Recruiting in the 21st Century
Tuesday, October 30, 2001 4:00-5:00 p.m. EST
Visit the AccountingWEB Workshop Calendar for upcoming sessions.
The 21st Century will bring us some new and interesting challenges to recruiting in the accounting profession. This session is designed to look at where the profession is going and what we can do to ensure our company can find the top recruits we are looking for. But how do you know you have found the right candidate? Developing a systemized approach to recruiting in addition to the proper types of interviews can help us find the right candidate the first time!
You can read the complete transcript of this workshop.
Participants in this workshop session discussed the following topics:
- What has caused the shortage of recruits in our industry and what we can do to increase the numbers.
- Developing a recruiting system that will provide your company with a game plan to make sure the process is done efficiently and effectively.
- Assessing need in the recruiting system, identifying the recruiting players, designing the game plan and implementing the game plan.
- Key areas of the interviewing process including information gathering, style, behavioral based interviewing and good/bad interview questions.
- Other components of interviewing such as personality assessments and other testing of candidates.
Session Moderator: Welcome everyone, and thank you for joining us for another AccountingWEB workshop today! I'm Gail Perry, managing editor at AccountingWEB, and I'll be your moderator today.
I'm pleased to introduce Mark Koziel, Senior Manager of Dopkins Placement Services, who is presenting a workshop on Recruiting in the 21st Century.
Mark is Senior Manager of Dopkins & Company, LLP's Placement and Human Resource Consulting Divisions. He has served in various accounting and consulting roles for over ten years. His experiences with recruiting for Dopkins & Company, LLP employees and assisting clients in filling key accounting positions has served as the springboard to the development of Dopkins Placement Services.
Upon joining the firm's General Services Team seven years ago, it was clear that Mark's calling was in sharing his business development skills with entrepreneurs interested in taking their companies to the next level.
Mark is a member of the American Institute of CPAs and the New York State Society of CPAs - Buffalo Chapter where he is current Vice President and past Chairman of the Young CPAs Committee. He sits on the board of directors of various not-for-profits and earned a BS in Accounting from Canisius College.
Dopkins Placement Services, a division of Dopkins & Company, LLP utilizes an exclusive Six Step Difference process that allows the firm to match candidates and companies that share the same philosophies, work ethics and values. This offers a more communicative and harmonious work environment which leads to happier employees and improved work productivity and quality.
Welcome Mark, and thank you for joining us today!
Mark Koziel: Thanks Gail and thanks for the kind words. I really do need to shorten that bio!
Mark Koziel: Hello everyone, and thanks for having me today. This session is designed to provide practical tools for recruiting ideal candidates for your office. Finding the right person the first time who possesses technical skill and fits in with the overall personality of the office is critical to ensure retention within the office. I'll go through the presentation and will periodically ask for questions as we go through each part of the presentation.
Mark Koziel: Today's accountant is different from the accountant of just a few years ago. The market has undergone a change from an abundance of good accountants to a demand for good accountants. The work has also changed. Footing the phone book is no longer a key training tool for an entry level accountant. In fact, the ten key can be stored in the same room with the electric typewriter!
Here's a Newsflash - ACCOUNTING IS NOT SEXY!
Unlike other professional service organizations, we do not have a television show that promotes our industry. The public perception of the accounting industry has not changed significantly over the last 50 years. If you polled high school freshmen about what an accountant does, the top two responses likely would be doing taxes and counting numbers.
Students are not breaking down the door to enter our profession. The reality is that we do a better job driving people away from the profession than we do attracting them. Consider these points:
- In high school, accounting courses are general bookkeeping courses and the instructors are usually not trained accountants.
- In college, students have the same "What have you done for me lately?" attitude that they have when they enter the work force, yet educators do not promote a user-friendly environment the way the profession does.
- It is easy to drop the accounting curriculum and get a finance degree. Students believe they will still be doing accounting-related work when they enter the work force.
- At "Meet the Accountants Nights," we willingly explain how we work ourselves like "dogs" during tax season and that they should say good-bye to their friends and family because they won't see them until after tax season.
