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