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Partner Partner Self-Evaluations Self-Evaluations
Assessing Your Talents Assessing Your Talents
Gatto Associates, LLCGatto Associates, LLC
750 Washington Road750 Washington Road
Pittsburgh PA 15228Pittsburgh PA 15228
412-344-2277412-344-2277
Rex Gatto, Ph.D.Rex Gatto, Ph.D.
www.regatto.comwww.regatto.com
Evaluate TalentEvaluate Talent
Strengths and TalentsStrengths and Talents
EvaluationEvaluation
Behavior PatternsBehavior Patterns
Implementing this process for partners is most effective in establishing the behavior patterns needed to sustain your firm now and in the future
SMART GoalsSMART Goals
A way of evaluating the objectives or goals for an individual project/engagements.
The term is also in common usage in performance management, whereby goals and targets set for partners/staff must fulfill the criteria.
SMART GoalsSMART Goals
letters Definition
Specific Significant, stretch, meaningful, BHAGS
Measurable Motivational, manageable
Attainable Actionable, aligned, achievable
Relevant Realistic, results oriented, rewarding
Time-bound Timed, timely, time-limited
Introspection Introspection (Action Planner)(Action Planner)
Be SMART:
Specific,
Measurable,
Action oriented,
Realistic and
Time bound
Assessment ProcessAssessment Process
A process, A process, involving staff and involving staff and firm leaders that firm leaders that supports individual supports individual growth, which leads growth, which leads to firm growth.to firm growth.
growthgrowth
We define the metrics for We define the metrics for performance factors that performance factors that create consistency create consistency through a common through a common descriptive performance descriptive performance languagelanguage
We can measure firm, We can measure firm, departmental/niche, and departmental/niche, and individual performanceindividual performance
Partner, managers, and staff, Partner, managers, and staff, through an assessment process:through an assessment process:
DevelopmentDevelopment
Common LanguageCommon Language•Create a common language for development by identifying the level of functional performance
•Identify the right actions and enhancement areas •Create firm consistency through a process that supports development.
Feedback = GrowthFeedback = Growth
A process involving staff and firm leaders that supports individual growth, which leads to firm growth.
types of Assessementstypes of Assessements
• Anatomy of a CPAAnatomy of a CPA
• Partner/Manager Partner/Manager 360˚ Assessment360˚ Assessment
• Leadership Profile Leadership Profile AssessmentAssessment
FeedbackFeedback
CPA SkillsCPA Skills
Skills FactorsSkills Factors
People Issues
Work related Issues
Teamwork
Leadership
Partner Goals /Objectives
Client Relationship
The combination of the above skills/competencies can highlight ability.
Partner/Manager 360˚ Partner/Manager 360˚ AssessmentAssessment
Partner/Manager 360˚ Partner/Manager 360˚ AssessmentAssessment
Narrative responseNarrative response
Partner/Manager 360˚ Partner/Manager 360˚ AssessmentAssessment
Partner/Manager 360˚ Partner/Manager 360˚ AssessmentAssessment
Partner/Manager 360˚ Partner/Manager 360˚ AssessmentAssessment
Partner/Manager 360˚ Partner/Manager 360˚ AssessmentAssessment
SMART GoalsSMART Goals
letters Definition
Specific Significant, stretch, meaningful, BHAGS
Measurable Motivational, manageable
Attainable Actionable, aligned, achievable
Relevant Realistic, results oriented, rewarding
Time-bound Timed, timely, time-limited
Partner/Manager 360˚ Partner/Manager 360˚ AssessmentAssessment
Partner/Manager 360˚ Partner/Manager 360˚ AssessmentAssessment
Summary Summary
NarrativeNarrative
Partner/Manager 360˚ Partner/Manager 360˚ AssessmentAssessment
Partner/Manager 360˚ Partner/Manager 360˚ AssessmentAssessment
CPACPAss Do the following Do the following
• Provide the advice and information to people Provide the advice and information to people that is needed to make important financial that is needed to make important financial decisionsdecisions
• Help their clients make sound financial Help their clients make sound financial judgments by analyzing and interpreting datajudgments by analyzing and interpreting data
• Examine “what if” possibilitiesExamine “what if” possibilities
• Explain complex laws (local, state, and Explain complex laws (local, state, and federal), rules, and regulations federal), rules, and regulations
• Help clients plan, save, and invest moneyHelp clients plan, save, and invest money
Picture of a Successful CPA Picture of a Successful CPA
• Academic, business and practical knowledgeAcademic, business and practical knowledge
• Ability to communicate and connect with Ability to communicate and connect with (people) clients, partners and staff(people) clients, partners and staff
• Organize, write, analyze, compare, and Organize, write, analyze, compare, and interpret facts and figuresinterpret facts and figures
• Understand computers and accounting Understand computers and accounting software software
• People skills, ability to build relationshipsPeople skills, ability to build relationships
• Integrity, trusted advisor Integrity, trusted advisor
questionsquestions
Results from assessmentsResults from assessmentsN= 500+ (CPA & Ca)N= 500+ (CPA & Ca)
Qualities of High Performers:Qualities of High Performers:
• Clearly communicate-follow through with Clearly communicate-follow through with work related prioritieswork related priorities
• Have the ability to Have the ability to InfluenceInfluence others others
• Clearly present detailsClearly present details
• Generally non-defensiveGenerally non-defensive
• Openly discuss issues and then makes a Openly discuss issues and then makes a decisiondecision
• Communicate on an equal basisCommunicate on an equal basis
Results from assessments #2Results from assessments #2
Qualities of High Performers:Qualities of High Performers:
• Involve staffInvolve staff
• Resolve conflictResolve conflict
• Promote a team building atmospherePromote a team building atmosphere
• Encourage staff to express ideasEncourage staff to express ideas
• Build rapport with staffBuild rapport with staff
• Consider associates’ opinions and Consider associates’ opinions and suggestions with an open mindsuggestions with an open mind
Results from assessments #3Results from assessments #3
Qualities of High Performers:Qualities of High Performers:
• Are flexible in meeting changing business Are flexible in meeting changing business prioritiespriorities
• Supports and helps staffSupports and helps staff
• Makes timely business decisionsMakes timely business decisions
• InnovativeInnovative
• Meets work related deadlinesMeets work related deadlines
Action PlanAction Plan
• What will you now What will you now do differently?do differently?
• What actions can What actions can you maintain or you maintain or enhance?enhance?
• What actions can What actions can you change?you change?
RewardsRewards
What is rewarded and recognized,
people will move toward and become!
Firm ChallengesFirm Challenges
Succession planning creating a deep bench
Making sure the leadership team does not lose sight of the north star, your guiding philosophy
Getting the vision, mission, strategies, and objective aligned through feedback
Ensuring that leaders walk the talk
Firm Challenges #2Firm Challenges #2
SummarySummary
Challenge your people to become
the BEST they can.