Today's Technology for Tomorrow's Firm.
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FEATURE February 2016 • www.CPAPracticeAdvisor.com 19 take on half of the duties and bring in a skilled f inancial consultant or temporary professional to handle the rest as you search for a full-time replacement. Tis person-by-person succession planning will take time and thought for you and other managers, but the peace of mind it afords is well worth the efort. When you do lose someone, as inevitably happens, your frm won't be thrown into a panic. • Lay the groundwork. Succession planning is not just about w hat hap p ens af ter so m eo n e l eaves. Managers must also have an ongoing commitment to leadership training and other forms of professional development. Once you've formulated your plans, consider what coaching and preparation would-be successors n e e d . T h i s s t r a t e g y n i c e l y c o m p l e m e n t s t h e c a r e e r - p a t h conversations you should be having with each team member. • Recruit for the future. When hiring, t a k e a l o n g - t e r m p e r s p e c t i v e. Remember, you're not just flling a position, but also preparing for the frm's future success. So as you sif t h ro u g h re s u m e s a n d c o n d u c t inter v iew s, look for in-demand leadership traits, in addition to the re l ev a n t acco u n t i ng s k i l l s a n d experience. Taking this approach is helpf ul w hen recr uit ing recent graduates and other entr y-level accountants as well. Generation Z employees expect to progress quickly in their jobs and are attracted to e m p l o ye r s t h at d e m o n s t rate a commitment to career pathing , according to recent research from Robert Half and Enactus. • Create oppor tunities to shine. Sometimes it's difficult for future leaders to realize their full potential — and for you to recognize it — if they don't have a chance to show what they are capable of. To find those diamonds in the rough, open up project-based leadership roles to your entire staff. And don't be afraid to approach promising candidates. For those who are a litle shy, a nudge from management may be what they need to build up their confdence, tackle a new challenge and become a polished leader. W hat's more, by seeing how employees perform in real-world situations, you'll have a chance to test the feasibility of your succession planning. Losing a key person can be a blow to any public accounting frm, but the efects can be mitigated if you a nt icipate a nd prepa re. So ta ke a fresh look at your succession plan- ning eforts, and make sure you're ready for whatever challenges the new year holds. Paul McDonald is senior executive director at interna- tional stafng frm Robert Half. He writes and speaks fequently on hiring , workplace and career management topics. Over the course of more than 30 years in the recruit- ing feld, McDonald has advised thousands of company leaders and job seekers on how to hire and get hired. THE LOSS OF A STAFF MEMBER AT ANY LEVEL CAN HAVE RAMIFICATIONS IN TERMS OF PRODUCTIVITY, WORKFLOW AND CUSTOMER SERVICE.