“Integrity Is Our Strength”. Bjorn Lindgren BFL Associates Michael P. Emmert Mesirow Financial We will cover…  AICPA Core Competency Models for FLS Practitioners.

Slides:



Advertisements
Similar presentations
A Presentation to the Cabinet A Presentation to Stakeholders
Advertisements

© Copyright Executive Blueprints Inc. All Rights Reserved A Suite of Services Organizational Alignment Organizational Development Executive Coaching.
Strategic Value of the HR Function Presentation by
Staffing for the future Fides Datu Lawton Director (Library Resources Unit) SCONUL Study Tour 8 September 2005.
A Presentation on T&D. What is Training? Training involves an organized attempt to assist learning through Training involves an organized attempt to assist.
Working for Warwickshire – Competency Framework
Production, productivity and Recognition S.Ramesh, EDS, TPR.
Worker Coop Friendly HR Practices Michelle Manary President Manary-Harcus Consulting
Facilitating PAO development with a view to strengthening the MSME sector Yasmine El-Ramly, CPA/CITP Project Manager – PCPS/Firm Services.
406/419,Rangoli, Dr. Ambedkar Road, Parel (E), Mumbai
Building Human Capital OS352 HRM Fisher January 12, 2005.
Presented By: Bill Graves,Director Talent Acquisition & Diversity Hiring The Best in Difficult Times.
CHAPTER Section 15.1 Hiring Decisions Section 15.2 Training & Motivating Employees Staffing Your Business.
Advances in Human Resource Development and Management
A Strategic Approach To Organizational Behavior
MANAGING PEOPLE FOR SERVICE ADVANTAGE
OFFICES: ILLINOIS | IOWA WWW. THEOVERTUREGROUP. COM © Copyright The Overture Group.
Doing An Internal Analysis
Emerging Trends in Job Market. Emerging trends in the job market  The world of work is changing in myriads of ways and at rapid and intense speed  Technology.
MANA 4328 Dennis C. Veit Human Resource Staffing and Performance Management “Beginning the Staffing Process” MANA 4328 Dennis C. Veit
HUMAN RESOURCE MANAGEMENT Introduction Human Resource Strategy Human Resource Planning Recruitment and Selection Training and Development Performance Management.
Control environment and control activities. Day II Session III and IV.
6 Chapter Managing Human Resources Copyright ©2011 Pearson Education.
Julia King Tamang, Senior Consultant LERN 2009 Annual Conference.
Electronic Business Systems
Introduction to Management MGT 101
About Us W ith due regard and great pleasure we would like to introduce MNC Consultant [mncconsultant.com] a Human Resource Management Company, providing.
Succession Planning Who will replace your leaders? Presented by Jacquelyn Thorp, MSHR/SPHR -CA.
Talent Management
What HR Brings to the Table & What HR Needs from Your Area HRM 495.
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
© 2014 IBM Corporation Smarter Workforce Services Business Process Innovation.
Imran Ghaznavi Course Code: MGT557 COMSATS Strategic Human Resource Management.
HIREDprofessional Consultants
Prewitt MANA3320.  Staffing and Selection  Talent Management  Employee Development  Strategic Partner  Employee Initiatives  Motivation/Efficiency.
The Nature of Staffing HR-302 CLASS -1. Outline Nature of Staffing  The Big Picture  Definition of Staffing  Implications of Definition Staffing Models.
Human Resource Staffing and Performance Management Introduction
HR Practices For I/T Success. THIS REPORT PRESENTS I/S HUMAN RESOURCE PRACTICE RESEARCH FINDINGS WITH THE FOLLOWING OBJECTIVE Understand HR practices.
Merger Integration, Process Improvement, Increased Collections And Cost Reduction within a Pharmaceutical Firm BackgroundBackground The client is a major.
Objective 1.03 Understanding Ethics Needed For Employment In Accounting 1 Objective 1.03 Understanding Ethics.
-concepts - Functions - Features - challenges. Some definitions…  Human resource management (HRM), or staffing, is the management function devoted to.
Week 1. Assessment 1. Quiz 15% 2. Test 15% 3. Assignment 30% 4. Final Examination 40% ____ TOTAL100% ====
Human Resource Staffing and Performance Management Introduction
Chapter 12: Selling, Sales Promotion, and Public Relations
©2003 Prentice Hall Business Publishing, Auditing and Assurance Services 9/e, Arens/Elder/Beasley Professional Ethics Chapter 4.
Chapter 7 The Critical Role of Nonfamily Managers Family Business, First Edition, by Ernesto J. Poza Copyright © 2004 South-Western/Thomson Learning.
Introduction to Human Resources Management. Question? What is Human Resources Management?
Concentric circles value-based strategies and solutions Our Vision We create value-based solutions and strategies to enhance your company’s reputation.
COMPETENCY MAPPING ASSESSMENT & DEVELOPMENT BY : SUBHASHIS CHATTERJEE Sr. MGR (PERSONNEL)
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning 1-1 Managing Human Resources Managing Human Resources Bohlander.
Prof. Karen Goodlad, HMGT 1101, Fall 15.  Identify qualities of leaders  Identify how to develop our own leadership skills  Evaluate the role of HR.
Unifying Talent Management. Harnessing the Power of Workforce Intelligence in Talent Planning to Drive Business Performance.
Chapter 1 Strategic Human Resource Planning
Chapter 1 Nature and Scope of HRM Prof.Sujeesha Rao.
Hire India Consulting is a permanent and interim / contract recruitment consultancy. Providing complete recruitment solutions, sourcing and supplying.
HRD.
Learning Objectives Functions of Human Resource Management
406/418,Rangoli, Dr. Ambedkar Road, Parel (E), Mumbai
Human Resources: The Quest for Leaders
Introduction to HUMAN RESOURCE MANAGEMENT
Defining a World-Class Finance Organization
4 Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources McGraw-Hill/Irwin Strategic Management: Text and Cases, 4e Copyright.
Human Resources and The Quest for Leaders
4 Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources McGraw-Hill/Irwin Strategic Management: Text and Cases, 4e Copyright.
Operations, Competitiveness, and Strategy
Introduction to Agribusiness Management
Chapter 7 The Critical Role of Nonfamily Managers
Human Resources Competency Framework
The Organizational Context
Presentation transcript:

