Developing Non-Technical Skills For Your Professionals

1. Developing Non-Technical SkillsFor Your Professionals

2. 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

3. “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.

4. 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

5. Developing the training plan infusing core skill learning into all aspects of your firm’s education

6. 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.

7. Assessment Techniques/Tools Brainbench WebQuiz http://www.smartlite.it/en2/products/webquiz/ Audience Response Systems www.turningtechnologies.com

8. Assessment Techniques/Tools Inquisite www.inquisite.com Microsoft Office Practice Quizzes Assessment Solutions www.fadvassessments.com

9. Assessment Build Your Own

10. Learning Plans • Written & communicated • Set a benchmark • Set expectations • Lifetime growth plan • Links to a personal game plan

11. Sample Learning Plan Source: Habif, Arogeti & Wynne, LLP

12. AICPA Resource

13. Goals of your training program… • Continuous transformation • Rapid development of capable leaders • Develop new products & services

14. Top Challenges – Training Initiatives • Lack of a Process • Not a Priority • Viewed as a Checklist • Creating the Experience • No True Owner

15. The Evolution Teaching– Everyone is expected to contribute to the 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.

16. The 3 pillars

18. POLLING QUESTION #3 We include core skills in our overall training plan. 1. Yes 2. No

19. Identify the core skills that are most important to firms today

21. 90% of Employee’s Make the Decision To Stay With A CompanyWithin the First 6 Months of Employment

22. Onboarding • Hours x Information = More not less! • Create the culture from day 1 • Help them see the big picture • Tell “stories” about the firm • Think interesting and interactive • Develop from their point of view • Lots of trainers • Develop a buddy system

23. Training & Learning People Development Leadership Development Cultural/Orientation 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)

24. 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

25. Essential Players

26. 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

27. Training Professional Internal Experts External Resources

28. Learning development at every level match the core skills to the various levels

29. Management Skills & Tools 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 • Project management • Team building • Conflict resolution • Performance management • Accountability • Delegation strategies • Meeting management • Client service • Communication techniques • Business development

30. The ProgressiveCurriculum Development

31. 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

32. POLLING QUESTION #5 We are committed to making training and learning a top priority in our firm for 2011. 1. Yes 2. No

33. Important implementation steps

34. 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

36. Thank you! sandra.wiley@boomer.com www.boomer.com