developing non-technical skills for your professionals

Developing Non-Technical SkillsFor Your Professionals

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

“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.

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

DEVELOPING THE TRAINING PLAN

INFUSING CORE SKILL LEARNING INTO ALL ASPECTS OF YOUR FIRM’S EDUCATION

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.

Assessment Techniques/Tools

Brainbench WebQuiz

http://www.smartlite.it/en2/products/webquiz/

Audience Response Systemswww.turningtechnologies.com

Assessment Techniques/Tools

Inquisitewww.inquisite.com

Microsoft Office Practice Quizzes

Assessment Solutionswww.fadvassessments.com

Assessment Build Your Own

Learning Plans

Written & communicated 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

AICPA Resource

Goals of your training program…

Continuous transformation Rapid development of capable

leaders Develop new products & services

Top Challenges – Training Initiatives

Lack of a Process Not a Priority Viewed as a Checklist Creating the Experience No True Owner

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.

THE 3 PILLARS

POLLING QUESTION #3

We include core skills in our overall training plan.

1. Yes

2. No

IDENTIFY THE CORE SKILLS THAT ARE MOST IMPORTANT TO FIRMS TODAY

90% of Employee’s Make the Decision

To Stay With A CompanyWithin the First 6 Months

of Employment

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

Allo

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Allo

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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

evelopment

Ongoing D

evelopment

Client Service/Practice DevelopmentClient Service/Practice Development

People DevelopmentPeople Development

Source: Plante & Moran LLP (Adapted)

Training & Learning

Allo

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Allo

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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

ESSENTIAL PLAYERS

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

Training Professional

Internal Experts

External Resources

LEARNING DEVELOPMENT AT EVERY LEVEL

MATCH THE CORE SKILLS TO THE VARIOUS LEVELS

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

The ProgressiveCurriculum Development

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

POLLING QUESTION #5

We are committed to making training and learning a top priority in our firm for 2011.

1. Yes

2. No

IMPORTANT IMPLEMENTATION STEPS

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

Thank you!

sandra.wiley@boomer.comwww.boomer.com