Reinventing Professional Services Firms
Author(s)
Chan, Xi Wen
Griffith University Author(s)
Year published
2021
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It was June 30, 2021, the end of financial year in Australia, and Jessica Shephard - the founder and director of Capital Advisory, a small but reputable tax and business advisory firm based in Brisbane, Queensland, Australia - was feeling particularly anxious because the peak season (July-September 2021) was approaching and one of her longest serving employees had resigned and was about to leave her firm in a month’s time. The departure of senior manager - Reuben Stanton - could not come at a worse time, as it added to the handful of employees who had left in the past year and Reuben had been an informal mentor who had gone ...
View more >It was June 30, 2021, the end of financial year in Australia, and Jessica Shephard - the founder and director of Capital Advisory, a small but reputable tax and business advisory firm based in Brisbane, Queensland, Australia - was feeling particularly anxious because the peak season (July-September 2021) was approaching and one of her longest serving employees had resigned and was about to leave her firm in a month’s time. The departure of senior manager - Reuben Stanton - could not come at a worse time, as it added to the handful of employees who had left in the past year and Reuben had been an informal mentor who had gone out of his way to train many junior employees. A recent staff survey conducted further revealed that employee satisfaction and engagement levels were at a record low, and multiple employees had complained about work overload and long working hours. Also, while Australia’s COVID-19 economic stimulus measures have led to a 30% increase in revenue, the firm had struggled to recruit qualified accountants to its headcount of 20 employees due to the tight labour market caused by interstate and international border closures. Sipping her morning cup of coffee, Jessica let out a big sigh as her retirement plan to hand over the reins to her co-director - John Langdon - and senior manager Reuben by the end of 2021 was disrupted and delayed.
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View more >It was June 30, 2021, the end of financial year in Australia, and Jessica Shephard - the founder and director of Capital Advisory, a small but reputable tax and business advisory firm based in Brisbane, Queensland, Australia - was feeling particularly anxious because the peak season (July-September 2021) was approaching and one of her longest serving employees had resigned and was about to leave her firm in a month’s time. The departure of senior manager - Reuben Stanton - could not come at a worse time, as it added to the handful of employees who had left in the past year and Reuben had been an informal mentor who had gone out of his way to train many junior employees. A recent staff survey conducted further revealed that employee satisfaction and engagement levels were at a record low, and multiple employees had complained about work overload and long working hours. Also, while Australia’s COVID-19 economic stimulus measures have led to a 30% increase in revenue, the firm had struggled to recruit qualified accountants to its headcount of 20 employees due to the tight labour market caused by interstate and international border closures. Sipping her morning cup of coffee, Jessica let out a big sigh as her retirement plan to hand over the reins to her co-director - John Langdon - and senior manager Reuben by the end of 2021 was disrupted and delayed.
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Subject
Organisational behaviour
Human resources management