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Source: Practical Accountant
National firms are looking for people with experience and are raiding local firms for them.
It is nearly impossible to find accounting and auditing people with four to six years’ experience.
Here are some ideas to help deal with these two issues:
- Many firms get their most experienced people from within, (i.e., through retention programs).
- Focus on hiring the most outstanding entry-level people. This ensures an eventual source of experienced high performers.
- In terms of both recruiting and retention, making your firm an outstanding place to work is becoming critical. Develop a quality of life similar to what accountants might experience in private industry, rather than in big firms. Provide flex time, more days off, recreational events, and firm-wide retreats. However, some firms have found these are now expected by young staff.
- In terms of growth opportunity, adopt a policy that does not discriminate against part-time workers.
- One firm, California’s Stonefield Josephson, includes depictions in its advertising material of partners biking, sailing, and surfing. The objective is to show recruits this is a firm where they can also enjoy life.
- One approach to retention is to ask top performers to study the issue and recommend solutions. At Eide Bailly in Minneapolis, a group of high performers was formed and interviewed current and former staff members. The results indicated a need for more communication, and more respect for staff members and what they add to the firm.
- Firm culture should place great value on people. But giving lip service to this idea is not enough. The firm must really be committed to it.
- Keep in contact with former employees who may want to either return to or recommend the firm to others.
- Rochester, New York’s The Bonadio Group, has established the “Recruit-a-Dude” program. It is based on the notion that staff, using their personal networks, can be fonts of future recruits. Training and incentives are used.
- Technology can allow a firm to produce more with fewer people. Paperless systems, and allowing remote access to systems from employees’ homes, are not only more efficient, but are attractive to young workers as well.
- Be mindful that home access can also create a problem. The ability to work continuously may create a perception by employees that they are working too hard.
- Employees want training, but not just in technical subjects. Mentoring programs are highly beneficial, but they must be monitored to make sure they are working.
From: Practical Accountant, October 2005. For the complete article, click on the following link: http://www.webcpa.com/article.cfm?articleid=15677&;pg=pracacc. |
