特許公認會計師公會：2022年面向雇主的SMP人才管理工具包（英文版）（25頁）.pdf

1、FOR EMPLOYERSSMP TALENT MANAGEMENT TOOLKITAbout ACCAACCA(the Association of Chartered Certified Accountants)is the global body for professional accountants.We are a thriving community of 241,000 members and 542,000 future members based in 178 countries and regions,who work across a wide range of sec

2、tors and industries.We uphold the highest professional and ethical values.We offer everyone everywhere the opportunity to experience a rewarding career in accountancy,finance and management.Our qualifications and learning opportunities develop strategic business leaders,forward-thinking professional

3、s,with the financial,business and digital expertise essential for the creation of sustainable organisations and flourishing societies.Since 1904 being a force for public good has been embedded in our purpose.In December 2020,we made commitments to the UN Sustainable Development Goals,which we are me

4、asuring and will report on in our annual integrated report.We believe that accountancy is a cornerstone profession of society and is vital in helping economies,organisations and individuals grow and prosper.It does this by creating robust trusted financial and business management,combating corruptio

5、n,ensuring organisations are managed ethically,driving sustainability,and providing rewarding career opportunities.And through cutting edge research,we lead the profession by answering todays questions and preparing for the future.We are a not-for-profit organisation.Find out more about us at 241,00

6、0 members542,000 future members178 countries and regionsAbout the ToolkitTalent is one of the key factors enabling growth and resilience of small businesses.This toolkit is aimed at offering practical support to small and medium-sized practices(SMPs)in attracting,developing,managing,and retaining th

7、e best accountancy and finance talent.Our toolkit contains practical recommendations and links to ACCAs resources-tailored for talent development within small businesses.2022 Association of Chartered Certified Accountants OctoberPAGE 2The rapid uptake of cloud-based digital accounting systems in com

8、bination with changing client expectations and business models is deeply transforming all aspects of accountancy and the nature of SMP work.Todays successful accountancy and finance professional is a hybrid individual however its increasingly rare to find all-in-one talent.Instead,building a team wi

9、th mutually reinforcing profiles who share the same organisation values is of the greatest importance.Both entry-level and experienced talent can be instrumental in building your success.And the flexible working patterns enabled by technology mean that your practice can explore underemployed talent

10、pools-helping them return to the workforce.Given the growing diversity of services provided by SMPs and demand for multidisciplinarity,talent from other industries may be both attracted to careers in SMPs and bring value added to those practices eg IT,sustainability,data science.Attracting and recru

11、iting talentKnowing what skills your team needs nowFind out more about the broadening skillset required by accountants to successfully respond to the changing business landscape backed by case studies and testimonials of global practitioners read section two of ACCA and Chartered Accountants Austral

12、ia and New Zealand co-branded report Careers in SMPs.How ACCA Career Navigator can helpOur ACCA Career Navigator defines the seven capabilities needed by professional accountants-expertise,insight,ethics,sustainability,digital,collaboration and drive.Career Navigator can help by identifying the righ

13、t skills criteria for your job descriptions and your jobs adds,to filter the best candidates.Furthermore,it can support you in developing your recruitment plan,writing job descriptions and outlining the capabilities and behaviours for the future candidates.GO TO ACCA CAREER NAVIGATORCAREERS IN SMALL

14、 AND MEDIUM SIZED ACCOUNTANCY PRACTICES(SMPs)In our Careers in SMPs report we identified key skills and attitudes for successful careers in an SMP that are also important for advancing the development of practices:Ethics and integrity Critical and analytical thinking Ready to take the responsibility

15、 from early career stages The entrepreneurial mindset Comfort with technology Strong communications skills and empathy Openness to share and cooperate Adaptability and readiness for continuous learningPAGE 3Taking into account your business model and clients needs:Different work streams or specialis

16、ation?You can introduce different work streams within your team-for example applications development,data analytics,tax reliefs for research and development(R&D),sustainability.This will require talent from various backgrounds and sectors-strengthening your practices role as a trusted adviser across

17、 even broader areas of businesses.You may choose to specialise your service offerings-for example tax,digital transformation or sustainability advisory.This will require a focused search for specific skillsets.Many SMPs encourage entrepreneurial spirit among their employees.Intrapreneurship enables

