Detail Stopping Brain Drain   Oleh:  Boress, Allan S. Jenis: Article from Bulletin/Magazine Dalam koleksi: Journal of Accountancy vol. 188 no. 3 (1999), page 69-74. Topik: BRAIN DRAIN; brain drain Ketersediaan Perpustakaan Pusat (Semanggi) Nomor Panggil: JJ85.9 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada     Lihat Detail Induk Isi artikel It is devastating for owners of small and midsize CPA firms, when, after investing time and money to train young staffers and groom them to become partners, employees leave for a job in industry or for a larger firm. Small CPA firms simply cannot afford to pay as much as Fortune 500 companies, consulting companies and large firms, and managers everywhere agree that it is difficult to find and keep talented young CPA s. To counter this, some CPA firms provide employee stock - ownership plans and generous benefits packages. But not all firms can afford such incentives. Partners at firms need to recognize that building loyalty is more than a matter of income - it takes sensitivity and creativity to retain staff. Studies repeatedly have shown that employees are more likely to stay with a firm that challenges them, helps them to develop their potential and recognizes their needs outside the office. As a consultant to firms, I've seen many CPA s grapple with staff retention. By following the examples of firms that have successfully held on to their more talented staff, you too can keep your winners and prospective partners. Opini Anda Klik untuk menuliskan opini Anda tentang koleksi ini! Kembali

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