- The 150-hour rule.
- "L.A. Law," "The Practice," "The Firm," "The Street," "Wall Street," and every other movie or television show that promotes the legal or investment professions.
Also, the Baby Boom is over. While there are more students in college today than 30 years ago, there are less accounting students graduating each year. One of the local colleges here in Buffalo graduated 120 accounting students in 1980, 65 in 1990 and 30 in 1999. I've just finished my on campus recruiting for the year and that same school had 15 seniors available to interview!
What can we do to attract individuals to the accounting profession? We all need to get involved. As we work hard to further our careers, we must remember that without a fresh supply of new recruits to take our place, we cannot be involved in new and exciting aspects of the field. Here are some ways to improve the numbers:
- Start 'em young. Go to junior and senior high schools and talk to the students about careers in accounting. Create a mentoring program with your alma mater, identifying those students who are interested in an accounting major and offer assistance. Keep in touch with them during their college careers.
- Find potential finance and business students in college and convert them to accounting students. Most finance majors are either accounting majors who didn't like the program or potential accounting majors who perceived the accounting profession to be something different than it really is.
- Think differently! Help remove the stigma of the accounting profession by lightening up! Being a professional doesn't mean being a stuffed shirt.
- Stop marketing the negative aspects of the profession. Talk about the positives of what we do.
Developing a recruiting system
Mark Koziel: Someone once wrote- Consistency beats occasional excellence.
Do these words ring true in terms of how recruiting is handled within your organization? A well-developed recruiting system can give you a consistent approach. Whether or not your firm has a human resources department is secondary as long as a recruiting system is in place. In this section we will discuss the elements of a well-designed recruiting system and how to implement this system.
The first part of the system is assessing need. Let's get rid of the fire drills. Most organizations do develop a trend in their recruiting. The key is to see where you've been and to anticipate where you're going.
To start the process, we need to get back to the basics. An organizational chart should be developed based on where the organization will be in five years. The organizational chart should not be based on the team members in place today.
There is little relationship between the people you have today and the positions you will need to function as a successful organization in five years. Rather, develop an organizational chart based on the positions that will be necessary and then fill in the names with the current personnel as applicable. Some names may be used more than once.
This will help determine future recruiting needs.
Next, develop a job description for each position on the organizational chart. Be careful not to develop the descriptions based on current positions. The job descriptions should be based on a "wish list" of how you want the positions to function in five years.
An easy way to complete this task is to have each person within your organization complete a checklist of what they do (based on the boxes in the organizational chart). Management should then assess the results to determine if any tasks should be added to a position, moved to other positions or eliminated completely.
Now that you know what you have, you can develop a needs assessment. If you have an organizational chart in place and job descriptions for all positions, when a position becomes vacant, ask the following questions:
Mark Koziel: ·
- Do we truly need this position?
- Can this vacancy be filled by a person within our organization?
- Have the qualifications of the job changed?
- What characteristics does the ideal candidate have?
- What is the market rate for someone in this type of position?
Mark Koziel: Once all of this information is obtained, the recruiting process can begin. It would be beneficial to have a checklist that can be completed for each position that becomes available.
The next part of our system deals with determining who the recruiting players are within the organization. Everyone within an organization is part of the recruiting process. The question is: to what extent is everyone involved? Recruiting begins with human resources.
HR is usually the point of contact for all departments within an organization. If a department has an employment need, HR typically places an advertisement for the position, screens the candidates and recommends the top candidates to the department.
What happens when a firm does not have an HR department? Typically, the recruiting process is deferred to those who are available, draw the short straw, are absent from the meeting where recruiting volunteers are selected or some other non-scientific approach.
However, to attract the best and most-qualified candidates, the key is to send in your top players and rely on their talents. It is also important to give whoever is going to do the recruiting enough time to do the recruiting.
The development of a recruiting committee within your organization can be highly effective. Request a list of interested (and talented) individuals from each department (the committee should consist of at least one person from each department). If one department has greater recruiting needs than another, it may be wise to have more than one person representing that department.
