06Jun

It takes a little getting used to, but companies are finding that recruiting executives remotely offers more than enough benefits to make up for the lack of in-person meetings.

“There are many ways where the virtual recruitment is more efficient than what we did before,” said Jacqueline Welch, chief human resources officer and chief diversity officer at mortgage-finance giant Freddie Mac.

She told The Wall Street Journal that Freddie Mac has remotely onboarded 250 employees since mid-March when the government sponsored home loan company closed down its offices and had employees work from home.

Just this month, Welch said, the company hired a new CFO, also virtually.

In another example cited by The Journal, Nielsen Global Connect, a part of the US research company Nielsen Holdings PLC, hired a new CFO with all but a single in-person meeting with the CEO.

“I will admit that, in the end, it felt a bit odd to hire a CFO who I had never met,” CEO David Rawlinson told The Journal. “So we met at my house and talked briefly through masks, properly distanced in the backyard.”

The Boston Business Journal described how Massachusetts tech startup Drift, Inc. hired a new chief revenue officer to lead its 100-person sales team entirely remotely. The publication described the month-long interview process as being conducted via phone calls, video chats, emails, WhatsApp and text messages.

“In the back of my mind, and the rest of our minds, we expected that at some point we would meet him and then we would probably be going back to normal,” Drift CEO David Cancel said. “That just never turned out to be the case.”

Virtual recruiting offers several advantages, executive search recruiters explained. Besides the substantial savings on flights, hotels and meals and avoiding travel hassles and scheduling conflicts, remote hiring is quicker.

Cathy Logue, an executive recruiter who leads the CFO practice, said a recent search for a senior executive was completed in three months. “If you had asked me in January if this was possible I would have said, ‘Absolutely not,’ in no uncertain terms.”

There’s another, less obvious, benefit to remote interviewing.

“So often, when you meet someone in person and you spend time with them, there’s a lot of things beyond the communication happening … and some of that can bias you in the decision-making process,” Cancel said. “This let us focus more on the actual substance of the conversation.”

Photo by LinkedIn Sales Solutions on Unsplash

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Virus Stalls Global IPO Activity

IPO activity that was on track to regain the momentum of the first quarter of 2018, may now end 2020’s Q1 just slightly better than last year.

EY’s quarterly Global Trends Report says the quarter ending today will show no more than 235 IPO deals. Better than 2019’s 211, but far short of the 323 reported in 2018. The dollar value also pales in comparison: $28.5 billion this year versus $48.7 two years ago.

“The unexpected and novel events surrounding COVID-19 took a toll on the global health of equity markets,” says Paul Go, EY global IPO leader, “and together with other global market factors, have caused market turbulence last seen only during the global financial crisis of 2008.

“This extreme market volatility makes any ambitions to go public highly uncertain, both in terms of timing and valuation.” 

Surprisingly, given that China was the first to experience the effects of the coronavirus, the nation accounted for 90 IPO deals worth $13.2 billion. Asia-Pacific overall was responsible for 160 deals totaling $16.8 billion, a 28% and 110% increase respectively compared with Q1 2019.

EY Asia-Pacific IPO Leader Ringo Choi, noting that Covid-19 had “some impact on IPO activity,” predicted that “with government policies and economic stimulus packages in place, IPO markets should see some improvement in the quarters to come.”

In the Americas, where the US accounted for 24 IPOs worth $7.3 billion, “Covid-19 and oil tensions have largely dried up IPO activity for now, ” observed Jackie Kelley, EY Americas IPO leader. She added that “The IPO pipeline is growing, as issuers look for opportunities to be prepared for calmer and more conducive markets.”

Despite that optimism, the EY report announcement says, ” IPO markets are not expected to quickly rebound in Q2 2020. However, while Q3 is typically a slower time of the year, there may be increased IPO activity as the market attempts a reset and the global pipeline looks for the next IPO window.”

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Jun 6, 2023

COVID Is Making Accounting’s ‘Unthinkable’ a Priority

A year ago, the accounting and business technology firm Sage confirmed what accountants felt was happening: the nature of the profession was transforming.

Driven by clients, regulatory demands, generational change and the marketplace, accounting was changing, said Sage’s Practice of Now report, from a transactional profession to one focused on partnership and consultancy.

What no one could have foreseen was a pandemic that would force upon firms some of the key changes detailed in the report.

Now, the leader of an accounting and management advisory firm and the CEO of a management technology company have teamed up to describe what a post-COVID accounting practice will look like. Writing in Accounting Today, Steve Templeton and Robert Wells say that what firm leaders “originally thought was unthinkable has made its way onto the partner priority list.”

“Remote workers are here to stay,” they declare. With workers permanently or occasionally working from home, it will trigger a cascade of changes – if it hasn’t already.

Workers will convert the savings in commute time to productive hours. Offices will shrink, while investment in technology will grow. Emerging firm leaders will be those with the technical know-how to match their accounting skills.

Remote working will prompt a rethinking of physical offices. With fewer people in the office, firms could adopt a “hoteling” approach where workspaces are not permanently assigned. Individual offices and cubicles will downsize, saving on space rent and equipment. At the same time, conference rooms will be enlarged for the occasional “all hands” and in-person client meetings.

Technology is front and center in the authors’ discussion, as it is technology that made possible remote work and opened the door to the culture change griping the profession.

Progressive firm leaders will embrace cloud technology and recognize that “data is the new currency,“ the authors insist. “Firms that embrace change will gain control over data and make better, more informed decisions.”

Those that pull together their scattered data “will reduce the need for multiple disparate technology systems.”

Technology to automate routine tasks will reduce errors and improve efficiency, say Templeton and Wells. Smart bots and “digital touchpoints” will give the firm a 24/7 workforce.

As the Practice of Now survey observed in a different context, grasping the cultural changes will be essential for a firm to thrive in the post-COVID economy.

“We need a renewed focus on our culture, our people and their capabilities,” Templeton and Wells say. Agility and adaptability must be baked into the culture to be ready for the next crisis, the next challenge and the competition.

“To survive in this new economy, firm leaders must work with the speed and agility necessary to advance business transformation post-crisis.”

Image by Wynn Pointaux

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