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Technical

What firms must do to better develop their people Logo aicpa

  Jennifer Wilson |   Free |   AICPA |   16 Feb 2016 |   CPA Insider

Firms across the country are looking for ways to improve their tired, cumbersome, perfunctory, and ineffective performance management systems. This article shares six simple ideas to improve your firm’s feedback.

Topics covered:
  • Management accounting: Leadership: Coaching & mentoring, Intermediate
  • Management accounting: Leadership: Driving performance, Intermediate
  • Management accounting: Leadership: Motivating & inspiring, Intermediate
  • Employee benefit plan auditing: Leadership: Driving performance, Intermediate
  • Employee benefit plan auditing: Leadership: Coaching & mentoring, Intermediate
  • Employee benefit plan auditing: Leadership: Motivating & inspiring, Intermediate
  • Governmental auditing: Leadership: Coaching & mentoring, Intermediate
  • Governmental auditing: Leadership: Driving performance, Intermediate
  • Governmental auditing: Leadership: Motivating & inspiring, Intermediate
  • Financial accounting & reporting: Leadership: Driving performance, Intermediate
  • Financial accounting & reporting: Leadership: Coaching & mentoring, Intermediate
  • Financial accounting & reporting: Leadership: Motivating & inspiring, Intermediate
  • Assurance: Leadership: Driving performance, Intermediate
  • Assurance: Leadership: Coaching & mentoring, Intermediate
  • Assurance: Leadership: Motivating & inspiring, Intermediate
  • Not-for-profit: Leadership: Driving performance, Intermediate
  • Not-for-profit: Leadership: Coaching & mentoring, Intermediate
  • Not-for-profit: Leadership: Motivating & inspiring, Intermediate
  • IT management & assurance: Leadership: Driving performance, Intermediate
  • IT management & assurance: Leadership: Coaching & mentoring, Intermediate
  • IT management & assurance: Leadership: Motivating & inspiring, Intermediate
  • Firm practice management: Technical: Human capital: Talent retention, Intermediate
  • Firm practice management: Leadership: Driving performance, Intermediate
  • Firm practice management: Leadership: Coaching & mentoring, Intermediate
  • Firm practice management: Leadership: Motivating & inspiring, Intermediate
  • Tax: Leadership: Driving performance, Intermediate
  • Tax: Leadership: Coaching & mentoring, Intermediate
  • Tax: Leadership: Motivating & inspiring, Intermediate
  • Forensic & valuation services: Leadership: Driving performance, Intermediate
  • Forensic & valuation services: Leadership: Coaching & mentoring, Intermediate
  • Forensic & valuation services: Leadership: Motivating & inspiring, Intermediate
  • Fair value measurement: Leadership: Driving performance, Intermediate
  • Fair value measurement: Leadership: Coaching & mentoring, Intermediate
  • Fair value measurement: Leadership: Motivating & inspiring, Intermediate
  • Personal financial planning: Leadership: Driving performance, Intermediate
  • Personal financial planning: Leadership: Coaching & mentoring, Intermediate
  • Personal financial planning: Leadership: Motivating & inspiring, Intermediate

13 Comments/Reflections

Chrizelda Visser

Chrizelda Visser Apr 2016

Having been newly appointed as  a financial controller, this article truly emphasises the importance of communication in general and not merely during performance appraisal times. In addition, it is also something which has made me look at my own development and assessment within the company. This is something that I can take with me to my performance appraisal as an aid in aligning the synergy between my career objectives and company objectives.
Anna Sallis

Anna Sallis Apr 2016

Very useful ideas re. praise, what they can do extensively and keep areas for improvement down to 3 items maximum.
Carolyn Cooper

Carolyn Cooper Apr 2016

The traditional appraisal process is cumbersome and mainly a box ticking exercise, there are better ways. Regular feedback on the keep doing, stop doing, start doing is better limited to 3 items.
Lauren Cooper

Lauren Cooper Mar 2016

Try to ensure that all feedback is more timely and bite size than twice a year. Ensure plenty of positives are given to staff, with negatives in bite size chunks. Try to develop people according to their personal strength, not because their job description instructs so.

Angela Moreland

Angela Moreland Mar 2016

Interestingly, the idea of meeting with staff to review development is already in place in Sense Scotland.  I meet with my staff every 2 months and my boss meets with me every 2 months.  This is the opportunity to review where we are at and were we want to be.

I liked the "Keep Stop Start" framework - I would like to bring that into my reviews which I think will help direct the conversation in a better way.