A committee chairperson who is ultimately responsible for the recruiting process should be selected. This person should be given more time to devote to the committee than the other members, BUT, this person should not do all of the work. Ideally, the chairperson should be the outside point of contact to your organization. Also, in the event of a tie within the committee on voting on issues or candidates, the chair would be the tiebreaker.
Identifying the Top Players
Mark Koziel: So far, we've discussed getting the players together. Now, let's address how to identify the top players. For some companies, recruiting may be the most important aspect to ensure the success of the company. In this case, it is very important to give the recruiting responsibility to the top players - those who can "sell" the organization to a new recruit.
Sometimes, those who sell most successfully to customers are the best for "selling" the organization to new recruits. Often, we assume that top salespeople are successful because of a drive (and love) for money. However, this is actually true for only about 10% of the top sales force. The remaining 90% are usually driven by social interaction, customer service or what can be referred to as "the hunt."
In every organization, there are hunters and skinners. Hunters derive satisfaction from the chase or hunt and eventual capture. Similar to the hunt of a sale, the hunt for a new recruit can be just as rewarding.
The key to the success of recruiting is in who represents the company to the new recruits. (For those who must know, skinners are the people who are back at the tribe preparing the feast.)
It should come as no surprise that every organization employs chronic complainers. DO NOT let these people ANYWHERE near potential recruits. It is bad enough when the complainers try to spread their disease internally. Do not let them scare away good candidates.
Once the players are chosen, it is time to establish the game plan. This plan should consist of a variety of recruiting tools that will help your company stand out in the market place. Here are some concepts that have been successful with other companies:
- Conduct periodic hiring seminars, inviting candidates into your office to learn more about your company and allowing them to submit a resume. This will help separate good candidates from bad candidates before you conduct your first interview.
- Identify schools that can be helpful in recruiting new candidates. Offer to conduct presentations on campus and to provide mentoring programs for students.
- Work with companies that have similar interests and team up to offer professional information sessions.
- Implement an internship program
- Use the Internet to find valuable candidates.
- Create an employee value proposition that will attract good candidates to your company.
- Be enthusiastic with everyone you speak to and make them enthusiastic about the profession, in general, and, specifically, about your company.
Mark Koziel: Each year, the recruiting committee should establish a recruiting plan for the upcoming year. This will help determine the needs of the company, which will likely be different from year to year. There may be unanticipated needs that arise, but this happens in every company.
Michael Heines: What is an Employee Value Proposition?
Mark Koziel: Michael an employee value proposition is what will make the candidate want to work for you.
Michael Heines: That's it? OK
Mark Koziel: It is what sets you apart from your competition and will encourage candidates to come work for you such as fewer hours, more fun, flex work schedule, etc.
Michael Heines: OK Thank You!!!
Mark Koziel: The key is to plan and then make adjustments as necessary to cover for these unanticipated needs. Recruiting is no different than creating a budget or cash flow. Unanticipated issues will arise that require companies to adjust budgets and cash flow statements. Stay ahead of the game and be flexible.
Each year the recruiting committee should answer and respond to the following issues:
- What is our assessed need for the upcoming year?
- When will interviewing take place?
- How many candidates will we interview for each position?
- How many employees should be involved in the recruiting process?
- Can we readjust from within to fill vacant positions?
- Last year, we lost __ employees for (specific) reasons. Will this happen again?
- If we had to determine who would leave in the upcoming year, who would we predict?
- Why would a new recruit want to work here?
- What are the top 10 characteristics of the ideal candidate (in order of importance)?
Once you answer these questions, you can finalize your recruiting plan for the year. For each position to be filled, a standard recruiting process should be followed. This process should include:
- A pre-interview reception or meeting attended by all recruiting decision makers.
- An assessment of who will be interviewed.
- "Thank you for your interest" letters to those you will not be interviewing.
- Performance of first interviews by one person.
- Ranking of all candidates after completion of all first interviews.