“Integrity Is Our Strength”

Bjorn Lindgren BFL Associates Michael P. Emmert Mesirow Financial We will cover…  AICPA Core Competency Models for FLS Practitioners  Recruitment and Compensation  Successful Integration of Lateral Hires  Performance Evaluations  AICPA Core Competency Models for FLS Practitioners  Recruitment and Compensation  Successful Integration of Lateral Hires  Performance Evaluations

INTEGRITY is the consistent behavioral demonstration of truth. INTEGRITY is a core value necessary to build and manage a successful practice. INTEGRITY is the consistent behavioral demonstration of truth. INTEGRITY is a core value necessary to build and manage a successful practice. Defining INTEGRITY in a Professional Services Environment BFLASSOCIATES.COM

TRUTH builds and sustains TRUST, which is essential for a good, valued working relationship. How do you build TRUST? You demonstrate TRUTH. BFLASSOCIATES.COM

Dramatic Change Job Satisfaction Increases Among Audit CPAs New Competency Models Attract CPAs 150-Hour Rule Gains Acceptance BFLASSOCIATES.COM

Compensation DEMAND SUPPLY BFLASSOCIATES.COM

Factors Affecting Retention Employee Education Work Relationships Interesting Job Assignments Family Dynamics Benefits BFLASSOCIATES.COM

Factors Affecting Retention Empowered Employees Flexible Schedules Mentoring/ Counseling Expectations BFLASSOCIATES.COM

Internal Advertising Recruitment Family and Friends Recruitment Firms BFLASSOCIATES.COM

AICPA Competencies for FLS Practitioners Thoroughness People Skills Business Development Decision Making Creativity Communication Skills BFLASSOCIATES.COM

Aligning Human Capital Enhancement Model Training Performance Measurement Recruiting Staffing BFLASSOCIATES.COM

Setting Practice Strategy Fee Sensitivity LOW HIGH Target Clients LOW HIGH Leverage & Profitability Small Firms Large/Boutique Firms Medium Firms Required Experience Level MINIMALGURU BFLASSOCIATES.COM

Successfully Attracting, Integrating, and Retaining Lateral Hires Confidentiality Expectations Compensation Time to Productivity Role Definition Mentoring (or Counseling?) BFLASSOCIATES.COM

Staffing Principle Personal Market Value and Personal Wealth Doing/ Dedication Seeing/ Experience Hearing/Learning In-Depth Knowledge Multi-Disciplinary Teams (Staffing) Knowledge Tools and Databases Best Practices In-Depth Knowledge Multi-Disciplinary Teams (Staffing) Knowledge Tools and Databases Best Practices BFLASSOCIATES.COM

Time Productivity Denial Commitment ResistanceExploration Denial Commitment ResistanceExploration Performance Measurement: Understanding the Individual Process of Change BFLASSOCIATES.COM

“Integrity Is Our Strength”