عرض العناصر حسب علامة : الاستراتيحية
الثلاثاء, 24 مايو 2022 12:38
رسالة ماجستير: أثر الشريك الإستراتيجي على الأداء المالي والأداء التشغيلي والجاذبية الإستثمارية للشركة
هدفت هذه الدراسة إلى بيان وتقييم أثر الشريك الاستراتجي على الأداء المالي والتشغيلي والجاذبية الإستثمارية للشركة، للفترة الواقعة بين عامي 2000 و 2009، وتم التحقق من هذا الهدف عن طريق التحليل المالي بالنسب المالية التي بلغ عددها (20) نسبة للبيانات والقوائم المالية للشركات عينة الدراسة والبالغ عددها (6) شركات وهي تمثل كامل مجتمع الشركات التي تم خصخصتها بأسلوب الشراكة الاستراتيجية مع نهاية العام 2009.
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رسائل ماجستير و دكتوراة
الثلاثاء, 19 أكتوبر 2021 20:32
8 استراتيجيات للتقدم على الاستقالة العظيمة
ماذا ستفعل إذا استقال 40٪ من شركتك الأسبوع المقبل؟ في حين أن مثل هذا النزوح الجماعي غير مرجح إلى حد كبير -على الأقل مرة واحدة -فإنه سؤال يجب على كل صاحب عمل أن يطرحه على نفسه الآن.
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المحتوى بالإنجليزية
8 strategies for getting ahead of the Great Resignation
By Sandra L. Wiley
September 7, 2021 9:00 AM
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What would you do if 40% of your firm quit next week? While such a mass exodus is highly unlikely — at least all at once — it’s a question that every employer should be asking themselves right now.
According to Microsoft’s 2021 Work Trend Index, 41% of the global workforce is likely to consider leaving their current employer within the next year, and 49% of those plan to make a major pivot or career transition. In the accounting world, that means you don’t just need to worry about losing your best people to other firms or industry roles, but to other careers: teaching, nursing, tech, entrepreneurship and more.
By now, you’ve likely seen the headlines about the Great Resignation. The pandemic led many people to realize they weren’t happy in their careers, and they’re leaving in search of more money, career potential, flexibility, happiness, etc. But is this loss of talent inevitable? I don’t think so. I believe any firm leader with the right mindset can take steps now to hold onto their best people and attract new employees looking for a change. Here’s how.
Pay your people well
money-sack-fotolia.jpgWe know that money isn’t the only component to keeping people happy, but let’s face it: For most people, the reason they’re employed is to get paid.
In the past 18 months, firms across the country figured out how to support remote work. So you’re no longer competing against other firms and employers in your geographic area — you’re competing with companies across the country and maybe even around the world. So if you’re not paying your people well, they will leave your firm for someone who will.
Invest in learning, development and upskilling
education-budget-fotolia.jpgMany talented professionals in your firm today know that the future of the profession includes advisory and consulting services, but they don’t feel like they have the education and experience to be successful in these areas. Invest time and money into upskilling them for the future. This includes core skills like communication, active listening, building trust, project management, problem-solving and collaboration. It may also include technical skills beyond their current roles, such as data analytics or specialized technical certifications.
Incorporate these upskilling opportunities into your firm’s formal learning and development program and into each employee’s quarterly goals. Discuss them as part of your regular check-ins and performance reviews. When you show your team you’re invested in their professional development, they will feel more secure in their careers and know they have a purpose and a future in the firm. This applies to all staff, including admin, IT and marketing — not just CPAs.
Support lateral moves
Try to accommodate people who decide that their current career path isn’t right for them. For example, you may have accountants who want to go into IT or admin professionals who want to go into marketing. It’s better to hold on to a great employee in a different role than to lose them entirely, so take steps to help people make meaningful lateral moves.
Listen to your team
p17ugafd7lkegbh124g6c6prdh.jpgPeople want to feel heard and valued by their colleagues and coworkers. So take time to build relationships with people beyond the work they do every day. This helps build a foundation that will create loyalty and increase their likelihood of staying with your firm.
Building relationships takes time, so make it part of your daily routine. Whether team members are in the office or working remotely, schedule regular catch-ups and informal meetings to ask them how they’re doing on a personal level and find out what you can do to support them.
Offer flexibility
online-zoom-meeting.jpg
Ģirts Raģelis/Girts - stock.adobe.com
In the past few months, we’ve heard a lot of firm leaders talk about getting people “back to work” — meaning back in the office. This is troublesome for two reasons.
First, your people have been working very hard, whether in the office or working from home. Suggesting they need to get “back to work” diminishes the amazing effort they’ve put in to stay productive during an extremely difficult time.
Secondly, forcing people back to the office will likely backfire. While some people are excited to return to the office, many people don’t want to work in the office full-time, and some want to retain the flexibility of remote work permanently.
If one or two employees struggle to remain productive and accountable while working from home, address them separately. Don’t let one or two exceptions dictate the rules for everyone.
People don’t have to be together in an office five days a week to do their jobs well. Where people work is a lot less important than how they can be most productive. Trust people to deliver their best work no matter where they’re located, and everyone will be more successful.
Invest in technology and process improvement
RPA robotic process automation dial
Olivier Le Moal/Olivier Le Moal - stock.adobe.com
It’s tough to get excited about doing your job every day when that job entails dull data entry, wasting hours looking for information, redoing work you thought was complete, and navigating the personal preferences of every person you work for.
Good talent leaves bad managers, yes. But they also leave bad technology and processes. So invest in giving your people the tools and processes that will make their jobs easier and free up time to do higher-level, more valuable work. Job satisfaction will improve.