- Social gathering for all second interviewees attended by all recruiting decision makers.
- Selection of top two candidates (have offers ready for these candidates before the second interviews).
- Performance of second interviews (conduct the interview with the top candidate first and the second candidate toward the end of all interviews).
- Thank you letters to all candidates who will not continue in your recruiting process.
- Make your offer during the second interview with the top candidate.
- If this candidate declines your offer, be ready to make an offer to the second candidate.
- All other candidates can be told that the decision will be made within two weeks.
- Keep regular contact with all candidates during the recruiting process.
Mark Koziel: It is important to have this system in place and the right people implementing the system. Ask your employees what makes your company a great place to work and use their responses as part of your recruiting process.
Remember, technical skill may not be as important as attitude. As long as the candidate has the base experience and education, the job can be learned. You can't teach attitude.
Mark Koziel: Interviewing is the nexus of the recruiting process. Conducting a comprehensive, friendly, courteous interview can be key to persuading a candidate to work with your company. There are two purposes for conducting such an interview: To gather information concerning the candidates; and to provide information to the candidates.
Style, systems and technique will further enhance the interview process. All of these areas will be discussed further.
Deborah Lewakowski: You speak about the Employee Value Proposition -- how do you suggest that firms recruiting for non-CPA candidates (consultants, etc.) adapt their EVP to attract talent? Let's face it, consulting is a competitive environment and a quality local firm may not be able to afford a base dollar offer that would compete with Industry. (Sorry I type slower than you.)
Mark Koziel: Hi Deborah and thanks for the question. One way to do this is to pay your consultants like owners.
Mark Koziel: Give them a percentage of the bottom line and that makes compensation unlimited and gives them a reason to work harder.
Deborah Lewakowski: Would you elaborate?
Deborah Lewakowski: We already work pretty hard, Mark.
Mark Koziel: I'm sure you do. But what incentive to you have to build a business?
Mark Koziel: Your primary incentive is to keep yourself busy, but if you had a vested interest in building a business your job would change.
Deborah Lewakowski: As a professional, I'd like my consultants to pitch a service because it's good for the client, not because they're focused on their commission opportunity. What factors can a firm highlight about themselves, their style, etc. that makes them "the" choice? Entrepreneurial rewards aren't huge in the middle-market -- but you can be comfortable.
Deborah Lewakowski: But perhaps we agree . . . I guess I'm recognizing that there is a lot more to an EVP than the bottom-line $$.
Mark Koziel: Our philosophy is on providing solutions, not generating fees. That's what has built our success.
Mark Koziel: If you provide the right service, the bottom line will come.
Mark Koziel: This kind of gets off our topic a bit, Deborah, if you'd like to talk more about this, we can do it after the session.
Mark Koziel: As mentioned, the interview is designed to provide information on and to the candidates. The first part of the process is to gather information about the candidate. The interviewer should study the information submitted by the candidate very thoroughly. Later, we will discuss how to structure your interview questions to get the most out of what you see in the resume.
The second part of the information-gathering task is to provide information to the candidates about your company. This can be the most critical element of the first interview. During our discussion regarding designing the game plan, we asked the recruiting committee to answer the following question: Why would a new recruit want to work here?
This is where this question pays off. The answer should be provided by some of your top performers who have chosen to work with your company. Their answers will provide the interviewer with the information they need to attract new recruits to your company.
Mark Koziel: The style of the interviewer is important. The interviewer is the "Director of First Impressions" for your company with respect to candidates. It is important for the first interview to reflect the personality of the firm.
First and foremost, the interviewer should have a lively, enthusiastic attitude during the interview, especially in discussing your company and the profession. If a candidate must hear about the negative aspects of your company and the profession, you cannot expect them to be excited about working for your company. In addition, while it is important to portray a professional attitude, professional does not equate to boring and intimidating. Lighten it up.
I have been working with a company to find an assistant controller. The interview process consists of a first interview with the controller and a second interview with the CFO. This process can best be described as a "good cop/bad cop" process.
