Engage and retain your people alliott 010412 Alliott Group 2012

www.convergencecoaching.com©Copyright 2000-2012

ConvergenceCoaching, LLC All rights reserved.

Strategies To Engage And Retain Your People

Facilitated byJennifer Wilson

January 12, 2012



What Are Your Biggest HR Issues?• As you plan for 2012, what are your most

important HR challenges or initiatives?

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ConvergenceCoaching, LLC All rights reserved. 3

Our Objective

• Discuss ways to elevate the HR function to have a bigger impact on your firm’s overall success

• Understand the top professional motivators and specific actions you can take to inspire and fully engage your team

• Share methods for identifying and investing in your rising stars

• Discuss a performance and accountability model to drive motivation and engagement



The Strategic Role of HR



Today’s Role of HR

• HR is more important than ever today and is a critical success factor in your firm’s success

• With nearly 76 million U.S. Baby Boomers and over half of the CPA profession set to retire in the next 12 years – your firm will be in need of people!

• Traditionally, HR has been viewed as a “compliance” necessity and often considered administrative– Further, HR professionals have a reputation for being “soft” or “pro-

employee”• It is important to work to incorporate your HR function as a

strategic initiative in your firm and include HR in your planning



Shifting Paradigms

• What’s Out– Job Analysis– Personnel Management– Rulemaking– Functional Orientation– One Size Fits All– Centralized Decisions– Mutual Distrust– Focus on Activities

• What’s In– Competency Assessment– Human Capital Mgmt. – Consultant/Trusted

Advisor– Business Orientation– Tailored Programs– Framework for Others to Decide– Partnering– Focus on Impact

These aspects were identified in The Changing Role of Human Resources/Assessment Professionals: Adding Value in the “New” Organization



The Role Of HR In Your Firm • What new competencies would you like to see

in your HR function to make it more strategic? • How can you better support and elevate the

role of HR in your firm?

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Motivating And Engaging Your Team



Are Your People Sold On Working For You? • According to preliminary data from the soon-to-be

published 2011 PCPS Top Talent Survey, nearly half of the profession’s star performers are open to other options beyond their current position– There appears to be a wave of “pent up” voluntary

turnover that may be headed your way soon (if you haven’t already seen it)

– So what are you doing to re-engage your team so that they are motivated and inspired by their choice to work for your firm?



A Word About Individual Motivators• In their work, all people value:

– Acknowledgement and respect– Increased responsibility and challenge– Flexibility and time off– Compensation– Camaraderie and fun– Personal development

• How do you rank these? Take a moment to rank these yourself

• Each person in your firm values these motivators differently– It’s your job – and that of HR to identify the individual motivators and

appeal to them



Recognize, Know And Talk To Them• No matter how many people are in your firm, work to know as

many of them as possible by name and on sight– Consider having someone develop a digital book that includes

everyone’s picture, name and brief biography– Reach out regularly by e-mails, phone calls and face-to-face meetings– Take these opportunities to learn what motivates them and what they

most want to achieve in their career and in their personal life– Find out what more the firm can do to support them in achieving their

life’s goals• Knowing your people is one of the best forms of

acknowledgement and respect that they could receive!



Invest In Your People

• One of the highest compliments you can pay your employees is to spend time with them by: – Taking them along on sales calls, to conferences or

meeting with key clients or referral sources– Allowing them the privilege of shadowing work at higher

levels– Investing in more training per person than your

competitors and including soft-skills education at every level, including administrative staff



Be Willing To Change

• The needs of today’s up-and-comers are different from when you came up

• Give up your “old school” notions of how it should be and manage your organization based on the way that it is– Embrace diversity and provide opportunities for your staff

to collaborate with your leaders on strategic planning, owning key initiatives and participating in committees

– Develop work-from-anywhere programs that move towards measuring on results and less on face time



Have Fun With Your People• Younger generations are most engaged when

they feel a part of a team at work • Create opportunities to bond through team-

building activities and corporate fun• It is critical that your firm’s leaders participate

in firm-sponsored social and community activities



Thank Them!

