Académique Documents
Professionnel Documents
Culture Documents
Aaron Brewer
Alex Trevizo
Elizabeth Deleon
Jesse Chestnut
Introduction
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Finance
Director
Team Lead
Service Representatives
Accounting
Director
Team Lead
Service Representatives
Client Recruiting
Director
Team Lead
Service Representatives
Business Development
Director
Team Lead
Service Representatives
Social Services Navigation
Director
Team Lead
Service Representatives
Year 3:
Ideal Employees
The company wants and needs talented, hard-working people (the best at what
they do), who are there because they believe in the company, and not there
simply to receive a paycheck. We want employees who care about people, and
doing good to help, because its the right thing to do. In our employees, we
value selfless-service, a drive to improve and serve the collective efforts of their
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defined as Monday through Friday from 9am-11am and 3pm-5pm. The principle idea
is to make staff available to clientele by allowing accrued billable client hours as
personal time during flex hours. Billable client hours are defined as approved
hours worked outside of the traditional office schedule of 9am-5pm. Billable client
hours will be granted, in arrears, by one employee pay cycle to allow for approval
process to be complete. In addition, customer satisfaction, as it relates to scheduling,
will be monitored to prevent abuse of this program.
Dealing with absenteeism, preventing turnover
The flex hours optional schedule will help to prevent absteenism but a traditional
employee action referral process will be put into place to clearly communicate with
employees any violations of the program. The following disciplinary schedule will act
as a guideline to document transgressions regarding maintaining an adequate work
schedule. First violation: Verbal write up will be the recommended employee action
referral. Second Violation: Recommended a written write up as an employee action
referral. Any subsequent violations of maintaining an adequate work schedule will
result in an official HR review. At this time, managers will sit down with employees and
discuss the issue to determine if there is a way to prevent any further violations.
Having performed the due diligence task of ensuring total comprehension of
maintaining an adequate work schedule, the company does not recommend any limits
to disciplinary action up to and including termination of employment for any further
violations of maintaining and adequate work schedule.
Group Dynamics
Teams will have cohesiveness (in order to create team dynamics) that allows for
employees to grow, with the support of other team members. In order to achieve
cohesion in teams, the company will have employees take a personality survey in
order to understand which team is the best fit for each employee and the personality
surveys will also be used to reduce too much cohesiveness. Other ways to avoid too
cohesiveness and groupthink will be to create a culture that encourages positive
debate, and encourages that not all decisions be made quickly.
Team Design Characteristics
Individuals in a team will have pooled independence. Each team member will be an
individual contributor; however, each member will contribute to the success of the
team, since teams will have goals to achieve together. Although team members will
have pool independence the teams structure will still include a dynamic that allows
flexibility for team members to trust and have confidence in their team mates support
during any time of absence, vacation, sickness, etc.
Year 1: No divided teams at this time. All founders will work together and rotate
responsibilities based on strengths or interests.
Year 2: By Year 2, our teams will have about 5 teams of 5 employees each.
Year 3: By Year 3, our teams will have no more than 10 employees at a time.
Year 4: By Year 4, there will be 4 Regions with 5 department and 5 team
members.
Goal setting
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A timeline will be set for each accounting project. Stretch goals will also be set with
limitations on the amount of overtime being used. Goals will also be set for the
company regarding new clients and minimize accounting issues. SMART goals will be
used in both cases.
Performance Evaluation
Timings on Performance evaluations and rubrics for the evaluations will be discussed
during new employee orientation.
Year 1: Founders will have a meeting to discuss success in first year and
contributions from each party. At this point strengths and places to improve will
be discussed and each founder will begin to grow their department.
Year 2: All employees will have a 1:1 mid-year review and a 360 year-end
review with their direct supervisor. The purpose of the mid-year review is to
determine the progress employee has made up to this point and also gives
employees/managers an opportunity to identify any gaps or ways to help
employees meet their goals for the year. Goals are set on yearly basis and
employees will have a 1:1 meeting with their manager to ensure they
understand their expectations for the year. Although formal reviews only occur
twice a year managers and team leads will be encouraged and held reliable to
provide coaching to their employees on a daily basis. Compensation changes
will only be discussed during the 360 reviews.
Year 3-4: Continue with Year 2 plan.
Incentives
Year 1: During this time founders will keep each other motivated through
competition. Each founder will do their best to grow the portfolio of the
company.
Year 2: Company is still focused on growing steadily, so incentives for
employees will be gifts cards for winners of internal office competitions, most
productive employee, employee of the month, etc. The gift cards will range from
$10-$30.
Year 3: By year 3 the company will continue with the success of Year 2s plan;
however, year merit increases and yearly bonuses will be incorporated to the
year-end reviews. Merits and bonuses will be based on the growth of the
company and the performance of the employees.
Year 4: With regional expansion underway opportunities for new incentives
based on competition amongst the regions become a viable motivational
strategy. Metrics for competitions will be based on productivity factors directly
tied to company performance. Appropriate efforts will be made to ensure
competitions remain friendly and are not counterproductive to overall
performance.
Employee Satisfaction
Ten Cs
Managers will attempt to connect with all levels of employees. A mentor will be
established for new employees for the first year of employment to help make a
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connection and foster a smooth transfer. Managers will encourage and help to provide
lateral moves for CPAs and all other level employees, within the company. Bi weekly
meetings will take place to help outline the organizations goals and team leaders will
outline particular project goals. This will help to ensure all goals are cohesive. At the
end of the tax season a group celebration will take place. Teams will be put into place
to help ensure proper accounting methods are being used and to collaborate.
