A recent HBR special edition headline said "Got to war for talent", but how. BLI has developed a guidance and a six step process to give you new weapons to win in the war for talent. Our Magnetic Firm framework outlines the critical elements of a magnetic culture and our six step Talent and Leadership Development framework show you how to develop a winning career and curriculum aligned to your overall firm strategy and objectives. This presentation was developed and presented for the Digital CPA Conference in December #DCPA15 The Business Learning Institute can help you build your magnetic firm framework and strategic learning plan - contact us at http://www.blionline.org

1. www.blionline.org
The BLI Magnetic
Firm Framework
How to win the
war for talent

2. Firm Learning Strategy
A Competitive Advantage
Kalil Merhib @kalilmerhib
Tom Hood @tomhood

3. Agenda
Introductions
Leadership & Development vs Compliance
Six Steps of Talent and Leadership Development
Q/A
3

4. Strategic
Curriculum based
Blend of technical, industry, and
success skills
Blend of instructor led, self-study,
and conferences
Communicates firm learning culture
Attracts, develops, and retains TOP
talent
Not Strategic
Price based
Focuses on technical skills with
limited leadership training
“Checks the box”
Does not promote talent
development or retention
4
Talent & Leadership
Development
Compliance
based Learning

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7. The real difference in an organization is how well it brings out the great
energies and talents of its people.
- Thomas Watson, Jr. – CEO of IBM 1962

8. Those
who
build
great
companies
understand
that
the
ul7mate
thro8le
on
growth
for
any
great
company
is
not
markets,
or
technology,
or
compe77on,
or
products.
It
is
one
thing
above
all
others:
the
ability
to
get
and
keep
enough
of
the
right
people.
-­‐
Jim
Collins
War
for
Talent

9. The
war
for
talent
is
over.
The
talent
WON!
-­‐
Josh
Bersin
Bersin
by
Deloi8e

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Career Paths & Development are
Critical to Millennials

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Source:The Conference Board 2014-2015 Global Leadership Forecast
CEOs Human Capital Strategies
LeadershipTops the List!

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How Extraordinary Leaders Double Profits

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Source: “High Impact Leadership Development,” Bersin & Associates, October 2011.

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17. Six Steps of Talent and Leadership
Development

18. 1. Talent & Leadership Strategy
2. Competencies
3. Career Path (Ladder)
4. Curriculum & Content
5. Compliance & Governance
6. Communicate and Inspire
The Six Steps of Talent & Leadership Development
The right talent with the right skills at the right time
www.blionline.org

19. 1. Develop Talent & Leadership Development Strategy
Aligned to firm business strategy
Right talent, with the right skills, at the right time
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20. www.blionline.org
BLI Leadership Development “Strat House”
1.
Develop
Strategic
Intent
2.
Iden7fy
Competencies
6.
Communicate
&
Inspire
3.
Iden7fy
Career
Paths
&
Audiences
5.
Compliance
&
Governance
(Evalua7on
&
Sustainability)
4.
Develop
Curriculum
and
map
content
Firm/Business
Vision,
Values,
Strategy,
and
Culture
Why?
What?
Who?
How?

21. 2. Prioritize Critical Competencies
Technical
Functional
Success Skills
21

22. Competencies – Research & Examples

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TopTen Skills in New Hires
1. CriticalThinking/StrategicThinking
2. Time Management & Organization
3. Memos and Writing Skills
4. Inter to Adv Excel Skills
5. Problem Solving
6. Basic Workpaper Skills
7. Leadership
8. Selling / Networking
9. Tax Research
10. Business Etiquette
Note: Top 4 agreed to by Managers &Young Professionals

25. ANTICIPATION
Strategic
Thinking
External
Awareness
Vision
Con7nuous
Learning
Innova7on
Crea7vity
Problem
Solving
Priori7za7on
Business
Acumen
Decisiveness
Influencing/Persuading
Emo7onal
Intelligence
Consensus
Building
Collabora7on
Inspira7on
Risk
Management
An7cipatory
Organiza7on:
Finance
/
Accoun7ng
Edi7on
CGMA Competency Framework

26. 3. Define the Career Path (Ladder)
AICPA Competency Model
BLI Bounce Framework
CGMA Competency Model
26

27. American Institute of CPAs®
Private Companies Practice Section 27
PCPS Firm Competency Model (Career Ladder)
ASSOCIATE
• Learns and develops
technical competence by
completing a degree
qualification and working
towar d CPA certificate
• Applies self diligently to
learn and understand
technical skills and on
the job practices and
business processes
• Researches technical
issues and participates in
technical discussions
relating to client
assignments
• Develops an
understanding of client
businesses
SENIOR
• Has technical
competence (degree
qualification) and a
relevant professional
accreditation
• Has an identified area
to specialize and
refines skills,
knowledge and
expertise
• Applies technical
knowledge and
research in
formulating client
related
recommendations
• Helps to solve
complex business
problems
MANAGER
• Has a general knowledge
and application of relevant
professional standards,
emerging laws and
regulations and corporate
governance requirements
• Refines skills, knowledge
and expertise as a
specialist in an identified
technical field and/or
industry
• Applies technical expertise
and interprets laws,
regulations and standards
to formulate client related
recommendations
• Solves complex business
problems
SENIOR
MANAGER/
DIRECTOR
• Has a good
understanding of the
prevailing business
environment, industry
and business processes
• Has a thorough
knowledge and
application of relevant
professional standards,
emerging laws and
regulations and corporate
governance requirements
• Is a specialist in a
particular technical field
and/or industry
• Abreast of changes in
laws, regulations and
standards and provides
advice on the impact and
implications to clients
PARTNER
• Has a thorough
understanding of the
prevailing business
environment, industry
and business processes
• Has extensive knowledge
and application of
relevant professional
standards, emerging
laws and regulations and
corporate governance
requirements
• Is a specialist and known
leader in a particular
technical field and/or
industry
• Actively seeks ways to
apply knowledge,
interpret and anticipate
changes in laws,
regulations and
standards to provide
advice to clients on the
impact and implications

