Managing performance issues in the workplace: A guide for NZ employers
For many employers, performance management can feel like a complex and elongated HR process.
Karen Brock started working for our Tauranga office as an accounting grad. Nearly 30 years later, she has a wealth of knowledge and experiences to share.
Time to read: 4 mins
In today’s Q&A she shares what she enjoys about her role as a business advisor, takes a “now versus then” look at life as a grad, and talks about her life at Baker Tilly Staples Rodway.
My nephew asked me a similar question about a year ago and I said to him, “for a start you need the ability to build relationships. While you need to understand the numbers and have technical knowledge, the greatest skills are communicating and working with clients and your team”.
When I have helped clients through an issue/problem and see the relief/thanks on their face that it is resolved and they can move forward. It might be a simple tax query or a five-year succession plan project.
When I first started as a grad in 1998, we had more of a bookkeeping role by getting the information into a system. Most records came in a paper format so there was a lot of coding and punching of bank statements.
Today, most clients use an accounting software, which leads to more timely information. Traditionally it was looking at past performance rather than looking forward into the future. This leads on to reading and analysing the numbers (or reading the tea leaves, as my boss says) much earlier in your career than in the past.
It used to be more formal, with letters written to clients and phone calls being the primary way to communicate. Directors and associates sat in offices compared to open plan. Emails weren’t well used, and online meetings and the ability to work from home weren’t even a thing when I first started working.
The people are what makes Baker Tilly Staples Rodway a great place to work: Staff, directors and clients. Over time you build strong relationships and while these people started out as colleagues, bosses and clients, they eventually become your friends.
Everyone is willing to help each other (both within the office and across the wider network). We also have such a wide range of clients in different industries so each day you don’t know who or what you will be dealing with; from kiwifruit to commercial property, succession planning to tax planning.
The opportunity to meet people in person, share thoughts and find out more about what is happening around the other offices and within the profession. This then means that in the future you remember Kylie from Taranaki had mentioned a similar issue, so you give her a call to find out the detail which helps you resolve your own issue. Throw in some inspirational keynote speakers and you have a great event and time out of the office to reflect on the bigger work picture, away from the day-to-day of our jobs.
One or two directors / associates from each of our New Zealand offices meet twice a year to plan BAS trainings, discuss best practice amongst the offices, share knowledge and encourage collaboration. Topics discussed range from AI, technology updates and software used, to IRD requirements, staff initiatives and what each office is doing in these areas. It has been a great way to really get to know people from around the country.
Firstly, complete surprise (especially since I was on the CA ANZ Bay of Plenty fellowship committee at the time). To be recognised by your peers for what you do for the community, CA ANZ and other people was a very special and proud moment.
In summer it is getting to the beach or pool for a swim; in the winter getting outside for a walk and some fresh air. I also like to bake so the team in the office are often on the receiving end of my baking efforts.
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