The controller is the good cop, giving a positive description of the company and talking about the relaxed environment and the success of the company. After the first interview, most candidates felt good and were excited at the prospect of working for the company. However, after the second interview with the CFO, I have yet to find a candidate who is as excited about the position as they were after the first interview.
The CFO's style during the interview is to act disinterested in the candidate, almost like she has something better to do. In theory, she is trying to get the candidates to carry the interview and, if they can't, they aren't right for the job.
In this tight labor market, companies cannot afford to have this attitude. There are too many opportunities for candidates at that level. Candidates are searching for the right fit and personality plays a critical role. Interviewers must remember that when they are conducting an interview, candidates are asking themselves "Can I see myself working with this person?"
If the interviewer acts tough, the candidate will walk away thinking that the interviewer is a tough person to work for. Remember the golden rule, "Do unto others" - Consider how you would like to be treated in an interview and portray that attitude to your candidates.
Behavioral Based Interviewing
Mark Koziel: Behavioral-based interviewing is a style that has become quite popular in recruiting. The theory behind this type of interviewing is that there are certain behaviors that are necessary for the job to be filled.
Asking established questions regarding these behaviors AND receiving specific answers based on a candidate's past experience will provide the interviewer with a better perspective about a candidate's qualifications. Some of the behaviors that I have used in filling public accounting, controller and CFO positions are:
- Organizational Skills
- Planning and Organizing
- Attention to Detail
- Risk Taking
Mark Koziel: It is important that the questions developed for a particular position be used for every interview conducted for that position. In this way, the interviewer will receive more information on the candidates, in general, and the validity of the interviewing process will increase, giving your firm a better chance of finding the right candidate.
Frank L. Schmidt and John E. Hunter published an article in Psychological Bulletin (1998, Vol. 124, No. 2, 262-274), which summarizes 85 years of research on the best ways to screen candidates. The article discusses how a structured interview can greatly increase the validity of the interview process.
Conducting a structured interview can promote reliability in the interviewing process. A key element in structuring an interview is to use the behavioral-based process and develop a scoring system to rank the candidates' responses based on the behavioral areas.
As mentioned earlier, some of the behaviors I've used in the past are motivation, communication, leadership and attention to detail. If I am recruiting for a "roll up your sleeves" type controller, the weight of the behaviors would be on attention to detail and motivation. For a managerial controller, leadership and communication may carry a greater weight. The recruiting committee should determine which behaviors to base the interview on and the importance of each factor in the decision-making process.
Behavioral-based interviewing is designed to generate specific responses from candidates. The interviewer must ask open-ended questions that prompt the candidates for descriptions of specific past experience. One question may not provide enough information, so the interviewer must follow up with additional inquiries to determine a candidate's particular behavior. Here are some sample questions:
- Motivation - Describe the last time you did something beyond your supervisor's expectations in your job. What was the situation? What special effort did you put forth? Why did you work harder than you necessarily needed to? Did you receive any recognition for your efforts?
- Another motivation question - Why did you choose this career? Give me an example of when your career choice was satisfying. Give me an example of when your career choice was unsatisfying. Are you happy with your career choice?
- Attention to Detail - What aspects of your current job do you like most? What aspects do you like least? How many hours a day do you spend on administrative tasks? How many hours a day do you spend on productive tasks?
- Another attention to detail question - How many times should a schedule be reviewed for accuracy? By the preparer? By a supervisor? Who should review the work?
Mark Koziel: Now it's time to put your HR hats on. There are certain questions than can and cannot be asked during an interview. As a general rule, questions should be devised based on job-related issues. If isn't job related, be careful. Even if you perceive that candidates have opened the door to certain issues, be careful.
Questions that involve race, creed, gender, national origin, marital status, family status, economic status, arrest record, military service and disability are illegal. You should check with your State's Department of Labor and they can provide you with what questions you can and cannot answer.
