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Developing Non-Technical SkillsFor Your Professionals
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Agenda
Developing the training plan - infusing core skill learning into all aspects of your firm’s education
Identify the core skills that are most important to firms today
Learning development at every level - match the core skills to the various levels
Who are the essential players The step by step guide for implementation
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“Good Leaders Teach…Great Leaders Learn”
Noel M. Tichy author 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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POLLING QUESTION #1
Top Leadership – Our MP/CEO is passionately committed to teaching/learning.
5.Yes, very committed
6.Most of the time
7.Occasionally
2. Somewhat
1. Not at all
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DEVELOPING THE TRAINING PLAN
INFUSING CORE SKILL LEARNING INTO ALL ASPECTS OF YOUR FIRM’S EDUCATION
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POLLING QUESTION #2
We have individual learning plan for everyone in the firm.
4.Yes, everyone is included
3. Most positions are included
2. Some positions are included
1. No, we do not have individual learning plans.
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Assessment Techniques/Tools
Brainbench WebQuiz
http://www.smartlite.it/en2/products/webquiz/
Audience Response Systemswww.turningtechnologies.com
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Assessment Techniques/Tools
Inquisitewww.inquisite.com
Microsoft Office Practice Quizzes
Assessment Solutionswww.fadvassessments.com
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Assessment Build Your Own
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Learning Plans
Written & communicated Set a benchmark Set expectations Lifetime growth plan Links to a personal game plan
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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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AICPA Resource
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Goals of your training program…
Continuous transformation Rapid development of capable
leaders Develop new products & services
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Top Challenges – Training Initiatives
Lack of a Process Not a Priority Viewed as a Checklist Creating the Experience No True Owner
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The Evolution
Teaching – Everyone is expected to contribute tothe organization’s knowledge base by teaching others.
Learning – Individuals take responsibility for learning, but knowledge creation is not the ultimate goal.
Hierarchical – Chain of command where ideas are filtered and generally killed before they get to the top.
Autocratic – Leader or founder uses command & control style with all of the answers.
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THE 3 PILLARS
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POLLING QUESTION #3
We include core skills in our overall training plan.
1. Yes
2. No
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IDENTIFY THE CORE SKILLS THAT ARE MOST IMPORTANT TO FIRMS TODAY
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90% of Employee’s Make the Decision
To Stay With A CompanyWithin the First 6 Months
of Employment
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Onboarding
1. Hours x Information = More not less!2. Create the culture from day 13. Help them see the big picture4. Tell “stories” about the firm5. Think interesting and interactive6. Develop from their point of view7. Lots of trainers8. Develop a buddy system
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Allo
catio
n of
Lea
rnin
g H
ours
Allo
catio
n of
Lea
rnin
g H
ours
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
evelopment
Ongoing D
evelopment
Client Service/Practice DevelopmentClient Service/Practice Development
People DevelopmentPeople Development
Source: Plante & Moran LLP (Adapted)
Training & Learning
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Allo
catio
n of
Lea
rnin
g H
ours
Allo
catio
n of
Lea
rnin
g H
ours
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
evelopment
Ongoing D
evelopment
Client Service/Practice Development
Client Service/Practice Development
People DevelopmentPeople Development
Source: Plante & Moran LLP
Training & Learning
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ESSENTIAL PLAYERS
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POLLING QUESTION #4
We have a professional in our firm who is responsible for your firms learning and training plan. (Not #20 on their task list)
1. Yes
2. No
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Training Professional
Internal Experts
External Resources
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LEARNING DEVELOPMENT AT EVERY LEVEL
MATCH THE CORE SKILLS TO THE VARIOUS LEVELS
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Management Skills & Tools
Project management Team building Conflict resolution Performance management Accountability Delegation strategies Meeting management Client service Communication techniques Business development
90 Day Game Plans Unique processes Risk management Client analysis & value Building a peer network Change management IT – the accelerator Pricing Training and learning Mentoring versus coaching
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The ProgressiveCurriculum Development
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Important Components
Expanded knowledge – beyond the CPA firm
Book Reports Tie the skills back to the firm Projects are important Mentor/Protégé Program is
imperative
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POLLING QUESTION #5
We are committed to making training and learning a top priority in our firm for 2011.
1. Yes
2. No
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IMPORTANT IMPLEMENTATION STEPS
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Steps to Success
1. Commitment from the top2. Commitment of sufficient resources3. Compress the time line4. Develop leaders at multiple levels5. Develop multiple teaching infrastructures
a) Assignmentsb) Classroomc) Intranetd) Boot campse) Task forcesf) Workgroups/teamsg) Alliances
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