18、employees use their entrepreneurial skills while benefiting from the resources,capabilities and security of the current organisation,and learning from possible failures without the personal risks that entrepreneurship entails.This is both an exceptional development opportunity for SMP employees and

19、could also contribute to innovation across the firm.Tapping into a diverse pool of ideas and skills might help create cost efficiencies and identify new growth opportunities for firms.Read The Digital Accountant:digital skills in a transformed world report which outlines what digital skills finance

20、and accountancy professionals have and need to develop.Read Digital Accountant ReportPAGE 4The modern recruitment brand for SMPs should be not less important than the client brand.You have a compelling story to attract the best talent to your practice.We suggest 10 clearly formulated key areas for t

21、alent attraction that can be used developing your recruitment brand.The competition for talent can be challenging.Top graduates and universities are extensively targeted by the Big Four and other sectors with the resources to attract leading talent.But many graduates are highly attracted to emerging

22、 industries and entrepreneurialism-and SMP accountancy needs to be positioned in that light.While careers within SMPs provide diverse opportunities and a working environment that appeals to a broad range of talent,this message may not always be getting through.Consequently,both employers and potenti

23、al employees may be missing out on valuable opportunities.Small and medium sized practices have a clear purpose of helping small businesses achieve their objectives and growth targets while providing recruits with the opportunity to see tangible results of their work.These aspects should be underlin

24、ed in the positioning of SMPs as potential employers-as they are often missing in other career options.Your recruitment brand Learn more about attracting graduates to your practice here.FIND OUT MORE PAGE 5Ten messages for attracting talent to an SMPSocial media channels can be used both to convey t

25、he message about the recruitment brand to potential candidates and to engage them in a dialogue to better understand their expectations.Ten messages for attracting talent to an SMP1.SMPs help businesses and wider society2.SMPs offer personal growth,development and a long-term career3.SMPs have a spr

26、ead of ages from 17 to 70+and are already learning how to manage the multi-generational workforce4.SMPs offer variety and are a springboard to career mobility5.SMPs are creative and work at the cutting edge10.SMPs are a peoples business9.SMPs provide the opportunity to see the concrete results of on

27、es work8.SMPs provide opportunities for participating in the success of the business6.SMPs offer worklife balance7.SMPs are ethicalTo find out about the 10 messages for building a recruitment brand and attracting talent to your practice-backed by case studies and testimonials from global practitione

28、rs read section three of the ACCA and CA ANZ co-branded report Careers in SMPs YOUR RECRUITMENT BRANDPAGE 60%10%20%30%40%50%60%Long term career prospectsOpportunity to acquire professional qualificationOpportunity to develop a broad range of skillsPortability of finance roles globally(i.e.able to wo

29、rk in different countries)Portability of finance roles across industries(i.e.able to work across different industries)Interest in the subject matterRemuneration opportunitiesBuilds foundation for different career opportunitiesTransferable skills from career across industriesHaving a career/job that

30、has purposeJob securityEase of finding a jobCreating long term value for organisationsPerception of accountant role in society/prestigeAptitude for the subject matterOther SMP Gen Z employees-attraction to finance and accountingTop tips from the hosts of the Practice RoomACCAs international peer to

31、peer community for SMPs shared their top tips on attracting talent in multiple sessions.You can see a summary of top tips here.Are you interested in what Gen Z think about attraction to SMP?See the results of ACCA and IFAC joint global survey:Groundbreakers:Gen Z and the future of Accountancy the pr

32、acticeroomYOUR RECRUITMENT BRANDPAGE 7Before you begin searching for new talent,its very important to think about your recruitment strategy.Answering the questions below and addressing the highlighted issues will help start your recruitment planning:Recruitment planning and techniquesWhich recruitme

33、nt techniques to use?Recruitment techniques are constantly evolving.Some SMPs use psychometric testing or profiling,particularly when looking at the balance of skills they want to bring into their teams.Others ask their candidates to submit videos about themselves instead of traditional CVs.This was

34、 one of the lessons learnt from the pandemic when many practices started changing the way they interact with the clients-creating further impact on recruitment techniques.Advertise your accounting and finance vacancies using our careers board for SMPs.Would you like to get recruiter advice?Please vi

