As a CPA, I am often asked what possessed me
to pursue an expertise in human resources. I see the
combination of right- and left-brain skills required for HR as
balancing numbers with people. This is the equation most
business owners confront.
I have recruited new employees for my firm as
well as many other businesses over the years. In developing a
recruitment process, a firm develops its "sales" story. This
story reflects why someone should work for the business vs.
another one. The story should reflect what sets the company
apart from other employers. You could look at answering the
following questions. Why should someone work for you? What
benefits does your business offer? Do you know what today’s
workforce is looking for and what new hires value?
No. 1 on the minds of people who belong to
Generations X and Y is flexibility. I am often amazed at the
difficulty most employers have with creating flexibility. Yet,
survey after survey reveals that flexibility is one of most
sought-after benefits an employer can offer.
The challenge comes in how to develop a
flexible workplace while serving clients and running a
business. This requires people to think out of the box and
identify critical hours, needs and operating structures to
meet business goals. Oftentimes we create a system that is
easiest for employers to manage. We maintain a historic
structure because that is how it has always been done.
Historically, someone decided that office
hours should be 8 a.m. to 5 p.m., a 40-hour-workweek was
optimal and that people are more productive between Monday and
Friday. If you look at other countries outside of the United
States you will see the U.S. is the only country that
prescribes this structure. Anyone for a siesta?
Each business needs to look at its customer
base to decide what hours best reflect customer needs. CPA
firms break the norms January through April, yet struggle with
how to balance hours the remainder of the year.
Bodilly CPAs & Consultants LLP sets an annual
hours expectation for full-time employees. To address
seasonality, the firm establishes annual hours vs. weekly
hours for full-time employees. Full-time exempt employees are
asked to work 2,200 hours a year. Employees who want to work
fewer hours tell partners their annual target at the beginning
of each fiscal year. From this estimate the firm can set
production goals. The belief is, if the employee determines
his work hours and the firm builds a staffing model around
this, it results in more successful and happier employees.
Bodilly CPAs communicates that the firm has as
much work as employees can do in peak season if they are
interested in maximizing production hours. However, employees
determine how much they want to work and when. Then partners
show employees how their decisions impact production and
wages.
CPA firms use a similar calculation to arrive
at these numbers. This is not a secret. Why not show employees
how to calculate their production goals and then empower them
to make their own financial and lifestyle decisions? Only the
employees themselves can place values on those decisions.
Employees can be allowed to establish and
manage their own schedules and production goals. Each employee
has monthly and quarterly clients. It is up to him to work
with clients to complete this work in a satisfactory manner
and timeline.
A recent interviewing process found that the
No. 1 reason candidates want to change employers is
flexibility. During a recent set of interviews at Bodilly
CPAs, the firm observed the following: The candidates most
interested in flexibility were those with many years of
experience. They have learned to value time over money in how
they spend their waking hours. When interviewing college
students for an intern position, the firm found that students
were not willing to work the demanding schedules usually given
to interns. These candidates were also the most interested in
remote access. They have grown up in an era where physical
boundaries are less binding.
I have been asked by recruits how my firm
makes good on its promise and doesn’t give flexibility lip
service. My reply is, "Ask any of our staff." As a partner, I
value the flexibility I have in creating my work schedule. I
am realistic about peak season and plan for it accordingly.
However, I have great flexibility in the time surrounding busy
season, as long as I communicate with clients up front about
accessibility and deadlines. Technology has provided employees
the flexibility to work from home. With today’s technology
employees can dial in to complete most of their work that does
not have to be done at a client’s site.
In summary, flexibility is one of the most
sought-after benefits today. Allow yourself to think about how
it can be offered instead of why it can’t. The results are
empowered and productive employees, a profitable firm with
less turnover, and a balanced work-life environment that
fosters employees to think about work as a place they want to
be.
