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staffing & recruiting
the #1 problem: staffing, staffing, staffing
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smallest firms plagued most by growing tax complexity.
via aicpa
staff recruitment remains the top issue for most cpa firms, while growing tax complexity and risk management regarding privacy and data security are rising challenges, new research by the aicpa shows.
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“finding qualified staff” is the no. 1 issue for every firm-size segment except sole practitioners, according to the 2019 pcps cpa firm top issues survey, matching the topline results from the last survey two years ago.
what happens when you don’t push work down
“stop defaulting to asking every talented person you have to work more hours doing stuff other people can and should be doing.”
by tommye barie
the succession insitute
as we said in our previous column, why you must constantly push work down, we are talking about how firms will need to alter their thinking regarding outsourcing, administrative support and the administrative time of partners and managers. we discuss how the lack of delegation impedes competency development, why partners working more hours end up creating a weaker bench, and more.
outsourcing
in this case, we are talking about outsourcing offshore. for many years, firms turned away from this idea because of the fact that they need to inform their clients that the services they provide were not 100 percent made in america. and most of our firms would say something like, “our clients won’t tolerate us shipping their data overseas” or “our clients will leave us if we outsource some of our work to india or china.” both of those statements continue to be proven wrong every day.
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why you must constantly push work down
new staff won’t work the hours you did. forget that notion right now.
by bill reeb and dominic cingoranelli
as we work with firms throughout north america, one of the most constant, critical issues we find is that of staffing gaps. those gaps are manifested in shortfalls of billable hours, as well as shortages of people, and a lack of critical competencies of people – all at various levels throughout the firm.
more on performance management: when the inmates are running the asylum | the two most common management styles | different roles for different partners | how big ‘books’ hurt firms | developing a three-year vision [video] | more merger questions than you imagined | mps: how to elect them … and fire them | partners as role models: the good, bad & ugly
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in these situations, we tend to find that often the partners, and sometimes the managers, are billing too many hours. meanwhile many staff, especially at the lowest levels within the firm, consistently are missing their billable hour targets.
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some uncommon advice on hiring full-time staff
your best bet is to be on the lookout all the time.
by frank stitely
the relentless cpa
finding full-time staff is a different beast altogether. avoid recruiters. most of their candidates are looking for jobs for good reasons. nearly all of a recruiter’s candidates’ resumes will have the following job histories:
more: managing people: the heart of effective project management | tammy’s tale of tax season tardiness | beware the leeches and consultants | the value-pricing con job | the 21st-century cpa firm | ruthlessly efficient workflow management | the annual tax meeting is dead. clients killed it.
job 1: 1.5 years (this company sucked.)
job 2: 6 months (this company sucked worse.)
job 3: 2 years (fine company but they wouldn’t pay me $150,000 per year for billing $80,000 per year.)
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