Mark Koziel: Personalities are a funny thing. It seems that within the accounting industry - especially public accounting - personality can be half the job. Sometimes, it is difficult to assess a person's personality based solely on the interview. How can you determine if a person is right for the job?
A personality assessment, which can be completed by a candidate during the interview, can provide additional information to help support the hiring decision. The assessment can help determine a candidate's social behavior, assertiveness, leadership potential, attention to detail, patience and a variety of other characteristics.
An important fact to remember is that a personality assessment should compliment the interview, not replace the interview. The results of the assessment should be used in support of determinations made during the interview.
The personality assessment should be useful in developing follow-up questions for the candidate. Using the results of the personality assessment to create behavioral-based interview questions for the second interview can reduce the risk of making a poor hiring decision.
My firm uses two personality assessment indicators: The Predictive Index System by Praendex, Inc., and the Hire Success Employment Testing System by Employment Selection and Development, Inc. We have been using the Predictive Index for over 10 years.
It is an effective recruiting tool and an effective management tool for existing employees. The web site is www.piresources.com. The Success Employment System can be conducted on the Internet with the results sent directly to you via e-mail. The website is www.employeeselect.com.
There are a variety of other systems available to assess personality. You need to find the one that best fits your organization. Some other companies that provide personality assessments are eTest (www.etest.net), Saterfiel & Associates (www.saterfiel.com) and Personality Tests for Business Management (www.personality-tests-personality-profiles.com).
Mark Koziel: As part of your job assessment, the recruiting committee should establish what characteristics would best fit the job and compare and, hopefully, match them with the results of the candidates' personality assessments.
There are several other types of tests that companies use in their recruiting process. Work sample, performance, general mental ability, honesty/integrity, aptitude and intelligence tests have all been used in the marketplace. If you are recruiting for a four-year, degreed professional, throw these tests out! If you are recruiting for a warehouse, manufacturing, administrative or bookkeeping position, this testing may be quite useful.
I have many horror stories about how new graduates and experienced professionals have been completely turned off by a company that performed this type of testing. A company portrays a lack of trust by asking a professional to complete one of these tests.
If a person has graduated from a reputable school with a Bachelor's degree or more in accounting, the chances are good that they have decent general aptitude and work skills. If a behavioral-based interview and personality assessment don't provide this information, you're asking the wrong questions.
As explained below, this type of testing has had direct, negative impacts on the companies requiring the testing.
I know an energetic person who was interviewing for an entry-level position out of school. He had been on five of six first interviews and was called back for second interviews on four. He was feeling more confident about the interviewing process and had one more first interview. The day of the interview, he arrived at the company's office ten minutes early and told the receptionist he had an appointment with the interviewer.
She asked the well-dressed candidate to have a seat and proceeded to hand him a bookkeeping test. The candidate was appalled, but took the test and received a perfect score. During the interview, he couldn't help thinking about the test and how degrading it was to be tested on what he had just spent four years learning.
When the company called for a second interview a week later, he declined even before he received other job offers. The company that required the bookkeeping test is a public accounting firm. (By the way, the one company that did not call him back for a second interview is the company he now works for!)
A candidate from a local, reputable college was in the second interview phase of her job search. She had calls for four second interviews. For one such interview, she arrived at the firm and was escorted into a conference room. The HR manager came in, handed the candidate a general aptitude test based on a 12th grade education, placed a clock in front of the candidate, and told her she had 10 minutes to complete the test.
The HR manager told the candidate that the company doesn't consider anyone who scores below a 75% on the test. According to the candidate, the test was similar to the SATs that are required in high school
Some of the test questions related to fractions and other math problems, word correlation and connect the dots. The company made an offer, but the candidate declined.
The labor market is extremely tight for entry-level accountants. The profession cannot afford to offend candidates by requiring these tests.
There are some positions where testing could be necessary. Our placement division tests bookkeepers with a bookkeeping test and administrative candidates with a computer usage test. In general, there is a wide range of qualifications that a bookkeeper may have. We test on balance sheet classifications, debit/credit analysis and accrual-based journal entries.