Cultivate firm culture
Thumbnail for Video: Culture and Staff Trump ChallengesIn the past year, we’ve talked to many firm leaders worried that they’re losing some of the firm culture they built while everyone was in the office. Yet firm culture can’t be a reason you force everyone back to the office. Building and maintaining culture in a hybrid or fully remote firm is possible, but it takes intentional effort.
Our team has been fully remote for years, and one of the ways we’ve been able to maintain a strong company culture is by appointing a “Culture Club,” a committee focused on keeping our team connected. Some of the things our Culture Club does include:
Organizing treats for in-person and virtual meetings;
Hosting fun events and challenges;
Celebrating birthdays, anniversaries and other life events;
Sharing personal and professional wins; and,
Encouraging “water cooler conversations” on our social platforms.
Because we work hard to maintain culture when we’re remote, when we do get together in person, these occasions are more like meeting old friends than gathering with acquaintances. Culture will always be a work in progress, but when you’re on the right path, it will bind your top performers together and become a competitive advantage.
Be proactive
There are many reasons why people may consider leaving their jobs. Some will be outside your control, but be proactive about addressing the areas you can control: leadership, growth, technology, process and talent. This will help you get ahead of the Great Resignation and avoid losing the talent you’ve worked so hard to attract and retain.
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الخميس, 23 سبتمبر 2021 11:36
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المحتوى بالإنجليزية
Moving from talk to results at firms
By Tony Zecca
June 02, 2021, 12:23 p.m. EDT
4 Min Read
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At most professional service firms, talking about what the firm and partners need to do to drive growth, improve profitability, create a better culture, and create a link between goals and accountability ends up just being talk.
Talking about the things that need to change is easy. Discussing and agreeing on how to change, what needs to change, and whose responsibility it is to drive the change is where the gap between talk and results just never ends. It’s like being on a treadmill where you keep walking but stay in the same place. Here’s how to get off that treadmill and move your firm from talk to results.
The challenge
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The major challenges blocking most firms from achieving success are fairly common. When I talk to partners from six- to 150-partner firms as part of our diagnostic model, those six or eight “challenges” blocking success are so common. The challenge is never seeking and gaining agreement on what needs to change. Why then is it so difficult to actually do something to create the changes that everyone agrees need to take place?
The challenge that most firms encounter is the lack of “POWER.” What does that mean?
"P" is for purpose. To move from talk to results, everyone has to understand the purpose, the big "why." No one commits to change unless they understand why the change is needed. Without understanding the why, it becomes too easy for partners to let day-to-day things get in the way. The result is just talk.
"O" is for ownership. Change does not happen unless someone owns the change and commits to getting it done. Ownership can be assigned by the managing partner, but true ownership happens when someone steps forward and asks for responsibility. Ownership does not always have to reside with a partner. There are so many benefits to allowing a senior staff person to take ownership.
"W" is for willingness. There has to be willingness to change. To implement an effective model of goals and accountability tied to partner compensation is a huge challenge in many firms and can only be successfully implemented if the partners are willing to change and be held accountable. Another often-used term for willingness is “buy-in.” The truth is, if there is no buy-in to the change, it will not happen, and most firms can look to their past to find all the skeletons of past changes that never got implemented. Willingness to change is like the air that we breathe.
"E" is for environment. With firms I work with, those six or eight major strategic initiatives (changes) that are critical to future success only get implemented when the environment exists to drive implementation. If the focus on and commitment to implementing the agreed upon changes take a second seat to billable hours or the excuse of “I am too busy with client stuff,” and the managing partner and/or executive committee buy into that, then no change will ever take place. The bottom line is there are way too many excuses that partners make, and management accepts that creates the environment of, “Let’s get through today,” versus “Let’s create the tomorrow this firm needs.”
"R" is for resolve. The road to change is not easy, and there are any number of obstacles that will rear their ugly heads as you walk down the road of change. You need to just keep walking down that road and not let all those distractions get in the way of successfully implementing the changes you agreed to. Clear and effective project management focused on results contributes to the resolve to get it done.
At your next partner retreat focused on strategy and growth, change the paradigm of the past where talk was plentiful, but results were scarce. Talk through the changes or strategies that need to be implemented to achieve the goals that the firm is seeking. But, move from talk to power by addressing each of the components of the POWER model. Leave the retreat with all the partners understanding the P (purpose), the O (creating ownership), the W (commitment and willingness to change), the E (focus on results and accountability) and the R (does everyone have the resolve to see it through).
The question is, does your firm have the power to move from talk to results? It’s simple, really. If you don’t, the firm will just continue having partner retreats, summits or meetings to talk about what needs to change without ever driving the firm and partner performance to where it needs to and should be. You can’t embrace and win in a future that is paralyzed by inaction versus harnessing the power to create the future your firm needs to thrive.
Commitment and a clear understanding of the power you create will always move your firm from talk to results. You have to change the paradigm if you are going to change the result. The lifeblood of any accounting firm is growth: gaining more clients, building revenue and profits. No firm can stand still and just keep doing what it has always done. You have the power to change and create the future your firm deserves. Do your partners share the power, or are they happy to just stand on the sidelines?
Far too many firms are stuck doing the same old things and expecting different results. The model for creating real and lasting change in your firm is to harness the power, create the environment of success, and create the firm you want.
In most firms, as in life, you can learn from the past or continue to do the same old things that have not worked for you. The past is written, but the future is yours to create. Creating a future based on the past will just keep you on that treadmill to nowhere. As a managing partner, you can begin to create a more successful future for the firm by harnessing the power to break from the challenges that continue to block your firm’s potential.
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