CPACA Learning TJL v2 - The CPA Consultants'...

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Facilitated by: Tamera Loerzel and Sandra Wiley

September 24, 2013

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©2013 CPA Consultants’ Alliance

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Defining

The Learning Culture

3 ©2013 CPA Consultants’ Alliance

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• Current Leaders Have Wisdom to Share

• Current Leaders Will Leave

• Future Leaders Need New Skills• Future Leaders Will Move Up

• New Talent Are Hungry• New Talent Expects Teachers and Planning


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Noel M. Tichy author of The Leadership Cycle

Noel Tichy is professor of organizational behavior and human resource management at the University of Michigan and director of the Global

Leadership Program, an executive-development consortium of 36 companies.


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• Trusted relationships• Integrity• Innovation• Development and growth

• Respect and teamwork

• Accountability


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Allocation of Learning Hours


Entry Time RetirementEntry Time Retirement

Technical/UpdatesTechnical/Updates

Cultural/OrientationCultural/Orientation

Core Technical TrainingCore Technical Training

Personal/Self DevelopmentPersonal/Self Development

Role/Position TrainingRole/Position Training

Leadership DevelopmentLeadership DevelopmentOngoing D

evelopmen

tOngoing D

evelopmen

t

Client Service/Practice DevelopmentClient Service/Practice Development

People DevelopmentPeople Development

7©2013 CPA Consultants’ Alliance

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Entry Time RetirementEntry Time Retirement

Technical/UpdatesTechnical/Updates

Cultural/OrientationCultural/Orientation

Core Technical TrainingCore Technical Training

Personal/Self DevelopmentPersonal/Self Development

Role/Position TrainingRole/Position Training

Leadership DevelopmentLeadership Development Ongoing D

evelopmen

tOngoing D

evelopmen

t

Client Service/Practice Development

Client Service/Practice Development

People DevelopmentPeople Development

8©2013 CPA Consultants’ Alliance

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•Command and control

•Cram down

•Hidden information

•Gamesmanship

• Trust is destroyed


The Firm Teaching/Learning Model

F i r m C u l t u r e

Performance Low High

High

1

Easy Decision –Terminate

4Leader - Star

3Tough Decision

Resist change ArrogantAbuse authorityTreat staff poorlyDo not develop others

2

Give 2nd Chance

© 2002-2006 Boomer Consulting, Inc.

TrainingLearningTeamworkFocusCulture

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◦What do you know?

◦ How can you communicate your knowledge?

◦ Ideas and values◦ Excitement and edge


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• Everyone teaches, with MP being the “Head Master”

• Disciplined Environment• Terminate mediocrity• Everyone learns and gets smarter• Two way street• Maximize skills and talents of everyone

• Leadership at all levels• Compensate those who teach and terminate those that don’t


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• What is your firm’s top training challenge?

◦ Lack of a process◦ Not a priority◦ Viewed as CPE only◦ Not supported from top management

◦ No true owner


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Define Learning Roles and Assign Ownership for Each

Role

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• Assign learning “ownership” in your firm, including:◦ The Executive or Partner Sponsor (required for all firms!) Makes sure that learning is part of the firm’s mission, vision, values, and core strategies each year

Represents learning at the partner table

◦ The Learning “Manager”

Drives learning initiatives in the practice

Responsible for managing all aspects of learning activities – planning, resourcing/delivering, measuring, and reporting


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• If you have a dedicated learning manager or coordinator:◦ Elevate your learning manage and/or coordinator –do not relegate them to meeting planning or administrative duties Allow them to apply their talents and transform learning

◦ Invest in the continuing professional development of your learning manager

◦ Create a plan to help your learning people better understand your business and the CPA profession Guide them in designing a learning strategy to support the firm’s strategies

◦ If you are unable to dedicate any administrative resources, form a Training or Learning Committee Make sure you have at least one CPA, preferably a partner, involved

Dedicate at least one administrative professional


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◦ The Facilitators Those with specialized knowledge in knowledge transfer and skills development in particular areas –either within your firm or external

They work with your Executive Sponsor and/or Learning Manager to develop the appropriate learning opportunities in a variety of subjects and delivery methods

◦ The Learners Initiates and owns their own learning experiences –called “Learner Driven Learning”

Practiced in most schools today, the learner shares responsibility for making their own learning happen

◦ The Counselors Those who review performance and provide feedback to the Learners

They act as career advisors or career managers, help Learners develop personal learning plan goals and a training plan that aligns with firm goals


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Ensure That the 4 types of Learning Skill‐Sets are

Represented


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• Where do you spend the most training dollars or training hours in your firm?◦ Soft skills, i.e. leadership and business development training

◦ Business process training, i.e. employee orientation and project management

◦ Business model, such as utilization and budgeting

◦ Technical skills training◦ Other/don’t know/unsure


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• Impending succession is driving the need to develop more than just technical knowledge

• Firms are including more leadership, management and other personal development topics in their learning curriculum ◦ They’re also introducing them earlier in their team members’ careers

• Consider learning in four areas: ◦ Soft skills/leadership development

◦ Business Process

◦ Business Model

◦ Technical


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• Leadership behaviors and activities

