Page 28 - Chartered ONE – Issue 26
P. 28

 PROFESSIONAL SERVICES FINANCIAL
  Job management – why overcomplicate it?
Managing workload is key for any accountancy practice to operate effectively and serve their clients well. But it is far too easy to over-complicate job management. In this article, we break down the process and assess how practices might benefit from adopting a more jobs-based approach.
By Mike Francis
WHAT COUNTS AS A JOB?
All work performed in a professional service organisation, including accountancy firms, is essentially a job. In your practice, you may call it a project or assignment, but it’s the same thing. All jobs have a frequency and a duration. Some are one-off, such
as litigation or forensic work, whereas tax returns, VAT and other frequent work can be annual, quarterly, or more frequent.
Much of the work of an accountancy firm is repetitive jobs that come around with regular and predictable cadence. As
a result, it should be easier to plan for these and create appropriate processes
for dealing with them. Tax returns, audits, client accounting and others are all very similar within themselves. They are ideal candidates for benefitting from using a job- based approach.
TEMPLATES AND COMPARISONS
The variety, scale, and complexity of all
work performed by an accounting firm should be distilled into process-oriented job templates. As ever, fewer is better; however, the nature of work being performed will dictate the profile.
Carrying out all work using a standard template enables you to compare between
“The variety, scale,
and complexity of all work performed by an accounting firm should be distilled into process- oriented job templates”
such jobs over many metrics. One example - what the profile of all work on tax returns looks like. What is the largest, the smallest, the average, by value of input, output, time
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