35、sit the careers in SMPs section page.To find out more about the recruitment techniques used by your peers around the world,read section three of ACCA and CA ANZs co-branded Careers in SMP report.What kind of benefits might my perfect candidate be interested in?And what might attract them to my compa

36、ny?(The focus on the mix of salary and benefits might be shifting for many different groups in society.)How do I describe the practice-and do current employees agree with me?How do I describe the people who work here-do they agree?How long do I want this person to stay?Is this a position for life wi

37、th a partnership track,or a stop-gap measure?Does our current application process work?Read Careers in SMP reportPAGE 8ACCAs research has shown that younger professionals working for SMPs are attracted by employers who offer good opportunities to learn and develop new skills.And that employee develo

38、pment is a key factor in maintaining competitiveness.A commitment to professional development is a key part of attracting new talent.One way of demonstrating this commitment is to become an Approved Employer.The ACCA Approved Employer scheme recognises and rewards employers who demonstrate high stan

39、dards of staff training and development.It also offers a clear framework to help organisations support their ACCA student and member employees.Of our Approved Employers,81%say their status helps them attract and retain high quality graduates and finance employees.As well as highlighting your continu

40、ed support for the ACCA Qualification-and being free to join-there are plenty more benefits associated with becoming an Approved Employer.These include involvement in our research and insight programmes,promoting your business and aiding ongoing talent acquisition.Approved employers around the world

41、 can advertise jobs free of charge on the ACCA Careers job board.Becoming an approved employerFIND OUT MORE 81%say their status helps them attract and retain high quality graduates and finance employeesPAGE 9Your checklist for attracting and recruiting talent Create and communicate meaning and purpo

42、se Employees increasingly look for careers that are purposeful and for jobs that have meaning.Clearly framing and articulating the broader purpose of your organisation will help you become more attractive to potential employees and is a powerful employee retention tool.Explain to your teams how the

43、purpose of work translates into concrete behaviours.Lead by example.Cooperate with local educational institutions,promote the SMP message and brandIdentify local educational institutions and establish working relationships with their careers department/specialists.Participate in career fairs and pro

44、fessional orientation events.Become the ambassador of your company and SMP as an attractive future career offer,as it will help to attract a broader talent pool in the future.Build a recruitment brand Your customer brand needs to be complemented by a recruitment brand,whether this is communicated by

45、 social media,websites or careers fairs.This will clearly help to articulate the proposition to talent,including rewards and benefits,career opportunities,workplace culture,worklife balance-and the nature of the work itself.Become an Approved Employer By recognising and rewarding employers training

46、and development,the Approved Employer Scheme gives a clear signal to potential employees of your commitment to developing their careers.PAGE 10CHECKLIST CONTINUEDEmploying school leavers Many UK-based practices are reporting success with taking on school leavers,who are often employed under the UK g

47、overnment apprenticeship scheme.The opportunity to bypass a degree(and the associated debt)by entering the workforce on a recognised route to a qualification is attractive to many.Read some of the case studies on recruiting school levers in the Responsible SMP report and other success stories in our

48、 Simple Steps and Significant Leaps report.Use personality profilingPersonality profiling helps to measure an individuals personality to help predict how they will behave in particular situations-as their behaviour is important for their future success.Appointing a personality profiling champion-who

49、 is trained in the techniques and able to apply them for recruitment and appraisals,personal coaching and team development-might be a valuable investment for the development of your practice.Dont underestimate soft skillsAs SMPs deepen and broaden the value-added services they provide,the need to un

50、derstand clients and communicate with them has become increasingly important.Emotional intelligence and empathy are at the core of this-dont underestimate their importance in relation to technical skills when recruiting new team members.Ask candidates to submit video profiles in addition to traditio

51、nal CVsVideo profiles will help you to assess candidates creativity and their ability to communicate with clients in the future.YOUR CHECKLIST FOR ATTRACTING AND RECRUITING TALENT CONTINUEDPAGE 11Why not partner with universities?Working on the development of your recruitment brand?For inspiration,r

52、ead our Accounting for a better world report that identifies seven key priorities for the future of the profession and where accountancy will play an indelible role looking ahead.The report uses case studies and personal stories to bring to life these emerging opportunities-and outlines why the prof

53、ession is central to building a more prosperous global economy and business environment.Peter Jarman,Managing Director of UK based firm PJCO,reveals his belief that people are the main asset and driver for SMP transformation-explaining how investment in their employees growth leads to a better busin

