in the early phases, use your time wisely and ask relevant and insightful questions. it will be a mutually beneficial exercise.
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how to run effective leadership team meetings

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four people on each side of a videoconference3 ways to make it happen.

by jody grunden

doing the disc assessment with our team, we learned that some people love meetings and some people despise them. the “d” (dominance) personality on the disc scale tends to be direct, very results-oriented and less collaborative in meetings. the “i” (influence) personality enjoys meetings because they provide an opportunity for social engagement and collaboration.

more: toss the org chart for an accountability chart | how to develop your leadership team | disc helps remote team work together effectively | how core values affect remote work culture | 4 ways to bill clients | 3 ways to keep client files safe from security threats | how ‘tech stacks’ can help you standardize
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the “s” (steadiness) personality may not feel comfortable speaking up in meetings unless they are called upon. the “c” (conscientiousness) personality may need to rally more energy within themselves for meetings because they tend to value working independently over collaboration. knowing the personalities of your leadership team members will help you run more effective meetings.
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the new way to handle exit interviews

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woman and man shaking handskeep the door open and don’t burn bridges.

by steven e. sacks
the new fundamentals: practical guidance for today’s accounting firms

a more mobile workforce should make accounting firms think seriously about how effectively they handle staff departures.

more: be a talent magnet | the 5 keys to success in accounting careers | the holy grail: finding the right talent | the power of ‘real influence’ | stop wasting time in useless meetings
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in fact, the whole process of recruitment and retention needs careful evaluation so the same mistakes are not repeatedly made. otherwise, firms engage in the act of insanity, the definition of such usually attributed to albert einstein is “doing the same thing over and over again and expecting different results.”

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toss the org chart for an accountability chart

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blank organizational chartare the right people in the right seats?

by jody grunden

“getting the right people on the bus, the wrong people off the bus, and the right people in the right seats – these are all crucial steps in the early stages of buildup…” – jim collins, “good to great”

more: how to develop your leadership team | disc helps remote team work together effectively | how core values affect remote work culture | 4 ways to bill clients | 3 ways to keep client files safe from security threats | how ‘tech stacks’ can help you standardize | automation and the future of accounting | the rise of the virtual cfo | ready to be a virtual cfo? | the only three metrics you need to measure staffers
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

when adam and i first started the company, we didn’t have much organizational structure. we didn’t need it. but as the company grew, it became necessary to develop an organizational structure. there’s a great quote by michael e. gerber in his book “the e-myth revisited” that says, “without the organization chart, confusion, discord and conflict become the order of the day.”
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