The Firm’s personnel needs are planned at all levels and establish quantified hiring objectives based on current clientele, anticipated growth, and retirement.
A programme has been designed to achieve hiring objectives which provides for:
- Identification of sources of potential hirees;
- Method of contact with potential hirees;
- Method to specific identification of potential hires;
- Methods of attracting potential hires and informing them about the Firm ;and
- Methods of evaluating and selecting potential hirees for extension of employment offers.
Persons involved in hiring, are informed as to the Firm’s personnel needs and hiring objectives.
Authorized person have been delegated the responsibility for employment decisions.
The effectiveness of the recruiting programme is monitored for evaluating the recruiting programme periodically to determine whether policies and procedures for obtaining qualified personnel are being observed.Reviewing hiring results periodically to determine whether goals and personnel needs are being achieved
The Firm has established qualifications deemed necessary for the various levels of responsibility within the firm.
The Firm has prepared guidelines describing responsibilities at each level and the expected performance and qualifications necessary for advancement to each level, including, Titles and related responsibilities; and the amount of experience (which may be expressed as a time period) generally required for advancement to the succeeding level.)
Identify criteria which will be considered in evaluating individual performance and expected proficiency, such as
Technical knowledge;
Analytical and judgmental abilities;
Communication skills;
Leadership and training skills;
Client relations;
Personal attitude and professional bearing (character, intelligence, judgment and motivation); and
Qualification as a professional accountant for advancement to a supervisory position.
Use a personnel manual or other means to communicate advancement policies and procedures to personnel.
Evaluate performance of personnel and advise them of their progress.
Gather and evaluate information on performance of personnel.
Identify evaluation responsibilities and requirements at each level indicating who will prepare evaluations and when they will be prepared.
Instruct personnel on the objectives of personnel evaluation.
Utilize forms, which may be standardized, for evaluating performance of personnel.
Review evaluations with the individual being evaluated.
Require that evaluations be reviewed by the evaluator’s superior.
Review evaluations to determine that individuals worked for and were evaluated by different persons.
Determine that evaluations are completed on a timely basis.
Maintain personnel files contacting documentation relating to the evaluation process.
Periodically counsel personnel as to their progress and career opportunities.
Review periodically with personnel the evaluation of their performance, including an assessment of their progress with the firm. Consideration would include the following:
- Performance;
- Future objectives of the firm and the individual;
- Assignment preference; and
- Career opportunities.
The partners are reviewed annually by senior partner or fellow partner evaluation and counseling as to whether they continue to have the qualifications to fulfill their responsibilities.
The Partners review periodically (annually) the system of personnel evaluation and counseling to ascertain that:
Procedures for evaluation and documentation are being followed on a timely basis;
Requirements established for advancement are being achieved;
Personnel decisions are consistent with evaluations; and that
Recognition is given to outstanding performance.
Assign responsibility for making advancement decisions
Assign responsibility to designated persons for making advancement and termination decisions
Conducting evaluation interviews with persons considered for advancement, documenting the results of the interviews, and maintaining appropriate records.
Evaluate data obtained giving appropriate in advancement decisions to the quality of the work performed,
Study the Firm’s advancement experience periodically to ascertain whether individuals meeting stated criteria are assigned increased degrees of responsibility
The Firm has established guidelines and requirements for continuing professional education and communicates them to personnel.
- Assign responsibility for the professional development function to a person or group with appropriate authority.
- The Firm ensures professional behavior in the client service work
- The Firm emphasizes independence of mental attitude in training programs and in supervision and reviews of audit
- The Firm informs personnel on a timely basis of these entities to which independence policies apply.
- The Firm prepares and maintains for independence verification purposes, a list of the Firm’s client and of other entities (client’s affiliates, parents, associates, and so forth) to which independent policies apply.
- The Firm makes the list available to personnel (including personnel new to the firm or to an office) who need it to determine their independence.
The Firm monitors that those procedures comply with the policies and procedures relating to independence, integrity, objectivity, confidentiality and professional behavior.