Some bookkeepers can run a general ledger through financial statements. Others may handle only receivables or payables. It is important for us to know a person's complete skill level before we can make a hiring recommendation. Whatever an individual's qualifications may be, we do our best to put the candidate at ease when taking the test.
If you require testing or plan to use any of these tests, be careful. Be sure to explain the reason(s) for the test without offending the candidate. Remember that the candidate is interviewing you as much and sometimes more than you are interviewing them. Be good!
Deborah Lewakowski: You might add that we s/b careful what questions are included in the tests we use -- I recall being asked several rather offensive questions in an employment personality survey when I was recruiting. . .
Mark Koziel: Deborah, you're absolutely right! Using one of the sources I mentioned can help prevent that.
Mark Koziel: These are the hot recruiting topics I wanted to discuss today. Any discussions after the fact, feel free to call me at 888.634.0001 or e-mail at firstname.lastname@example.org. Do we have any other questions?
Michael Heines: Great info Mark. Thank You!
Session Moderator: Thank you very much Mark for a very informative workshop presentation! And thank you all for taking the time to join us today!!!
Mark Koziel: Deborah, if you want to continue our consulting discussion, give me a call.
Deborah Lewakowski: Not necessary - I just recognized that I need to change my thought process in the development of an offer. . . Thank you though!
Mark Koziel: Thanks Gail and to everyone who participated.
Mark Koziel is Senior Manager of Dopkins & Company, LLP’s Placement and Human Resource Consulting Divisions. He has served in various accounting and consulting roles for over ten years. His experiences with recruiting for Dopkins & Company, LLP employees and assisting clients in filling key accounting positions has served as the springboard to the development of Dopkins Placement Services. His recruiting techniques used for Dopkins & Company, LLP served as the system to be used for Dopkins Placement Services.
In addition to serving as Manager for Placement and Human Resource Consulting, Mark is the co-presenter of the "Making Your Business Really Fly" seminar and member of the firm’s "Awesome Service Team." Upon joining the General Services Team seven years ago, it was clear that Mark’s calling was in sharing his business development skills with entrepreneurs interested in taking their companies to the next level. He underwent entensive "Bootcamp Training" to hone those skills. This the "Making Your Business Really Fly" seminar is the ideal forum for businesses to concentrate solely on working "on" the business instead of getting bogged down working "in" the business.
Mark is a member of the American Institute of CPAs and the New York State Society of CPAs – Buffalo Chapter where he is current Vice President and past Chairman of the Young CPAs Committee. He sits on the board of directors of various not-for-profits and earned a BS in Accounting from Canisius College.
Since 1955, Dopkins & Company, LLP has realized a steady growth and is now the largest locally owned certified public accounting and consulting firm in Western New York. A key factor to our success is client service and our ability to attract, identify and retain exceptional team members. We follow these same principals when it comes to finding our clients' team members that will help their business surpass their goals and expectations.
Dopkins Placement Services, a division of Dopkins & Company, LLP utilizes an exclusive Six Step Difference process that allows us to match candidates and companies that share the same philosophies, work ethics and values. We believe this offers for a more communicative and harmonious work environment. This will lead to happier employees and improved work productivity and quality, we guarantee it.
The Dopkins Placement Services six step difference is the blending of analytical discipline with the personal touch. Evidenced by our initial interview procedure, you save measurable time and money and benefit by becoming familiar with the candidate before ever meeting him or her. Nor do we abandon you during the process or upon hire. We maintain a non-intrusive presence even after the candidate is hired. This support is policy for both permanent and temporary candidates.
The HR Support & Development Group of Dopkins & Company, LLP, has translated our many years of professional experience into an extensive array of services to assist our clients in dealing effectively with personnel issues and in maximizing potential of their human resources assets. The HR Support & Development Group provides services including employee handbooks, design and implementation of policies and practices, on-call support, employee surveys and management/staff training.
Mark J. Koziel, CPA
Dopkins & Company, LLP
200 International Drive
Buffalo, NY 14221
Toll free: 888-634-0001