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The Bounce

29. Adapted from:
Global Management Accounting Principles – CIMA/AICPA 2014
CAPACITY COMPETENCY CREDIBILITY
Strategy
Process Management
Business Relations
Project Management
Influence
Negotiation
Communication
Collaboration &
Partnering
Team Building
Coaching & Mentoring
Driving Performance
Change Management
Motivating and inspiring
Financial Accounting
Cost Accounting
Business Planning
Management
reporting
Tax strategy, planning

30. CGMA Follows the Bounce!

31. 4. Develop a Curriculum Matrix & Map Content
Examples:
31

32. Grow
your
people,
grow
your
firm!
Use
learning
as
a
strategic
weapon
in
the
war
for
talent
with
our
BLI
Talent
and
Leadership
Development
Support.

33. 5. Define and Develop Compliance & Governance
Ongoing evaluation & sustainability
Stakeholder buy-in
Continual improvement
33

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Compliance & Governance

35. 6. Communicate & Inspire
Create internal campaign for executive alignment
Create external campaign for:
o Marketing
o Recruiting
o Retention
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Communicate & Inspire
There is an opportunity to
create a compelling
communication around
the organization’s purpose,
strategy and learning
strategy which will support
recruitment, retention and
engagement.

37. The Problem
70%

38. • Purpose
• Career
Development
• Strengths

39. “Based
on
Bersin
research
an
organiza7on’s
employee
reten7on
rate
is
20
7mes
greater
when
they
have
implemented
a
high-­‐impact
Leadership
Development
Program.”
“As
people
stay
longer
at
a
company,
they
become
more
and
more
produc7ve
in
their
roles,
and
hopefully
they
obtain
addi7onal
skills
to
accelerate
their
performance
over
7me.
If
we
have
a
highly
engaged
workforce,
this
curve
7ps
up
even
higher—making
people
more
produc7ve
as
they
like
the
company
and
their
work
even
more.”
Source:“High Impact Leadership Development”, Bersin & Associates, October 2011
Source: Bersin by Deloitte, Predictions for 2015: Redesigning the Organization for a Rapidly Changing World.

40. www.blionline.org
The BLI Magnetic
Firm Framework

41. Creating the Magnetic Firm
Purpose Driven Great Leadership Culture
Of Growth
Inspiring
Workplace
Vision, Purpose and
Values based
Transparent and
Inspirational Leadership
Learning Culture
- Self and Formal
Development
Flexible and Open Work
Environment
Focus on Strengths and
Positivity
Build Consensus and
Commitment
Career & Growth
Orientation – Career
Paths
Work/Life Balance
Inclusive and Diverse Leadership Development
at all levels
Customer focused Coaching and Feedback
High Performance –
Insight to Action
Anticipatory and
Proactive
Collaborative andTeam
based
EffectiveTechnologyTools
- mobile

42. Six Steps of Talent & Leadership Development
Develop Talent & Leadership Development Strategy
Prioritize Critical Competencies
Define the Career Path
Develop the Curriculum Matrix & Map Content
Define & Develop the Compliance & Governance
Communicate & Inspire
42

43. If there is a conversation about the future of the
profession, you're bound to hear Hood's name
mentioned as one of the people leading the way.
– Accounting Today
Tom Hood, CPA, CITP, CGMA
CPA Practice Adviser Accounting Hall of Fame
Named the Second Most Influential in Accounting by
Accounting Today Magazine 2015 (11th year in Top 100)
Top 150 Influencer by Linked-In
Top 25 Influencers in Learning & HR by HR Examiner
Top 25 Public Accounting Thought Leaders by CPA Practice
Adviser
Working on Learning Management with AICPA/CPA2Biz,
Cloud Curriculum, Performance Management /XBRL,
Leadership & Generations
CEO
Maryland Association of CPAs
(MACPA) www.macpa.org
Business Learning Institute (BLI)
www.blionline.org
http://www.linkedin.com/in/tomhood/

44. 44
Introductions
44
KALIL
MERHIB
Enterprise
Business
Development
Manager,
CPA.com
§ 7+
years
in
Accoun7ng
Technology
industry
§ Holis7c
approach
to
firm
strategy
and
change
management
§ Specializa7on
in
BPO
strategies,
technology
adop7on,
and
Firm
learning
&
development
§ Large
Firm
focus
§ Hobbies:
Golf,
Hockey,
&
Guitar