• This may go without saying, but we see so many leaders forget to do this – – Thank your people! – Stop by their cubicle, send them an email or even

better, write them a hand-written thank you note!– Catch them doing a good job – Reward them with “spot bonuses” in addition to

an incentive plan that they can control based on their contribution to the firm



How Are You Doing?

• What else can you do to demonstrate your willingness to change and invest in your people? – What are you doing that is engaging your people? – What more can you do?



Identify Your Rising Stars



Engaging Your Stars

• Identify and engage your rising stars– Or someone else will – It will help you prioritize your time and investment in

people – use Pareto’s 80/20 rule• When you cull people from the pack, you can

differentiate them– Then you can determine what special benefits you’re going

to give them to develop them– These folks are usually on the fast track



How do you identify your rising stars? What behaviors do they

exhibit?



Identifying Your Stars

• Evaluate your people considering:– Competence

• Technical and soft skills• Abilities and expertise• Experience• Ability to learn and grow

– Character• Behavior and intention

– Promotability/importance• Interest in rising further or how critical this person is to the firm• Professional “presence” and acceptance of others at the “next level”



Potential Partners

• According to the AICPA PCPS Top Talent Survey, 69% of top talent said their firms did not have a partner track or they did not know if their firm had one

• First you must identify the attributes, competencies and other qualifications to be considered for a Partner in Training (PIT) or Leadership Development program (LDP) – Get buy in from your other partners, if applicable, and rank your people

against them• Next, identify the priority of the people and for the first one or

two partner potentials, you’ll want to identify what more you need to do to prepare them



Caution

• Be careful not to get caught up in identifying your rising stars based on history or “time in”

• You also could run into arguments that investing differently from previous rising stars isn’t fair or will make someone else mad– Our current economic situation and requirement to

succession plan won’t allow us to do it how we’ve always done it

– You have to manage communications around this program



Make Them Feel Special • Create a leadership development training program that

includes training on soft skills– Leadership attributes– Ownership and accountability – Communication and managing conflict – People development and business development– Public speaking

• Incorporate your current partners into the program– Dinners with the partners and partner candidates– Business model training – Participation in partner meetings and strategic planning – increase

transparency!



Developing Your Rising Stars• What else could you do to develop your

“rising stars” and make them feel special? • What challenges do you need to overcome to

do so?



Driving Performance And Accountability



The Leadership Development Model™

Establish Unity Around Firm

Strategy

Define Performance–

Roles and Goals

Monitor Performance –

Return and Report

Evaluate and Discuss

Performance

Reward Performance

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Ownership

AccountabilityTrust



The Foundation Of Accountability • Before you can institute or improve your firm’s

accountability process, the partners must first establish unity – Based on trust– Around a firm strategy– With the right governance model and other

constructs in place– Engaging in straight talk where there are

disconnects



A Unified Team

• Each partner should be expected to submit to the strategy and decisions made by those empowered to make them – In addition to firm policies, procedures and other

expectations • Straight talk (and a little tough love) are required around:

– Partner support both in and out of the partner meetings – no triangulation or “doing your own thing” allowed

– Expected contributions or performance – Disappointment when performance is not happening



Submission

• A key attribute of an effective leader is the ability to submit – Trust building behaviors are required – Ensure the support structures are in place (like role

descriptions, goals) and decision authority is defined – The question for you is, “once these are defined, will you

submit to them?” This would allow for: • The Managing Partner, Service Line Leaders and Committees to be

empowered• Decisions to be made more efficiently and effectively • Increased productivity• Less of a feeling of struggle for all involved



Moving On

• Sometimes, a partner may not be willing to buy in to firm strategy and may need to leave– All partners have to be willing to be accountable for their

contribution to a unified strategy• While these conversations are never easy (and have

other implications) the cost of a lack of partner unity is far greater– The long-term benefits of addressing a lack of buy-in far

outweigh any short-term discomfort



Partner Performance Elements



Unified Firm Strategy

• Do you have a firm strategy that includes the following elements?– Mission – the difference you want to make– Vision – where the firm will be in 3-5 years– Values – what you believe in, are committed to, and are willing to be

held accountable for– Competitive Positioning – your “difference making” story– Product Service Mix – your “front burner” initiatives

• Is it written and shared with the entire team? • Do you review it regularly with your team (at least quarterly)?



