Firm learning strategy - a competitive advantage
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Transcript of Firm learning strategy - a competitive advantage
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The BLI Magnetic Firm Framework
How to win the war for talent
Firm Learning Strategy A Competitive Advantage Kalil Merhib @kalilmerhib Tom Hood @tomhood
Agenda
Introductions Leadership & Development vs Compliance Six Steps of Talent and Leadership Development Q/A
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Strategic Curriculum based Blend of technical, industry, and success skills Blend of instructor led, self-study, and conferences Communicates firm learning culture Attracts, develops, and retains TOP talent
Not Strategic Price based Focuses on technical skills with limited leadership training “Checks the box” Does not promote talent development or retention
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Talent & Leadership Development
Compliance based Learning
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The real difference in an organization is how well it brings out the great energies and talents of its people.
- Thomas Watson, Jr. – CEO of IBM 1962
Those who build great companies understand that the ul7mate thro8le on growth for any great company is not markets, or technology, or compe77on, or products. It is one thing above all others: the ability to get and keep enough of the right people. -‐ Jim Collins
War for Talent
The war for talent is over. The talent WON!
-‐ Josh Bersin Bersin by Deloi8e
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Career Paths & Development are Critical to Millennials
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Source: The Conference Board 2014-2015 Global Leadership Forecast
CEOs Human Capital StrategiesLeadership Tops the List!
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How Extraordinary Leaders Double Profits
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Source: “High Impact Leadership Development,” Bersin & Associates, October 2011.
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Six Steps of Talent and Leadership Development
1. Talent & Leadership Strategy 2. Competencies 3. Career Path (Ladder) 4. Curriculum & Content 5. Compliance & Governance 6. Communicate and Inspire
The Six Steps of Talent & Leadership Development
The right talent with the right skills at the right time
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1. Develop Talent & Leadership Development Strategy Aligned to firm business strategy Right talent, with the right skills, at the right time
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BLI Leadership Development “Strat House”1. Develop Strategic Intent
2. Iden7fy Competencies
6. Communicate & Inspire
3. Iden7fy Career Paths & Audiences
5. Compliance & Governance (Evalua7on & Sustainability)
4. Develop Curriculum and map content
Firm/Business Vision, Values, Strategy, and Culture
Why?
What? Who? How?
2. Prioritize Critical Competencies Technical Functional Success Skills
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Competencies – Research & Examples
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Top Ten Skills in New Hires1. Critical Thinking/Strategic Thinking2. Time Management & Organization3. Memos and Writing Skills4. Inter to Adv Excel Skills5. Problem Solving6. Basic Workpaper Skills7. Leadership8. Selling / Networking9. Tax Research10. Business Etiquette
Note: Top 4 agreed to by Managers & Young Professionals
ANTICIPATION Strategic Thinking External Awareness Vision Con7nuous Learning Innova7on Crea7vity Problem Solving Priori7za7on Business Acumen Decisiveness Influencing/Persuading Emo7onal Intelligence Consensus Building Collabora7on Inspira7on Risk Management
An7cipatory Organiza7on: Finance / Accoun7ng Edi7on
CGMA Competency Framework
3. Define the Career Path (Ladder) AICPA Competency Model BLI Bounce Framework CGMA Competency Model
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American Institute of CPAs® Private Companies Practice Section 27
PCPS Firm Competency Model (Career Ladder) ASSOCIATE
• Learns and develops technical competence by completing a degree qualification and working towar d CPA certificate
• Applies self diligently to learn and understand technical skills and on the job practices and business processes
• Researches technical issues and participates in technical discussions relating to client assignments
• Develops an understanding of client businesses
SENIOR
• Has technical competence (degree qualification) and a relevant professional accreditation
• Has an identified area to specialize and refines skills, knowledge and expertise
• Applies technical knowledge and research in formulating client related recommendations
• Helps to solve complex business problems
MANAGER
• Has a general knowledge and application of relevant professional standards, emerging laws and regulations and corporate governance requirements
• Refines skills, knowledge and expertise as a specialist in an identified technical field and/or industry
• Applies technical expertise and interprets laws, regulations and standards to formulate client related recommendations
• Solves complex business problems
SENIOR MANAGER/DIRECTOR
• Has a good understanding of the prevailing business environment, industry and business processes
• Has a thorough knowledge and application of relevant professional standards, emerging laws and regulations and corporate governance requirements
• Is a specialist in a particular technical field and/or industry
• Abreast of changes in laws, regulations and standards and provides advice on the impact and implications to clients
PARTNER
• Has a thorough understanding of the prevailing business environment, industry and business processes
• Has extensive knowledge and application of relevant professional standards, emerging laws and regulations and corporate governance requirements
• Is a specialist and known leader in a particular technical field and/or industry
• Actively seeks ways to apply knowledge, interpret and anticipate changes in laws, regulations and standards to provide advice to clients on the impact and implications
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The Bounce
Adapted from: Global Management Accounting Principles – CIMA/AICPA 2014
CAPACITY COMPETENCY CREDIBILITY
Strategy Process Management Business Relations Project Management
Influence Negotiation Communication Collaboration & Partnering
Team Building Coaching & Mentoring Driving Performance Change Management Motivating and inspiring
Financial Accounting Cost Accounting Business Planning Management reporting Tax strategy, planning
CGMA Follows the Bounce!
