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Small and medium-sized accounting firm personnel training mechanism

Author: ChenLian From: www.yourpaper.net Posted: 2010-05-28 01:03:01 Read:
Abstract: The accounting firm as a "co" intermediaries, not capital operators enterprises, but rather a kind of intellectual labor-intensive, and mainly rely on the intelligence and the knowledge and skills of its employees to provide services for the community institutions. Talent is the most valuable resource of the accounting firm, how has the talent, retain talent, and take full advantage of the talent is the key to the success of a CPA. Small and medium-sized accounting firms are small, weak financial strength, how to build a face of valuable human resources personnel training system is a very difficult and important problem.
Keywords: small and medium-sized accounting firms the talent cultivation humane management

Small and medium-sized accounting firm personnel training

First of all, the small and medium-sized accounting firm concept of talent is backward, it is difficult to cultivate employee loyalty. Small and medium-sized accounting firm concept of talent is relatively backward, the cultivation and management can not meet the needs of the development of the firm, corporate staff training to the lack of formal long-term training plan. Most enterprises staff training as welfare or spending rather than investment, and thus do not want to "pay" for staff training, reducing the investment in training, resulting in the skills of the staff can not get timely updates, the lack of development of space and a sense of security .
Secondly, small and medium-sized accounting firms to the lack of effective management of human resources. Fewer number of employees of small and medium-sized Certified Public Accountants, greater mobility, due to the urgent needs of the business of the firm for the recruitment, hiring, retention, and dismissal of basically several partners to make decisions, and there is no formal program. Small and medium-sized accounting firms to the lack of effective management of human resources, resulting in blindness for staff appointments, which even their ability to not get into full play, and will bring adverse effects to the firm's work.
Again, the lack of small and medium-sized accounting firm personnel training system. Small and medium-sized accounting firm composition is more complex, uneven level and mostly non-registered accountant. Currently, most of the CPA profession training for small and medium-firm partner and certified public accountants, but some people in the small number of firms inside the small, more staff without appropriate training opportunities. More small and medium-sized accounting firm interns, students, graduates, career planning of the Institute of Certified Public Accountants novice, quite lacking of these interns theory and transaction experience, due to the lack of formal training programs, they often can not quickly melt into a new job.

2 small and medium-sized accounting firm personnel training mechanism to establish

First, to shape the good personnel training environment, the concept of changing personnel training. Firm is typical of knowledge-based enterprises, its core is the knowledge of both the main body of knowledge innovation, knowledge carrier. Therefore, the management of people is the core content of the knowledge-based enterprise management. The management of people-oriented, should recognize that human resource management is not simply "tube", the more important is the care and attention to people. Therefore, enterprises should change the concept of employment, to really establish a people-oriented management thinking, humane management service employees in exchange for employee loyalty services.
Secondly, in personnel training to be considered a "win-win" stimulate employee motivation. Staff on career planning, organization first task is to create space for career development, employee self-development space excitation power, mechanisms to promote the harmonious development of the organization and staff, training staff development ladder. The promotion is the most effective incentive in the career development of employees through training. Staff career development planning, divided by individual job performance based, should also be considering the skills of the staff and the professional and ethical standards. Job performance as the only basis for promotion, it is likely to make the inappropriate promotion decisions.
Again, innovative approach to training, to build a complete training system.
First, helping new employees. Into the firm's employees to go through the attachment phase, new employees are not familiar with the accounting practices, which require older employees helping. To this end, the small and medium-sized accounting firms can take a "one-to-one or one-on-two" helping activities, on the one hand, can help new employees faster into the working state, can also strengthen communication and integration of internal firm. In helping firms not only to guide the practical operation of the new employees, but also guide them to self-learn and improve.
Second, strengthen job training. Work doing accounting firms are necessary to require employees to have a professional accounting and auditing knowledge employed in small and medium-sized accounting firm employees generally do not have qualification certificates of the Institute of Certified Public Accountants, therefore, for them, to strengthen the professional knowledge and skills Training is a necessary step in career planning. To strengthen job training, on the one hand, should call for industry associations to carry out training for the employees of the Institute of Certified Public Accountants, accounting firms, on the other hand, can take advantage of business off-season for employees to carry out exchange of lectures or business experience, the Speaker Chief Accountant, excellent staff or university teachers. This will be able to do the exchange of information, knowledge sharing, mutual learning and development.
Third, the platform and the opportunity to provide staff training. The firm as a knowledge-based enterprises, employees shall be subject to professional knowledge, learning and training needs, and universities accounting majors and accounting firms need to go to practice and improve. In this way, the accounting firms and universities will have the motivation to cooperate with each other. The college practice base established in the accounting firm, on the one hand so that the school can develop students' practical ability, on the other hand, the firm can make certain talent pool. Moreover, the university professional knowledge training for employees of the firm. Such cooperation is a "win-win".
Finally, face the loss of firm personnel. Knowledge workers have higher liquidity. Knowledge workers occupies a special production elements that implicit knowledge in their minds, and they have the ability to accept new work, the challenges of the new tasks, and thus has a career option that is much higher than that of the traditional workers. Once the existing work is not attractive enough, or lack of adequate opportunities for personal growth and development, they will be very easy to turn to other companies to seek new employment opportunities. Therefore, knowledge workers more loyal to the commitment to the occupation, rather than a commitment to corporate organizations. Employee turnover, the firm should maintain an attitude of tolerance and support. 3 on the culture of small and medium-sized accounting firm personnel thinking

As early as in 2005 the Chinese Institute of Certified Public Accountants issued guidance on strengthening the work of industry personnel training, "the notice, the Ministry of Finance issued a" leader in national accounting (back-up) personnel training the notice of the Ten-Year Plan in 2007, and the 2008 years the Chinese Institute of Certified Public Accountants issued a notice of "opinions" on the specification and development of small and medium-sized accounting firm, these notifications for CPA personnel training made detailed guidance and requirements for certified public accountants, but one of the main comments were well accounting leader in the training of personnel, and this part is one of the few in the small and medium-sized accounting firms, and most of the staff has not yet reached the level of certified public accountants, then how to comprehensively improve the quality of small and medium-sized accounting firm personnel to accelerate the development, not only to appeal to the Institute of Certified Public Accountants Association to strengthen guidance and coordination of resources, it is more important to small and medium-sized accounting firm from its own perspective, thinking and develop this prospective certified public accountant talents training system.

References
[1] Fernandez Jin Zeng Xiangquan Human Resource Management [M] China Renmin University Press, 2007, (01)
[2] Zhao Wei, Ren Jixiang knowledge-based employee training [M], China Economic Times Press, 2007, (06)
[3] Zheng Guo strange. Enterprise incentive theory [M]. Economic Management Press, 2002.
[4] Song of peace and human resources development and management [M]. Hebei People's Publishing House, 2003.
[5] The Chinese Institute of CPAs. Guidance of the Chinese Institute of CPAs work on strengthening industry personnel training. Http://www.ahhpcpa.com.cn/news/shownews.asp?id=467 ,2005-07-11 / 2009-04-20.
[6] Chinese Institute of CPAs. Views of the Chinese Institute of CPAs on the specification and development of small and medium-sized accounting firm. Http://www.cicpa.org.cn/Column/Information_regulations/iu7/200902/t20090225_15330.htm ,2009-02
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