• Professional ethics

• Communications

• Conflict management

• Business writing

• Marketing

• Networking

• Selling

• Client service skills

• Project management

• Recruiting

• People and performance management

• Presentation skills

• Facilitation


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• Employee orientation and administration

• Time entry processes• Billing and collections

• Proposal development

• Sales and marketing processes

• Project management

• Product/service delivery methods

• Scheduling• Budgeting• Strategic planning in your firm

• Initiative management• Leader compensation and performance measures

• Technology


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• How time flows to cash

• Engagement profitability factors◦ Fees

◦ Realization

◦ Utilization

◦ Leverage

◦ Budget management

• How the firm is positioned compared to others – your competitive landscape

• Benchmarking against other firm’s best practices


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• Audit preparation and client file setup

• Trial balance set up

• Creating and updating schedules including calculations, analyses layout, and referencing

• Vouching and tracing to and from client documents

• Reconciling and rolling forward client balances

• Updating financials


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• Traditional styles per Fleming/VARK model – most people prefer one of these learning styles◦ Visual – learning by reading, looking at pictures, maps, illustrations, demonstrations, facial expressions and body language

◦ Auditory – learning by hearing words spoken (listening to instruction)

◦ Read/write – learning by writing and reading notes, drawing charts and pictures

◦ Kinesthetic – learning by doing and interacting (sometimes called tactile or feeling)

• Ideally, your learning plans will incorporate some of all four

• Other potential learning styles can be identified using various assessment tools including Myers‐Briggs, DISC, Kolbe’s Learning Styles Inventory


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• Informal learning

• On‐the‐job training

• One‐on‐one training or coaching

• Job shadowing

• Firm‐facilitated group training

• Externally facilitated “in firm” group training

• Conferences and other external “public” training courses

• Instructor‐led web seminars and webcasts

• Online, self‐study programs

• Self‐study text books, DVD and CD courses

• Book clubs or reading groups

• Other


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Expectations for Everyone


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TechnicalBusiness Process / Technology

Core/Leadership Business Model


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• Written & communicated

• Defines success for the position• Set a benchmark

• Set expectations• Lifetime growth plan

• Links to a personal game plan


Staff Senior Manager Sr. Manager

Technical Beginning Audit/Tax Intermediate Audit/Tax Advanced Audited/Tax Audit/Tax Updates

Computer Skills MS Office; Other beginning programs

IDEA; Advanced Excel Advanced Excel;Advanced CaseWare/CaseView

Advanced PowerPoint

Leadership/Business Skills MarketingNetworking

ManagementManaging people, projects & pressure; Managing & maximizing relationships; Prepare for your new management roleMarketingCross Selling; Writing a Marketing Plan; ID organization to joinSoft SkillsPresentation Skills; Being Understood for the 1st

Time

ManagementHAW Leadership AcademyMarketingNatural Selling Concepts for CPAs; Networking; Identifying cross‐selling opportunitiesSoft SkillsEating Etiquette; CPAs “Four Rs” of Communicating: Talking, Listening, Writing & Presenting

ManagementHAW Leadership AcademyMarketingDeveloping business, Converting cross‐selling opportunities;Soft SkillsMaking a presentation at a conference of choice

General Personnel & Regulatory issues

Sample Learning Plan

Source: Habif, Arogeti & Wynne, LLP

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• Ladder – up or out• Lattice – ownership and flexibility


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• Rewards◦ Big or small

• Accountability◦ Build it into Game Plan

• Lead by example◦ Get firm leadership involved


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• How does your firm support an employee’s efforts in training and learning?

◦ Affects salary/bonus increase◦ Affects promotion to higher position

◦ Affects ability to receive spot bonus◦ None of the above◦ All of the above


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Creating A Learning Initiative Plan and Measures

of Success


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“Any firm that can outperform its competition in building and creating

skills will gain a significant competitive advantage.”

David MaisterTrue Professionalism


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• Gather input from your leadership team and define what you intend to accomplish

• Include several potential objectives such as:

◦ Transforming behavior

◦ Enhancing performance

◦ Expanding capacity ◦ Succession planning◦ Enhancing employee satisfaction and retention

◦ Differentiating your firm in the recruiting process


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• Your executive or partner sponsor, counselor, and learning manager should be held accountable for short‐term and longer range measures◦ Tying compensation or incentives to these will ensure a sustained focus

• All facilitators should be held accountable for their course pass rates, evaluation feedback ratings, and changes in behavior or skill levels that result from their learning methods

• Learners (including partners) should be held accountable for their successful completion of their learning plan in terms of meeting by‐when dates and success measures


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• Consider factors considered by Accounting Todayand BestCompaniesGroup.com when they choose their annual Best Accounting Firms to Work For: ◦ The frequency of performance reviews

◦ The average # of hours for orientation and annual training

◦ What the firm offers in terms of tuition reimbursement

◦ The formal employee career development/job advancement programs offered, including:

Partner in training programs

Succession planning programs

Employee leadership training

Mentoring/job shadowing/cross training

◦ Support of employees participating in leadership roles within volunteer organizations outside of the organization


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• Did we complete a firm‐wide learning plan?