54、ess overall.VIDEOPartnering with your local universities and colleges can help attracting talent to your practice.Some of the ACCA members are regularly running sessions at local schools and universities,or inviting groups of students to their practice premises to demonstrate what it means to be a m

55、odern accountant.This often changed stereotypes and helps attract young people to the profession.FIND OUT MORE PAGE 12Developing talentIts important that your team have a sense of moving forwards in their careers-both by having professional development opportunities and by seeing their career progre

56、ssion opportunities within your practice.How can ACCA Career Navigator help?Learn how you can map and benchmark your teams current and future skills using Career Navigator.Get the best out of your trainess:Our Career Navigator helps you get the best of out of your trainees by mapping their qualifica

57、tion progress to ACCAs capabilities so you can use their new skills and effectively plan their practical experience.Help your talent plan exciting career paths:Keep your employees excited about their future with your business.Use Career Navigator to build clear,capability-focused career paths so the

58、y always know whats next for them to unlock on their route to success.Offer relevant learning and CPD:Identify and bridge the knowledge gap and get access to highly industry-relevant learning for your talent,from ACCA and our partners,to develop the skills needed to achieve their short and long-term

59、 goals.PAGE 13Attract,recruit,develop and manage the best industry talent.For more practical advice for developing your talent,refer to our Practice Connect hub for SMPs and its talent development section.Leverage the knowledge held within your practiceKnowledge held within the practice might provid

60、e an excellent platform for improving business practices and introducing new learning interventions.More senior SMP staff members are usually open to sharing their professional and life experience-as well as their experience in managing human situations-through coaching more junior colleagues.Younge

61、r professionals often enter the workplace equipped with a suite of valuable skills and insights from which employers can benefit,from a greater awareness of the latest technologies to a familiarity with using social media channels.For younger professionals,being given the opportunity to support seni

62、or staff can enhance their own sense of value to the firm.FIND OUT MORE PAGE 14Find out more about talent development approaches and how theyre being used by your peers around the world.Read section four of ACCA and CA ANZs co-branded Careers in SMP report.Learning and development approachesBuilding

63、 an effective learning culture that engages and supports your workforce to adapt and transform in line with business needs is vital for SMPs.In the context of rapid change,its important to be agile in learning and development approach.You can offer your employees in-house development programmes-as w

64、ell as supporting their initiatives in self-curated training,provide financing for external training opportunities,and encourage reverse-mentoring.70%of your learning experiences comes from on-the-job experiences,20%from interaction with others and only 10%from structured courses,therefore SMPs need

65、 to focus on culture to support the 70%.FIND OUT MORE Here are some of the approaches that your global peers use developing their talent:Mentoring and multi-generational cooperation Working in a pod systemEncouraging intrapreneurshipDeveloping talent though community workCase-study-based trainingNet

66、working70%of your learning experiences comes from on-the-job experiences Given the dynamics and agile nature of SMPs,unlearning is another important process supporting the development and progress of SMPs.PAGE 15Your checklist for developing talentLearn to learn and unlearnIn an unpredictable world,

67、adaptability is key:new talent entering the workforce now will need to reskill several times during their careers.Exposing employees to a variety of experience helps them make career choices and adapt to change.A culture of continuous learning recognises that the process is never complete and,as an

68、SMP leader,you should lead by example.Given the constant change unlearning is another important skill to develop.Use mentoringClassroom/remote training is important but so is on-the-job training and mentoring provided by more experienced employees.Mixing up the generations in the workplace allows fo

69、r reverse-mentoring,enabling staff to learn from each other and enhance the knowledge held within the practice.Empower employees to take charge of their own learning Within reason,staff should be allowed to pursue the learning and development opportunities that they see as most valuable.Many SMPs al

70、so encourage employees to research different topics-sometimes not directly related to work-and present that knowledge to the practice.See learning and development as retention and recruitment toolsFocus on the broader and long-term opportunities and show a willingness to invest in training that upsk

71、ills and develops the whole person,not just their role.Clearly,all employees need to gain the skills and qualifications required to carry out their duties.But,as an employer,you must recognise the need to offer employees development opportunities that relate to their future career as well as the pre

72、sent even if that future is with another organisation.Organise work in a pod systemOrganising work in pod groups allows you to combine different expertise with various specialisations,lets the team members learn from each other,helps employees develop ownership,and creates a motivated working enviro

73、nment.Encourage in-house case study sharingRegular case-study group-analysis meetings-where individuals encounter challenges and discuss innovative ways of overcoming them-can be efficient for both training and team building.PAGE 16Encourage networkingNetworking facilitates sharing experiences and i

74、deas-while providing an excellent opportunity to learn from other businesses and professionals.That both improves your in-house knowledge base and contributes to staff professional development.Encourage intrapreneurshipIntrapreneurship is the use of employees entrepreneurial skills within a company.