Eliminating work place stressors
Team leads will be in place for each company and roles. Tasks and deadlines will be
assigned before projects are started. Weekly project meetings will be set to discuss
changes or adding of increased responsibilities. All meetings will be followed up with
emails by the team leads, outlining the meeting and reinforcing changes of duties.
5 Levels of job satisfaction
Need fulfillment: (Mentioned above) Flexible hours, Average pay but company provides
great work experience for recent graduates in need of establishing industry experience
and connections.
Meets Expectations: After 2 years of employment, employees will see an increase in
salary. The workplace will be fun and educational.
Values: Vary from person to person but the interview process will try to focus on
individuals who share the same values and goals of helping people.
Equity: Depends on the individual person but the work inputs will be evaluated in the
annual reviews.
Cubicle Freedom
We will have short cubicles to encourage team work and communication. We
encourage the use of noise cancelling headphones, if needed, to remain focused and
discourage interruption. Employees are encouraged to decorate their cubicle as
desired, outside of work hours. By year 4 we will have contest of the best holiday
decorated cubicle.
Casual Thursdays
Employees are allowed to wear blue jeans on Thursdays.
Company Outings
Year 1: At the beginning of organization outings will be informal gatherings of
owners at restaurants etc.
Year 2: One Friday every 6 months we will allow employees to leave at 3 pm
with the option of going home early paid or joining the team at a company
event. Events will range from dinner, movies, ropes course, top golf etc.
Year 3-4: Employees will no longer have the option to go home early instead of
attending the company outings. Outings will be mandatory but all during work
hours. The events will no longer be planned for the organization as a whole
instead each department will plan the event on the same day with the option to
combine events with close working department.
Communication Overview
Clear and concise communication is paramount to the success of our firm and its
clients. As it pertains to employees: communication of company goals, performance,
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and general directives are paramount to the successful implementation of our overall
strategy. In addition, external communications to our clients, local governmental
bodies, and the public at large must convey our values of integrity and honesty
through accurate and reliable data at all times.
Internal Communications:
Year 1: Currently internal communication is centralized to the founders and
board of trustees. Regular operational meetings are easily maintained and any
high impact decisions are not made without full participation from all members.
Year 2-3: As the first wave of employees onboard, the need for IT services will
increase dramatically. These services will be outsourced to an appropriately
vetted vendor. Three major policies will drive internal communications through
said enterprise IT system. One, every employee must maintain a shared
personal calendar. Full top to bottom communication lines will be established
through this tool, meaning a janitor will see what VPs are doing on a day to day
basis. This efficiency tool is what allows for an autonomous work environment
to function effectively. Active participation is required and maintaining a
detailed work schedule reflecting up to date availability is the standard. Two, an
internal company blog will be the homepage of every employees enterprise
desktop. High level associates will be in charge of the blog as deemed
appropriate for the current evolutionary stage of the company and the blog will
be used to deliver regular reinforcement of company directives, culture, and
values. Finally, we will establish our virtual public suggestion box via the
enterprise IT system. Through this system, complaints will be logged in a
public forum. Details on proper use and definition of a complaint can be
found in the conflict resolution section. As the Director of HR on-boards with the
first wave of associates, it becomes their role to oversee the cultivation of our
companys values and develop our culture internally. Recommendations from
the founders will be outlined in all employee hiring packets as well as discussed
during training and orientation regarding this process.
Year 4: As the company expands geographically internal communication efforts
via enterprise IT systems are expected to work to scale. However, adequate
allowances will be made for new satellite offices located outside of established
DFW region and corporate offices. Satellite regional VPs will be given adequate
capital and authority to maintain our companys message as it relates to
operational directives, culture, and values. In addition, regular visits by
corporate departmental directors will reinforce any necessary internal company
communications directives. Finally with the addition of the President and CEO it
will become that positions responsibility for oversight of entire company up to
including the delivery of company culture and values to our employees.
External Communications
Year 1: Founders create the foundation of our companys culture and values.
As employees are not a variable to act upon at this evolutionary stage the
community and our clientele will be the focus of our message. In addition, we
will focus on establishing working relationships with local governmental
representatives to find potential clients as well as develop a general
marketplace. Proper external communications is vital during this early
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trustees may implement focus groups that solicits and allows for expanded
associate feedback.
Year 4: The Companys organizational decision making process will continue
to evolve. Recently added regional VPs will be included in quarterly
recommendation requirements. In addition, recommendations will be made to
the recently added president and CEO. All recommendations, both approved
and unapproved by the President and CEO will be forwarded to the founders and
board of trustees and will include the critique of the president and CEO. As
before, high impact organizational decisions will not be made until approval by
the founders, and in case of a tie, board of trustees is received. Depending on
the nature of decisions being made, the founders and board of trustees may
implement focus groups that solicits and allows for expanded associate
feedback.
Founders Organizational Justice Review Board
In an effort to always maintain top to bottom open lines of communication, the
founders will accept into perpetuity applications for formal review of matters
pertaining to the operation of the company. If the application is approved for
consideration by the founders, the submitting associate will be granted the
opportunity to appear before the founders and present any pertinent facts for
consideration.
Complaints
Informal complaints, are conflicts deemed outside the categories of employee
performance/discipline, operational conflict, or organizational conflict
categories. These low impact complaints can be voiced through our virtual
public suggestion box. These messages have the option of anonymous
submission selection to provide anonymity to an associate encouraging their
direct superior to perhaps not leave a mess in a shared workspace. While
anonymity will be maintained when appropriate, any misuse of this feature can
result in revocation of anonymity for employee misconduct investigation. This
revocation is issued solely at the discretion of the founders and board of
trustees in the case of a tie founders vote.
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