• Did we develop individual learning plans for each person?

• How many elements of each plan were completed?

• What was the formal feedback from the learning methods and activities we invested in?

• What was the pass rate on CPE courses taken?

• What is the pass rate on CPA exam for our new hires?


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• Do we have up‐and‐comers to promote and how many people have we promoted this year?

• Are we able to delegate more work with confidence?

• Do we have the right people, with the right skills, in the right position?

• Were we able to make a smooth transition in our succession process?

• Engagement realization improvement• Profitability improvement• Increased client satisfaction• Increased staff retention• Are we able to attract key talent?


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• What commitment will you make out of this web seminar to develop or further your learning culture?◦ Gain partner buy‐in from, identify a learning owner and create an initiative plan◦ Create your firm‐wide competency model and learning ladder◦ Begin building individual learning roadmaps to track learning progress◦ Establish short term and/or long term learning goals ◦ Other

◦


c p a c o n s u l t a n t s a l l i a n c e . c o m

Thank You


• Tamera Loerzel:◦ [email protected]

◦ (952) 226‐1780◦ http://www.linkedin.com/in/

tameraloerzel

• Sandra Wiley:◦ [email protected]

◦ (785) 537‐2358 ◦ http://www.linkedin.com/in/sandrawiley

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c p a c o n s u l t a n t s a l l i a n c e . c o m

Thank You


• Lisa Iwata:◦ [email protected]

◦ (425) 709 6647◦ www.clarknuber.com

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@TheCPACA


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• “A Guide To Learning Styles”◦ http://www.vark‐learn.com/english/index.asp

• “A New Organizational Learning Goal: the Accrual of Awareness”◦ http://www.forbes.com/sites/rawnshah/2012/05/01/a‐new‐organizational‐learning‐goal‐the‐accrual‐of‐awareness/

• “Accounting Firms Rankings 2012: Best to Work For: Formal Training”◦ http://www.vault.com/wps/portal/usa/rankings/individual?rankingId1=179&rankingId2=185&rankings=1&regionId=0&rankingYear=2012

• “Accounting Today 2011 Best Firms to Work For”◦ http://www.accountingtoday.com/news/Accounting‐Today‐Announces‐2011‐Best‐Firms‐Work‐For‐60353‐1.html


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• AICPA Human Capital Center Learning Culture Section http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/Resources/HumanCapitalCenter/Pages/default.aspx

• “Continued Dedication To Workplace Learning” ◦ http://www.astd.org/Publications/Magazines/TD/TD‐Archive/2010/11/Continued‐Dedication‐to‐Workplace‐Learning.aspx

• “Creating A Professional Development Plan” ◦ http://blog.aicpa.org/2012/04/creating‐a‐professional‐development‐plan.html

• “Five Trends In Learning Delivery In 2011”◦ http://clomedia.com/articles/view/five‐trends‐in‐learning‐delivery‐in‐2011

• “Make Your Most Out Of Professional Development” ◦ http://blog.aicpa.org/2012/03/make‐the‐most‐of‐your‐professional‐development.html


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• “Moving To The Live Virtual Classroom” ◦ http://www.astd.org/Publications/Magazines/TD/TD‐Archive/2011/07/Moving‐Into‐the‐Live‐Virtual‐Classroom.aspx

• “Practical Training Tips for Smaller Firms”◦ http://www.journalofaccountancy.com/Issues/2007/Dec/PracticalTrainingTipsForSmallerFirms

• “The Evolution of CPA Firm Learning.” AICPA.◦ http://www.cpa2biz.com/Content/media/PRODUCER_CONTENT/generic_template_content/featured_products/LMS_whitepapers.jsp

• “Training Top 125” ◦ http://www.trainingmag.com/sites/default/files/_trg0112t125chrt.pdf


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• 2010 AICPA PCPS/TSCPA National Map Survey ◦ http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/Resources/NationalMAPSurvey/Pages/2010PCPSComplimentaryResults.aspx

• 2011 AICPA PCPS Top Talent Survey ◦ http://www.aicpa.org/InterestAreas/PrivateCompaniesPracticeSection/Resources/HumanCapitalCenter/Pages/2011PCPSTopTalentSurvey.aspx

• CPA Horizons 2025 Report ◦ http://www.aicpa.org/research/cpahorizons2025/pages/cpahorizonsreport.aspx

• The 2011 Annual INSIDE Public Accounting Benchmarking Report ◦ http://insidepublicaccounting.com/pages/benchmarking‐survey.php


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• ConvergenceCoaching’s web site includes information at:

◦ www.convergencecoaching.com

• Read our Coaching Concepts newsletter:

◦ http://www.convergencecoaching.com/coachingconcepts

• 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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The Guide to Learning and Training – receive for free from:

◦ [email protected]

Read or Subscribe to the Boomer Bulletin newsletter:

◦ https://boomer.site‐ym.com/?page=boomerbulletin

Experience our Video Blog – Think, Plan, Grow:

◦ http://boomer.site‐ym.com/blogpost/907482/i‐Think‐Plan‐Grow‐‐i‐Blog

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