Cons, pretty much everything.....
Big indicating factor regarding this tax department having problems- high turnover rate. Majority of employees at manager level and below had only worked with the company for 1 1/2 yrs or less.
1. No new hire training/any training for new hire managers when they start. Somehow the firm expects them to succeed. Only training received consisted of first day firm orientation with the other new hires; here is your computer, here is how you change your passwords, here is how you enter your timesheet, etc. All new hires below the manager level then received 1 week of additional training on the firm tools and processes. Umm hello, the manager is still going to need to know how to utilize these tools, get into, review documents, submit items, etc. How do you expect them to succeed without this knowledge?
2. New manager hired under false pretence. Hired to be Subchapter C specialist and then given no Subchapter C work. Told by Partner in Charge when not given Sub C work, "Well we all have to wear different hats". Pretty much bait and switch.......
3. Management fumbled around for weeks trying to determine what clients to assign new manager.
4. Partner in Charge assigns new hire manager inappropriate navigator/buddy. Navigator/buddy knows nothing about firms BCP/Dott Process the new hire manager needs to utilize for the scheduling of their client assignments. Nav/buddy states they do not utilize those processes/tools in the PCS practice. Nav/buddy quits the firm a few weeks later. New manager assigned a new nav/buddy who is to new to the firm to properly assist with these tools. Partner in Charge not competent enough to realize and assign the most logical person as the navigator/buddy who is the firms experienced home grown manager who had been with the firm 5+ yrs. Once again the firm does not set up the new manager to succeed.
5. New manager who received no firm training assigned predominantly to firms new/messy clients that require a ton of setup (utilizing the firms systems & process that they received no training on) and where there will be significant write offs due to underbidding/budgeting of new firm engagements. New manager not setup to look like a star or even adequate in this department.
6. New manager assigned to work for incompetent partner who flat out told new manager, "Don't look for a mentor here, you won't find one in this firm". Some of the first words ever said by this incompetent partner to the new manager were, "We are going to eat it in the shorts on this engagement". How does one look like a super star or even an adequate star on a new firm engagement when you’re just told by the Partner the engagement was severely underbid and we are going to eat it in the shorts? Incompetent Partner then proceeds to throw new manager under the bus on that engagement every chance they got to protect their hide and make the new manager look bad. Incompetent Partner told new manager on more then one occasions that they were not the expert in various areas of tax law and taxation, where new manager had many years of experience and expertise and new more then the supposed experts in the local office regarding those matters. The list of Cons could go on and on....