Minimum Performance Expectations• “Minimum” partner performance expectations should be

defined in competence areas such as:– Firm core values and leadership– Client service– Technical excellence– People development– Business development– Financial contribution

• Each partner should set goals that go “above and beyond” minimum expectations based on each partner’s strengths – and goals must s-t-r-e-t-c-h you to make a difference



When Establishing Your Goals• Make them:

– Specific – your goals should be specific rather than general and answer the “W” questions (who, what, why, when, and where)

– Measurable – establish specific criteria for measuring progress whether financial, based on activities, etc.

– Realistic and Relevant – a goal must be something the organization is committed to and that you are willing and able to work toward

– Written and Shared – commitment to performance increases when goals are written and you tell others



Name: SL:

Mentor Partner:

Sample Partner Goal Form

YOUR FIRMPartner Goals

Evaluation Period ________________________

Goals – Be Specific• What is your goal?• What steps will you take to

accomplish this goal?• Who owns these steps?

Measurement - Specify how we will measure progress and completion

Timing – Specify the “by when” date for completion

1.

2.

3.

4.

5.



Goal Examples – People Development• Develop procedures and best practices associated with estate and

gift tax service line that are approved by the Tax Department Head and rolled out in a web-based training to all Tax staff by XX/XX/XX

• Mentor PERSON’S NAME to prepare her to move to the role of Manager including taking her to 2 referral source meetings, 2 sales meetings and including her in 2 performance conversations with staff by XX/XX/XX

• Recruit a senior audit manager into our group by XX/XX/XX• Transition the CLIENT NAME audit relationship and engagement

management to PERSON’S NAME by XX/XX/XX



Goal Examples – Client Management• Hold strategic client account planning meetings for my top 15 clients,

completing three specific actions or outcomes determined for each client by XX/XX/XX

• Introduce two other manager or partner contacts to my top five client contacts by XX/XX/XX

• Make two additional C-level, board member or key service provider contacts for each of my top five clients by XX/XX/XX

• Transition thirty smaller corporate or personal tax clients to PERSON’S NAME or OUT OF OUR PRACTICE by XX/XX/XX

• Develop the client portion of my succession plan by identifying who I will transition each client to and by when and reviewing that plan with my department head by XX/XX/XX



Return And Report

• You’ll drive performance by being accountable and regularly checking in to return and report your status– When partners are asked to report on their status regularly, they are

more likely to show up with progress having been made– Partners should share their status against their goals with their direct

reporting partner and in departmental, office, or firm-wide partner meetings

• These check-ins should occur no less than quarterly– Share roadblocks and breakthroughs, and communicate both

appreciation and disappointment• Engage in “straight talk” about unmet commitments• Don’t “ball drop” or give fuzzy language when making commitments (i.e.

“I’ll try”)



Must Do: Meeting Recaps

• Write a brief recap for “return and report” meetings you participate in if one isn’t assigned– You’ll ensure clarity on decisions made and actions assigned and

the next “return and report” date • Recaps should include:

– Who owns which actions and when they’ll be complete• The owner’s name can be in blue for easy identification

– Key decisions that were made • If a decision wasn’t reached, who owns driving to a decision after the

meeting?– Items that were off-topic but captured in a “parking lot” for future

follow up



Let’s Interact

• Why don’t we consistently provide performance feedback to our partners?

• Why do we resist receiving it?



