cpa billing rates archives - page 21 of 31 - 卡塔尔世界杯常规比赛时间

7 succession questions to ignore for now

november 24, 2015

there’s some misdirection in succession management out there.

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

you can’t go a week without seeing some article or blog focused on succession management and everyone seems to have a different opinion as to what is important when addressing succession. so, we thought it was time we challenged some of the more common misconceptions.

more on performance management: how partner ratings factor into equity | hazards of not reallocating equity | the pitfalls of equity allocation and reallocation | develop your employees or suffer the consequences | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership?

the first thing most authors want to focus on with succession is the development of future leaders. then the dialogue will shift quickly to mentoring programs, leadership training and more. well, it would be hypocritical for us to disagree with this because we actually develop and conduct these kinds of programs. however, training such as this is only valuable after many other issues are addressed first. so, while it is important, i guess the best phrase to describe this is “first things first,” and this is not first by any stretch of the imagination.

tax & accounting employment hits new highs

november 20, 2015

by 卡塔尔世界杯常规比赛时间 research

cpatrendlines jobs report tilt — join the survey. get the results.

by 卡塔尔世界杯常规比赛时间

the number of employees in the accounting industry keeps climbing and toppling old records. the latest data from 卡塔尔世界杯常规比赛时间 shows more than 40% of firms are hiring.

the 卡塔尔世界杯常规比赛时间 careers and hiring outlook

today’s bonus question: what’s the most important trait or skill needed to succeed in the accounting business?

join the survey. get the results.

in this report, 卡塔尔世界杯常规比赛时间 covers:

current hiring trends in each of the cpa, tax, payroll and bookkeeping segments of the industry, indicating growth and shrinkage among sectors.
average hourly wages for key segments, with trends in employee pay rates.
typical hours worked per week, showing utilization and productivity.
trends concerning women in the workforce, including hiring rates.
including 25 charts and graphs

nine factors for dividing the partner pie

november 17, 2015

by succession institute

how to decide who gets how much voting power.

by bill reeb and dominic cingoranelli

people who can lead, develop, train and supervise others are worth much more than those who can just make themselves faster, better and stronger.

equity ownership allocation is a critical success factor if you expect your firm to continue after you leave. for many firms, reallocation of equity ownership is or will be an important part of succession planning. while it can cause some anxiety for your owners’ group as you go through the process, it’s better to confront the issues now, to help ensure that your firm is in good hands after your leave. it’s not necessarily easy, but it must be addressed for long-term success.

more on performance management: hazards of not reallocating equity | the pitfalls of equity allocation and reallocation | develop your employees or suffer the consequences | cpa firm performance assessments: 15 core competencies, 21 questions | do cpa firms need management or leadership?

when you are deciding which partners should have more say (or less say, which is just as important), you need to consider issues such as whose judgment partners trust, who is pulling the wagon, who consistently acts in the firm’s best interest, or who is viewed as a current or future leader. with this in mind, here are nine areas to evaluate or each partner: read more →

the hazards of not reallocating partner equity

november 10, 2015

by succession institute

“this stage is usually when the crap hits the fan in many organizations.”

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

let’s look at the common pitfalls we find with ownership distribution, using scenarios to drive home various points. let’s say we have a five-partner firm.

the ownership and age is as follows:

partner equity age

senior partner 1 (sp1) 35% 65

senior partner 2 (sp2) 35% 63

junior partner 1 (jp1) 15% 53

junior partner 2 (jp2) 10% 48

junior partner 3 (jp3) 5% 42

first of all, many firms would die for this kind of age split as – unfortunately – many firms have partners much closer in age than this 23-year range example. but continuing on, let’s say senior partner 1 (sp1) wants to retire at the end of this year. if this would occur as it does in many firms, we would be scrambling for additional partners. but for the sake of this discussion, let’s say we just addedjunior partner 3 (jp3) last year and we will add jp1 immediately after sp1’s retirement with an ownership interest of 5 percent.

so, if this were to occur without unusual intervention, the new ownership percentages would look something like this a year later:

tax & accounting firms wrestle fewer price increases from clients

november 6, 2015

by 卡塔尔世界杯常规比赛时间 research

following a short-lived surge in rate hikes, clients push back and competitors swoop in.

by 卡塔尔世界杯常规比赛时间

after hitting record billing rates in february, the nation’s tax and accounting firms are facing new resistance to price increases, in which the industry seems to be taking one step back for every two steps forward, according to a new 卡塔尔世界杯常规比赛时间 analysis.

the renewed pricing pressure suggests toughened competition in the marketplace and an overall softness in the economy as firms try to push up prices but have difficulty making them stick.

the latest data parsed by 卡塔尔世界杯常规比赛时间 research shows billing rates off by half of 1 percent, the seventh such decline in the last 12 months, leaving rates essentially unchanged in the last year.

the problems in raising and holding prices come after a strong surge last year in which fees rose 3 percent from march to october, according to 卡塔尔世界杯常规比赛时间 research.

