思考 | 许多会计所员工根本不想成为合伙人！
来源：四大新鲜事儿
英格兰和威尔士特许会计师协会（InstituteofCharteredAccountantsinEnglandWales，简称ICAEW）曾撰文探讨注册会计师行业人才短缺问题，更具体地说，就是在员工不再愿意坚持到合伙人的情况下，会计师事务所如何留住人才。
关于“吸引会计人才的更广阔的职业道路”，ICAEW采访了牛津大学赛德商学院管理学教授MichaelSmets，他是一位二十年来一直致力于观察、分析和为专业服务公司提供建议的专家。
他谈到了当前的模式是如何被打破的，某些具有非凡技术技能的人可能无法成为优秀的合伙人，因为他们可能在建立关系和带来业务方面有所欠缺。他还谈到如果专业服务公司不实行以成为合伙人为最终目标的等级制度，他们将如何留住更多人才？
谈到总监的职位，他说：“这种制度隐含的意思是，将所有其他对公司的贡献降级为次要或次要地位。用一位刚刚晋升为总监的研究参与者的话说，'我的名片上还不如直接写：不是合伙人'”。
帖子中最值得关注的是这一部分：
“专业服务公司面临的一个关键问题是：许多员工根本不想成为合伙人。如果你在每个人面前晃来晃去的主要诱饵突然不再那么诱人，就需要认真思考是什么在激励员工完成人们期望他们完成的工作。”
“这种职业生涯通常意味着工作时间很长，要做出很多个人牺牲，工作与生活的平衡性通常很差。我一次又一次地听到高级顾问说：'我为什么要这么努力地工作，只为了得到更努力工作的认可？每个人都必须成为合伙人吗？每个人都必须成为领导者吗？还是说技术专家即使不担任创收业务开发型的角色，也可以留在公司？”
“由此可见，为了留住人才，传统的合伙人诱惑是行不通的，你不能用有朝一日成为一个他们不想成为的人的承诺来激励一个人。尽管整个行业的“人力资本”思想领袖都喜欢说服自己，传达一个更高的目标是激励年轻一代为更大的利益牺牲自己最好的年华的关键，但现实的或想象的“目标”现在显然也不起作用。”
如果有任何领导人读到这篇文章，我们将留给您思考：
Smets解释说：“不同角色之间的共生关系是成功的关键。“你的企业可以赢得很多业务，但如果没有人来交付项目，你就不会留住任何客户。如果你有出色的领导力和执行力，但没有人赢得新业务，那么你只能在很短的时间内获得丰厚的利润，然后很可能倒闭或被收购。如果你的合伙人交付能力很强或获得业务能力很强，但却没有领导力，那么你们企业就会沦为一群唯利是图的人的封闭领地。”
原英文报道如下：
TheInstituteofCharteredAccountantsinEnglandandWaleshaswrittenaboutthetalentshortage,morespecificallyhowaccountingfirmscanretaintalentinaworldwherestickingitoutuntilpartnerisnolongersomethingstaffareinterestedindoing.
For“Broadercareerpathsattractaccountancytalent”ICAEWspoketoMichaelSmets,ProfessorofManagementatUniversityofOxford’sSaïdBusinessSchool,anexpertofsortswho’sdedicatedtwodecadesofhislifetoobserving,analyzing,andadvisingprofessionalservicefirms(andalsohasacoolGeorgeMichaelcircaFaitherabeard).
He talks about how the current model is broken, how certain people with exceptional technical skill may fall short in the checklist of things that make a good partner like relationship building and bringing in business, and how professional services firms could retain more talent if they didn’t operate a caste system whereupon partner-type partners sit at the top. On director roles he says: “What that has implicitly done is relegated all other contributions to the firm to inferior or second rank. In the words of one research participant who had just been promoted to director level, ‘my business card might as well say, not partner’.”
Most of note in the post is this part:
“One of the key problems for professional service firms is that many associates simply no longer want to make partner. And if the major carrot you’re dangling in front of everybody’s nose suddenly doesn’t seem so appetizing any more, you need to think very hard about what motivates people to deliver the kind of work that is expected of them.
“That career typically means very long hours, lots of personal sacrifices, typically a poor workfe balance. I hear time and again from senior associates: ‘Why should I work so hard only to get permission to work even harder?’ Does everyone have to become a partner? Does everyone have to become a leader? Or is there a place for technical experts to remain in the firm even if they don’t step into a revenue-generation business development-type role?”
So we know the traditional partner carrot doesn’t work, you can’t string someone along with the promise of one day being a thing they don’t want to be. And as much as “human capital” thought leaders throughout the profession love to convince themselves that conveying a higher purpose is key to motivating the younger generation to sacrifice their best years for the greater good, real or imagined “purpose” clearly isn’t working right now either. If only there were some effective way to motivate people hmm…
We’llleaveyouwiththistochewonshouldanyleadersbereadingthis:
Thesymbioticrelationshipbetweenthedifferentrolesisthekeytosuccess,Smetsexplains.“Youcanhaveabusinessthatwinsalotofbusinessbutifnooneistheretodelivertheprojects,youwon’thaveanyclientretention.Ifyouhavegreatleadershipandgreatexecutionbutnobodywinsnewbusiness,you’regoingtobeveryprofitableforaveryshortperiodoftime,andthenyou’relikelytogounderorbeacquired.Andifyouhavepartnerswhodeliververywellorgeneratebusinessverywellbutthereisnoleadership,youwilldegenerateintoamercenarysetofpersonalsiloedfiefdoms.”
Soundingalittletoofamiliarthesedays.
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