talent & career development

performance reviews: no need for teeth pulling

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two people sitting across from each other at a deskwhat factors separate the superstar employees from the mediocre ones?

by steven e. sacks

companies or firms either employ a formalized, thoughtful and comprehensive approach to evaluate employees, or they just use their gut instinct on a timeline that is not consistent. in any event, the amount of effort expended will yield a proportionate return on investment.

more: outsourcing the c-suite | we hear but do we really listen? | performing like crap can be a badge of honor | 7 steps to take as your firm grows | can you recite your mission statement? | your firm’s biggest assets walk out the door every day

goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

there are, however, situations in which companies go overboard in their quest to acquire information and deliver their findings through a process that is slow and plodding.

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2019: how partner greed kills firms

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partners must take a hit to personal incomes to re-invest in their firms. or face obsolescence and slow death.

by rick telberg
the rosenberg national map study 

so far, profitability is way up. at the large firms (those with at least $20-million in annual billings), income per partner averages $635,000. the highest earners are pocketing about $1.2 million. even the lowest-paid partners average of $282,000. but how long can that go on?

more from the map survey: 2019: more focused training | 2019: expect more alliances | 2019 trends: client service changes | 2019: shifts in hiring & office space | 2019: firms grapple with change | staff policies improve, but not mentoring
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

the always insightful and provocative allan koltin, of koltin consulting, warns: partners must invest in something besides themselves – if they want their firms to survive.
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employees have better memories than bosses

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two businessmen talking across a deskwhat can forgetting cost you?

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

i was lucky to get my second job in accounting, but i received a salary that was $5 lower than my first job (which i had been fired from), so i took the job.

more: working for a jerk | staffers need to speak up with clients | bored by cpe? you’re missing out! | clients buy solutions, not hours | roger is my only client | blown loan covenants and how to recover from them
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i asked for $90 a week. my boss said he would give me the extra $10 in six months after seeing how i worked out, so my starting salary was $80 per week. also, he said i did not have to work any overtime. if i did, they would pay me at straight time rates, but there was no overtime.
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outsourcing the c-suite

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businesswoman using laptop and tablet at deskis “flexible leadership” right for your firm?

by steven e. sacks

one of the revelations arising from the great recession was that companies could find they could do more with less human resources or at least maintain the same level of productivity.

more: we hear but do we really listen? | the holy grail: finding the right talent | getting the accounting firm agreement right | today’s workplace challenge: communicating across generations, cultures, and diversity
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.so, while the bureau of labor and statistics cites the current unemployment rate at 3.9 percent, the actual number is higher when the underemployed or those whose unemployment ran out are taken into consideration.

we now have what is referred to as the gig economy, in which important functions can be outsourced while companies can still focus on core competencies that impact growth and profitability.
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2019: tech isn’t the problem. it’s the solution

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dobek
dobek

sarah dobek foresees new leaders, new services, new clients.

by rick telberg
the rosenberg survey: national study of cpa firm statistics

it may seem too obvious to bother mentioning, but the accounting industry, from audit firms to tax prep to corporate finance, is in the process of transition. but too many managers think that just means technological transition.

more from the map survey: 2019: more focused training | 2019: expect more alliances | 2019 trends: client service changes | 2019: shifts in hiring & office space | 2019: firms grapple with change | staff policies improve, but not mentoring
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

technology may be behind a lot of the transition, but technology itself is not the transition. it’s the enabler of transition.

sarah dobek, president and founder of inovautus consulting, has identified numerous interwoven transitions in process, some already peaked and passing, others coming down the pike.

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