Partners Are Not Above Feedback• The phenomena that once you make partner, you’re “above”

performance feedback or having to “answer” to someone still exists in many firms

• Partners should receive feedback on a regular basis when they return and report the status of their goals

• And, partners should receive a formal annual (if not semi-annual) review, too, just as you do for your other team members



It IS Your Place …

• …to talk partner performance!• To drive firm growth and permanence, which requires a

“constant refinement” mindset• As leaders, to strive to learn and improve every single day up

until our last– But a lot of what partners portray is something like, “Don’t call me on

mine and I won’t call you on yours”• If you’re the managing partner, CEO, a service line leader or a

partner responsible for an operational element of the firm, you will have corrections and requests you need to make

• …to provide feedback and talk straight to partners!

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Importance Of Performance Feedback• Performance feedback is a gift we give others• It enables us to:

– Communicate expectations and get feedback on ways we can improve our people and processes

– Provide an opportunity for performance improvement– Motivate those on the right track to continue on their path

and inspire those who are not to shift directions– Manage those who are not performing to improve

• Doing so provides us confidence that we’ve done all we could when admitting a team member is not working



Reward Performance

• By implementing a good comp system that…– Is understood by all (in writing)– Is simple (or as simple as possible)– Is fair – those who contribute the most get the most and

those who contribute the least earn least– Is trusted– Encourages the right behaviors– Is motivating



Pay For Performance

• We’re believers in getting as close to a pay-for-performance method as possible

• Making changes in your comp system has to be transitional

• Foundational tenants– Compensation is separate from return on owner’s equity

and/or shares owned– Some separate NOI and pay whatever is left over after

comp based on shares – Comp should be roles-based – those who perform the

most valuable roles make the most– It includes a combination of base salary (draws) and

incentive based compensation



Summary Of Accountability Musts• Start with unity around a firm strategy• Assign ownership and define partner roles clearly• Establish partner goals that are specific,

measurable, realistic and relevant• Monitor progress along the way• Provide effective feedback on performance• Reward partners based on performance• Learn, repeat, get better…

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Establish Unity Around Firm

Strategy

Define Performance–

Roles and Goals

Monitor Performance –

Return and Report

Evaluate and Discuss

Performance

Reward Performance



Next Steps



Commit to One Thing

• Choose one behavior, change, or action that you will commit to go back to your office and apply

• Document what you’re willing to commit to on the One Commitment Form – Be prepared to share– Tell someone on your team the one idea you

committed to who can help hold you accountable



Thank You!

• Provide me your business card to be added to our distribution list for e-newsletters and web seminar invitations

• Contact us at any time!Jennifer Wilson(402) 933-2900

[email protected]://www.linkedin.com/in/jenniferwilsonprofile

http://twitter.com/JenLeeWilson



Tools and Resources



ConvergenceCoaching Resources• ConvergenceCoaching’s web site includes information at:

– www.convergencecoaching.com • Read our Coaching Concepts newsletter:

– http://www.convergencecoaching.com/Current_eletter/wilsons_writings.htm

• Visit our blog for posts on these topics: – www.convergencecoaching.com/blog

• Visit our learning center for access to additional courses:– http://www.convergencelearning.com

• Visit us on Facebook: – http://www.facebook.com/convergencecoaching

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HR Resources

• www.aicpa.org/pcps. The AICPA’s Private Companies Practice Section web site with tools and resources on HR in their Human Capital Center.

• www.cpaadmin.org. Association of Accounting Administration site that allows members to access resources and exchange information about learning and other topics

• www.hr.com. HR.com is an online resource that covers the entire scope of HR issues.

• www.hrpowerhouse.com. HR Powerhouse offers online tools, free appraisal forms, practices, process maps and more.



HR Resources

• www.shrm.org. Society for Human Resources Management.

• www.workforce.com. Resources for recruiting, training, HR management, compensation and legal issues.