75、Its an exceptional development opportunity for SMP employees that could also contribute to innovation across the firm.Tapping into a diverse pool of ideas and skills might help create cost efficiencies and identify new growth opportunities for firms.Create different work streamsStructuring your team

76、s work into different streams-eg applications development,data analytics,R&D-allows you to recruit talent from various backgrounds and sectors while strengthening the role of your SMP as a trusted adviser in even broader areas of client businesses.Rethink your approach to teams management in remote

77、environmentsIf your practice has recently switched to full or partial virtual working,its the right time to rethink your team management and development approach.YOUR CHECKLIST FOR DEVELOPING TALENTUsing apprenticeship schemesIn England,ACCA has partnered with government,other professional bodies an

78、d training providers to develop and deliver the Accounting Technician and Professional Accountant Apprenticeship standards.ACCA apprenticeships are distinct from other accountancy apprenticeships because they allow apprentices to progress onwards the full ACCA Qualification,the equivalent of a Maste

79、rs degree.ACCA apprenticeships are mapped to the ACCA Qualification and follow the same syllabus.This means that ACCA apprentices are trained with the same skills and technical knowledge as someone studying for the qualification in the traditional way.Apprenticeships allow young people to develop pr

80、ofessional skills and experience early and launch a career in accountancy and finance without the significant cost of a degree.Apprenticeships also provide a platform for career-changers.Participating in apprenticeships schemes can be a great way for SMPs to attract talent to their practices.Learn m

81、ore about apprenticeship schemes here PAGE 17Further resources to support the development of your teams:ACCA Learning-our curated portfolio of continuous learning solutions for ACCA members,future members,employers and all finance professionals.SME sustainability playbook and SME sustainability tool

82、kits-supports your team in building understanding of and capacity for sustainability as a potential additional service line.Online CPD course finder for SMPs-offers a selection of courses handpicked by us and our CPD partners.Developing the skills of sustainable finance professional-our report ident

83、ifies the features and qualities of good learning and development programmes.ACCA AB magazine skills special edition looks at green finance,fintech,communications and ethics.PAGE 18Career ProgressionSUPPORTING CAREER PROGRESSION AND RETAINING TALENTMany SMPs recognise that their employees need to de

84、velop their careers.And some of these employers are rethinking their talent management strategies to create transparent,structured career paths.Even where those paths eventually lead beyond the practice.Having an alumni network among clients and potential clients could be one of the benefits of this

85、 scenario.According to ACCA and IFACs global survey results Gen-Z and the future of accountancy report Gen Z want career progression quickly.They see workplace transformation all around them and want to benefit from this.For Gen Z,the workplace is fluid and transitional-where opportunities must be s

86、eized.Of Gen Z workers,60%expect to move role within two years,almost two thirds expect their next role to be a promotion and half are eyeing an external move.It seems they are quite happy to take their talents elsewhere if they believe their needs arent being met.Remarkably,almost two thirds sugges

87、t they expect to have multiple careers in different disciplines in the future-suggesting this is a generation more open to the career portfolio.Its becoming increasingly important to develop the culture of transparency and open communication when it comes to career progression.Its a two-way street-w

88、ith both the employer and employee being open and honest about their plans.FIND OUT MOREPAGE 19How can ACCA Career Navigator Help?Know when theyre ready for the next challengeBenchmarking performance and skill levels to every job role allows your employees to develop the capabilities they need to st

89、ep up the career ladder and add value in an enhanced role.This develops a capability-led progression culture and keeps your employees engaged.Start using Career Navigator today and reignite your teams drive and ambition.Reward the best performersCareer Navigator also helps with your performance appr