4. Develop a Curriculum Matrix & Map Content Examples:
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Grow your people, grow your firm! Use learning as a strategic weapon in the war for talent with our BLI Talent and Leadership Development Support.
5. Define and Develop Compliance & Governance
Ongoing evaluation & sustainability Stakeholder buy-in Continual improvement
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Compliance & Governance
6. Communicate & Inspire Create internal campaign for executive alignment Create external campaign for: o Marketing o Recruiting o Retention
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Communicate & Inspire There is an opportunity to create a compelling communication around the organization’s purpose, strategy and learning strategy which will support recruitment, retention and engagement.
The Problem
70%
• Purpose • Career
Development • Strengths
“Based on Bersin research an organiza7on’s employee reten7on rate is 20 7mes greater when they have implemented a high-‐impact Leadership Development Program.”
“As people stay longer at a company, they become more and more produc7ve in their roles, and hopefully they obtain addi7onal skills to accelerate their performance over 7me. If we have a highly engaged workforce, this curve 7ps up even higher—making people more produc7ve as they like the company and their work even more.”
Source: “High Impact Leadership Development”, Bersin & Associates, October 2011Source: Bersin by Deloitte, Predictions for 2015: Redesigning the Organization for a Rapidly Changing World.
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The BLI Magnetic Firm Framework
Creating the Magnetic FirmPurpose Driven Great Leadership Culture
Of GrowthInspiring
WorkplaceVision, Purpose and Values based
Transparent and Inspirational Leadership
Learning Culture- Self and Formal Development
Flexible and Open Work Environment
Focus on Strengths and Positivity
Build Consensus and Commitment
Career & Growth Orientation – Career Paths
Work/Life Balance
Inclusive and Diverse Leadership Development at all levels
Customer focused Coaching and Feedback
High Performance – Insight to Action
Anticipatory and Proactive
Collaborative and Team based
Effective Technology Tools - mobile
Six Steps of Talent & Leadership Development Develop Talent & Leadership Development Strategy Prioritize Critical Competencies Define the Career Path Develop the Curriculum Matrix & Map Content Define & Develop the Compliance & Governance Communicate & Inspire
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If there is a conversation about the future of the profession, you're bound to hear Hood's name mentioned as one of the people leading the way. – Accounting Today
Tom Hood, CPA, CITP, CGMA
CPA Practice Adviser Accounting Hall of Fame Named the Second Most Influential in Accounting by
Accounting Today Magazine 2015 (11th year in Top 100) Top 150 Influencer by Linked-In Top 25 Influencers in Learning & HR by HR Examiner Top 25 Public Accounting Thought Leaders by CPA Practice
Adviser Working on Learning Management with AICPA/CPA2Biz,
Cloud Curriculum, Performance Management /XBRL, Leadership & Generations
CEO Maryland Association of CPAs (MACPA) www.macpa.org Business Learning Institute (BLI) www.blionline.org
http://www.linkedin.com/in/tomhood/
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Introductions 44
KALIL MERHIB Enterprise Business Development Manager, CPA.com
§ 7+ years in Accoun7ng Technology industry § Holis7c approach to firm strategy and change
management § Specializa7on in BPO strategies, technology adop7on,
and Firm learning & development § Large Firm focus § Hobbies: Golf, Hockey, & Guitar