HR Articles

• “Are Mandatory Saturdays A Thing Of The Past?” by Jennifer Wilson – http://www.convergencecoaching.com/blog/2011/11/are-mandatory-

saturdays-a-thing-of-the-past/ • “Are You Ignoring Spinach In Someone’s Teeth?” by Jennifer

Wilson– http://www.convergencecoaching.com/blog/2010/07/are-you-ignoring-

spinach-in-someones-teeth

• “Build A Team Of Successful Players,” by Tamera Loerzel– http://www.mncpa.org/publications/footnote/2011-10/build-a-

successful-team.aspx

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HR Articles

• “Get Your People Engaged,” by Jennifer Wilson– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/

Newsletters/Articles_2011/CPA/Aug/EngageStaff.jsp • “HR's New Mandate: Be a Strategic Player,” by Dave Ulrich

and Wayne Brockbank– http://hbswk.hbs.edu/archive/4861.html

• “How Employers Can Win the Talent Quest – Book Summary On Keeping the People Who Keep You in Business,” by Leigh Branham– http://www.businessweek.com/smallbiz/content/jan2001/

sb2001014_851.htm

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HR Articles

• “How Flexible Is Your Firm?” by Jennifer Wilson– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/

Newsletters/Articles_2010/CPA/Oct/FlexibleFirm.jsp• “Is Your Firm Old School or Cool,” by Jennifer Wilson

– http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/Newsletters/Articles_2011/CPA/Nov/FirmOldSchoolOrCool.jsp

• “Midwest A Victim Of Rural Brain Drain” by Matt Vasilogambros – http://www.huffingtonpost.com/matt-vasilogambros/rural-brain-

drain-iowa_b_830352.html



HR Articles

• “People Development: More Important Than Business Development” by Jack Lee– http://www.convergencecoaching.com/blog/2011/09/people-development-

more-important-than-business-development/

• “The Changing Role of Human Resources/Assessment Professionals: Adding Value in the “New” Organization,” by David A. Dye, Ph.D.– http://www.ipacweb.org/conf/99/dye.pdf

• “The Lowdown on High Potentials” by Yasmine El-ramly– http://www.journalofaccountancy.com/Issues/2011/Dec/

20114579.htm

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HR Articles

• “The Role of HR in a Recovering Economy” by Peggy Castellano – http://wwww.examiner.com/x-13667-LA-Workplace-Issues-

Examiner~y2010m2d21-The-role-of-HR-in-a-recovering-economy• “Top 10 Reasons Why Large Companies Fail To Keep Their Best

Talent,” by Eric Jackson– http://www.forbes.com/fdc/welcome_mjx.shtml



Leadership Resources

• Built to Last - Successful Habits of Visionary Companies by James C. Collins and Jerry I. Porras

• Crucial Conversations by Patterson, Grenny, McMillan, Switzler, and Covey

• Developing the Qualities of Success by Zig Ziglar • The Discipline of Market Leaders by Michael Treacy

and Fred Wiersema • Good to Great by Jim Collins (Collins, 2001)




• The Heart of a Leader by Ken Blanchard (1999)• The Last Lecture by Randy Pausch (2008)• Leadership by Rudolph Giuliani (Little, Brown, 2002)• Management by Kathryn M. Bartol and David C.

Martin (Irwin McGraw-Hill, 1998)• Outliers: The Story of Success by Malcolm Gladwell

(2008)




• Practice What You Preach by David H. Maister • Primal Leadership by Daniel Goleman (Harvard

Business School Press, 2002) • Russell Rules by Bill Russell • Time Tactics of Very Successful People by B. Eugene

Griessman Small Business Administration http://www.sba.gov/starting_business/planning/basic.html

• True Professionalism by David Maister (Free Press, 1997)



Accountability And Team Building Reading• Accountability by Rob LeBow and Randy Spitzer • Breakthrough Teams for Breakneck Times by Lisa Gundry

and Laurie LaMantia• Extraordinary Relationships - A New Way of Thinking

About Human Interactions by Roberta M. Gilbert, M.D. • Nuts!: Southwest Airlines' Crazy Recipe For Business and

Personal Success by Kevin Freiberg• The Five Dysfunctions of a Team by Pat Lencioni • The Accountability Factor: The Buck Stops Here by Alan

M. Dobzinski

Engage and retain your people alliott 010412 Alliott Group 2012

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