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21
Connecticut CPA
g
July/August 2017
paid advertisement
Empower people to impact their
own career with "one-size-fits-
one" career paths. Does your or-
ganization invest in manager training
that teaches managers how to build
better relationships and become bet-
ter people developers? Managers
have the most direct impact on the
young professionals they're manag-
ing. If your managers aren't actively
working to learn about their people's
skills, and their hopes and dreams
for their careers, they're inadvertent-
ly turning your future leaders away
from your organization.
Encourage your leaders and manag-
ers to focus on building strong rela-
tionships with your young talent. Ask
your up-and-comers what they like
most about their current role, what
they like least, and where they see
themselves in one year or five years.
Doing so provides an honest look
into their career hopes and dreams
and where they see themselves fit
within your organization.
As these conversations occur, work
with your up-and-comers to under-
stand where they could make the
most impact in their roles. Young
professionals don't always have
insight to the variety of work they
could be doing within a public ac-
counting firm from IT consulting
to specialized tax services to data
analytics or within an organiza-
tion's accounting department or the
departments surrounding it.
It's imperative that you educate your
people about the types of work con-
ducted within your organization, so
that they know the opportunities
available to them. Understanding
your people's individual skills and
strengths is key, too. If someone isn't
excelling in a specific service area,
talk to them about other opportuni-
ties within the organization. It's pos-
sible that job-fit is out of alignment.
Empower people to succeed in
their unique career path by sup-
porting a flexible environment.
More women are in the workforce
than ever before, yet public ac-
counting firms are far from hav-
ing equal gender representation at
the partner level. There are many
factors likely causing the gap, but
one factor the ability to have a
big role at home and at work
can't be one of them.
The emergence of anytime, any-
where work has made it completely
possible to work from home or
anywhere and to work a flexible
schedule. The ability to have great-
er work-life balance and flexibil-
ity is a desire of women and men,
and organizations must embrace
flex to stay relevant to the incom-
ing waves of talent. Anytime, any-
where work empowers people to
have greater autonomy over their
production and gives them the abil-
ity to blend work and life.
Empower people to learn in the
way they learn best, through "one-
size-fits-one" learning plans.
Young professionals seek transpar-
ency in where they fall on the corpo-
rate learning ladder and how to get
to the next level in their career. Be
sure that as an organization, you em-
brace a feedback and learning-cen-
tered culture where there is open and
ongoing communication between
employees and managers about
growth and progression. This en-
courages people to share when they
feel something is missing rather than
polishing up their resumes.
Learning style preferences are in-
dividual, but many young profes-
sionals seek more opportunity
u
Young professionals seek
transparency in where they
fall on the corporate learning
ladder and how to get to the
next level in their career.