when two partners isn’t enough and three is too many

october 27, 2015

by succession institute

the pitfalls of equity allocation and reallocation.

by bill reeb and dominic cingoranelli

i want to address the issue of equity – how it is commonly allocated to begin with, and then making adjustments to it over time.

for many firms, the idea in the beginning is that “all the partners are the same, so their ownership should be the same.” when the firm starts out with only a shingle, this is a very fair premise. so, for the sake of this column, let’s start out with a two-partner firm and build from there, talking through the common issues that arise in the area of distributing equity ownership.

more on performance management: develop your employees or suffer the consequences | cpa firm performance assessments: 15 core competencies, 21 questions | how to target what skills to develop now | what having your employees’ backs means | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management

start with two

the most common approach would be for the two partners to split the ownership 50/50. the reason why this often works so well is because the two people who join together often are brought together because of their complementary skills. for example one might be very technically competent and the other more marketing savvy. together they make a great team – one, without the other, is less effective.

five ways to raise your prices

october 23, 2015

by michelle long and sandi leyva

hint: you don’t have to do it all at once.

by michelle long and sandi leyva

we know some of you might be afraid to raise prices, but there are some painless ways for both you and the client.

more small firm growth strategies: building reputation to build your business | 3 killer lead generation channels | your existing clients are your best leads | need more business? focus on referrals

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

here are five:

develop your employees or suffer the consequences

october 21, 2015

by succession institute

every employee, for developmental purposes, needs to directly report to somebody.

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

you may have established a competency model for your firm, but how do you use it to develop your people? let’s walk through what an action plan might look like to drive that development.

it is common for firms to have talented partners and principals. depending on the firm’s size and organization structure, things start getting fuzzier from a competence perspective from there on down the organizational chart.

more on performance management: cpa firm performance assessments: 15 core competencies, 21 questions | how to target what skills to develop now | what having your employees’ backs means | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management

for example, some firms have a strong management group with a gap in talent starting at the senior or supervisor level. others might experience their talent gap at the manager level because everyone who shows any self-starting initiative or promise is moved to a principal position early on. it doesn’t matter the size of your firm, you will likely be feeling a big gap or drop in talent somewhere in your organizational chart.

how spiritual value affects pricing

october 16, 2015

by jody padar

bonus checklist: 34 sources of client value.

by jody padar

what we miss the most when we don’t value price is the intangible value, that spiritual value.

more on radicalism: radical pricing fixes cash flow problems | keep scope creep and seep from hurting bottom line | the radical approach to bundling services | get ready for radical transparency | 5 radical ways to be social and strategic | 10 radical steps into the cloud | six competitive advantages for the radical cpa | 5 radical transparencies; are you ready? | being radical starts with being the change | going radical: the 4 tenets of a ‘new firm’ | the first 3 questions i should have asked before starting my own practice

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

if it’s lacking in your firm, ask yourself these nine questions:

cpa firms hit the brakes on increases in billing rates

september 29, 2015

by 卡塔尔世界杯常规比赛时间 research

cpa firm price index through august 2015

the good news? a lot less volatility.

by 卡塔尔世界杯常规比赛时间

after a period of rapid price increases, cpa firms appear to be backing off on rate hikes.

the price index for u.s. cpa firms reached 117.2 in august, representing a 15.1 percent price increase since the january 2005 baseline. this is the second time this year the index has reached this mark, with the other in march, and the highest point except for february’s 117.5. it denotes increases of 0.6 percent for the month and 0.3 percent for the year.

cpa firm performance assessments: 15 core competencies, 21 questions

september 29, 2015

by succession institute

checklist: how to fine-tune your own firm’s performance management systems.

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

when evaluating people within a firm, “relative importance” is a way to differentiate expectations regarding the same competency for various levels within your firm. we decided the best way to drill down even further into a competency model was to share some of the details of our competency model with you.

more on performance management:how to target what skills to develop now | what having your employees’ backs means | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management

it considers the following six levels within a cpa firm (each firm needs to choose whatever breakdown works best for them):

how to target what skills to develop now

september 22, 2015

by succession institute

bonus checklist: 12 competencies everyone in the firm needs.

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

in discussing how to become a more effective people manager and developer, the first question we ask is, “what skills and aptitudes are you trying to develop?”

more on performance management: what having your employees’ backs means | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management

in other words, just saying to someone, “you need to improve” is weak advice.

what having your employees’ backs means

september 8, 2015

by succession institute

why failure is a value proposition.

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

i want to start by talking about the phrase “having your employees’ backs.” so what does this mean? simply that, as the boss, you will take the bullets publicly for your people’s mistakes. this is such a rare phenomenon that many of you have never experienced what i am referring to – a boss taking the heat for his or her people.

more growth & succesion: 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management

most of the time, when problems are uncovered, company cultures are “at the ready” to quickly identify someone to blame regardless of the situation. in these organizations, those with exceptional cya skills are the most highly valued. no, i did not misspell this acronym as it was not meant to be cia (as in the government intelligence agency or certified internal auditors), but rather those good at covering their butts (i guess i should have referred to it as cyb).