Developing Non-Technical Skills For Your Professionals

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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 firms
  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 TeachGreat 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.
• Yes, very committed
• Most of the time
• Occasionally
• 2. Somewhat
• 1. Not at all

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Developing the training plan infusing core
skill learning into all aspects of your firms
education
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POLLING QUESTION 2

• We have individual learning plan for everyone in
  the firm.
• 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 Systems
• www.turningtechnologies.com

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Assessment Techniques/Tools

• Inquisite
• www.inquisite.com
• Microsoft Office Practice Quizzes
• Assessment Solutions
• www.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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Sample Learning 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 Marketing Networking Management Managing people, projects pressure Managing maximizing relationships Prepare for your new management role Marketing Cross Selling Writing a Marketing Plan ID organization to join Soft Skills Presentation Skills Being Understood for the 1st Time Management HAW Leadership Academy Marketing Natural Selling Concepts for CPAs Networking Identifying cross-selling opportunities Soft Skills Eating Etiquette CPAs Four Rs of Communicating Talking, Listening, Writing Presenting Management HAW Leadership Academy Marketing Developing business, Converting cross-selling opportunities Soft Skills Making a presentation at a conference of choice
General Personnel Regulatory issues Personnel Regulatory issues Personnel Regulatory issues Personnel Regulatory issues
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
to the organizations 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 Employees 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 1
3. Help them see the big picture
4. Tell stories about the firm
5. Think interesting and interactive
6. Develop from their point of view
7. Lots of trainers
8. Develop a buddy system

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Training Learning
Cultural/Orientation
Leadership Development
People Development
Personal/Self Development
Client Service/Practice Development
Core Technical Training
Ongoing Development
Allocation of Learning Hours
Role/Position Training
Technical/Updates
Entry Time
Retirement
Source Plante Moran LLP (Adapted)
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Training Learning
People Development
Leadership Development
Cultural/Orientation
Personal/Self Development
Ongoing Development
Allocation of Learning Hours
Client Service/Practice Development
Core Technical Training
Role/Position Training
Technical/Updates
Entry Time
Retirement
Source Plante Moran LLP
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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

• Commitment from the top
• Commitment of sufficient resources
• Compress the time line
• Develop leaders at multiple levels
• Develop multiple teaching infrastructures
• Assignments
• Classroom
• Intranet
• Boot camps
• Task forces
• Workgroups/teams
• Alliances

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Thank you!

• sandra.wiley_at_boomer.com
• www.boomer.com