90、aisals as you can assess talent on their professional development and their ability to add value to the organisation.Develop a team thats more engaged and drivenCareer Navigator offers both your employees and their line managers clear visibility of what you want from your talent and what they will g

91、et in return.This make their 1:1 sessions more valuable and focused because they have a clear career plan and know the gaps they need to bridge by working together.It also enhances wellbeing and keeps everyone engaged to meet the next challenge.Start using Career NavigatorPAGE 20Retaining talentStaf

92、f retention can be a critical issue for smaller practices,particularly if you recruit and train pre-qualified staff.Progression is often called the key to retention-with the opportunity for staff to learn and develop new skills-but its not only about that.It is more important than ever for SMPs to d

93、emonstrate their wider contribution to society,and employees increasingly look for careers that are purposeful and for jobs that have meaning.This creates the bond that is so important for both employees and employers.Purpose,and not just pursuit of profit,is fundamental for organisations at any tim

94、e and SMPs are no exception to that.Furthermore,thanks to the availability of cloud-based technologies,SMPs are offering more flexibility and employment opportunities to those who would not otherwise be able to have a full-time or office job such as working parents requiring more flexibility and oth

95、er social groups requiring or choosing part time working because of their particular life situations.A careers success story at SMP:from apprentice to head of department.Alex Black shares his career journey at Ad Valorem Chartered Certified Accountants-from being an apprentice to becoming head of re

96、search and development.VIDEOPAGE 21Here is a checklist with some ideas that can help retaining your talent Your checklist for retaining your talent:Nurture purpose driven cultureWhat you can do as an employer:Jointly support local community,local businesses,NGOs,and other community groups.Standing f

97、or a healthy work-life balance supporting flexible working hours,making sure the tasks are evenly spread within the team.Work together on social or environmental causes-supporting charities and disadvantaged groups or signing a climate pledge and working together towards it.Communicating these activ

98、ities on your social media,practical website or annual report will help you support your client and recruitment brand.Enhance transparencyTransparency is a two-way street:with employers and employees both being open about their own plans and ambitions.This starts at the initial interview stage-with

99、expectations exposed on both sides-and continues throughout the employees career.Performance assessments have become more of a two-way discussion than a school report.Transparency extends to the business itself:the practice can be open with employees about its commercial situation and future plans,s

100、o that everyone is clear about how the business is performing-and what their own impact is.Develop multiple ways of rewarding development and attainmentContinuous promotion may not be feasible or desired.Instead,you can look at multiple ways of recognising employees:encourage them to become champion

101、s for particular applications,or a specific technical field,or to lead a client relationship.Take care of the mental health and wellbeing of your teamBecause your employees are your most important asset,looking after their wellbeing is a high priority.Mental health has become a massive issue for all

102、 sizes of organisations and SMPs are no exception.Together with our members and partners,performance coaches and industry professionals weve developed-and keep expanding-our suite of material to help employees cope with the strains of a demanding career in the finance industry.PAGE 22Find the resour

103、ces to support your teams wellbeingHere are some of the resources that can be of help for supporting your teams wellbeing:Support your teams wellbeingPractice Connect hub and its talent management and wellbeing sections offer a wealth of resources-both member stories and expert advice.The Practice R

104、oom discussion on Exploring tech apps to set boundaries and support productivity and wellbeing.ACCA wellbeing hub for members brings together resources for you to explore and enhance wellbeing throughout your employees professional journey.Find more practical advice on nurturing purpose driven cultu

105、re in CA AND and ACCA co-branded SME Sustainability Playbook.PAGE 23Join the Practice RoomOur virtual community of like-minded SMPs lets you share,learn and inspire each other.the practiceroomVisit the Practice Connect hub-our SMP dedicated hub offers access to more resources,insights and the innova

106、tive tools youll need to help your practice stay ahead and relevant in and ever changing business landscape.Visit the Practice Connect HubPAGE 24The information contained in this publication is provided for general purposes only.While every effort has been made to ensure that the information is accu

107、rate and up to date at the time of going to press,ACCA accepts no responsibility for any loss which may arise from information contained in this publication.No part of this publication may be reproduced,in any format,without prior written permission of ACCA.ACCAACCAThe Adelphi 1/11 John Adam Street London WC2N 6AUUnited Kingdom020 7059 UNI 106408