Recruitment Of Trainee Accountants

.. is integrating auditing, accounts and computing.” The business world has obviously changed, Cangemi said. Transactions are more complex and involve greater exchanges of money in all different currencies. At international American Express operations, you can’t even create a file for extraction. They break their information down into several computer centers around the world — and only process one day at a time.

Their volume and time sensitivity has led to breakthrough thinking. For accountant to understand this and yet integrate it to his field of work. Employers of management accountants share a number of common interests and concerns when facing the challenges of the recruitment and training of tomorrow’s management accountants, whilst having to maintain a high-quality personal development programme for today’s student. In addition to serving member customers directly, it was essential to look at links with their indirect customers–the employers. Employers may also like to consider the following terms at the time of recruitment: * Trainee exchange schemes and employer/ educationalist placements.

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* Provision of in-house post-qualifying training courses. * Better business exchanges. * Benchmarking in activity-based management and electronic data interchange. Having actively encouraged employer participation through the Group, and believes that employer contribution is of vital importance to the future success of its policy development and activities which are specifically designed to strengthen the profession of management accountancy to meet the future demand for qualified personnel. Reading Resumes and Interviewing for Evidence of g.

Looking for g is relatively easy, as such things go, since a number of readily observable personal history items correlate highly with general intelligence: * School Grades. School grades do not indicate g perfectly. Individuals may over- or underachieve relative to their intelligence for a variety of reasons. Differences in school quality and in cultural and family emphasis on the importance of academic performance may handicap some students, for example. Such things aside, however, the relationship between school grades and g is very strong.

* Vocabulary. Language facility also relates highly to g. Indeed, critics argue that some measures of intelligence are little more than disguised tests of vocabulary and reading ability. * Problem-Solving Success. Many jobs and hobbies involve problem solving. Previous success in such activities suggests that a candidate has a high level of general intelligence.

Reading Resumes and Interviewing for Evidence of Conscientiousness. Psychologists have not studied the clues managers can use in judging candidates’ conscientiousness. Anything we say on this issue is therefore highly speculative. However, we can build on the definition of conscientiousness that says that conscientious individuals are achievement-oriented, careful, hard-working, organized, planful, persevering, responsible, and thorough to tentatively suggest that those making hiring decisions should look at nature and quality of the candidates’: * Preparation for the Interview. The job candidate who arrives at the interview having carefully researched the firm and the job opening, is probably more conscientious than the one who arrives uninformed. * Dress and Self-Presentation. In the same fashion, the candidate who arrives dressed appropriately shows at least some of the signs of conscientiousness.

Career Progression. Careful career planning, as well as careful planning in other aspects of an individual’s life, would appear to be an attribute of those high in conscientiousness. Thus a logical progression as the job candidate moves from position to position would likely indicate a conscientious individual. In addition to that he the job candidate must also be aware of basic accounting environment such as : Non-liquid assets or immobile assets. Somewhat mobile, but less easily converted.

(e.g. office furniture, motor vehicles, etc.) Easily convertible for resale or personal use. (e.g. laptop computers, tools and materials, crude oil or refined products, etc.) Cash or cash-equivalents. Pressure to meet deadlines, goals, budgets, or the business plan: There are considerable pressures or deadlines either real or perceived to the point that they could seriously impact job performance or decisions.

Separation of duties that is responsibilities are assigned so that no one individual controls all aspects of a process or transaction. For example, assignment of duties so that one person is not in a position to both create and conceal a discrepancy. The challenge raised by Bill Gates and other managers to the conventional wisdom of precise matching has solid support not only in their experience, but in carefully crafted, widely repeated research. Study after study indicates that general intelligence and conscientiousness relate strongly to performance across a wide range of jobs and situations. Clearly the time has come for those who set hiring policy to raise their own challenge to human resource managers and industrial psychologists who administer their firms’ hiring programs: One of the important task after an employee is recruited especially a trainee is his orientation.

They are coming into a new environment, meeting new people, and are not sure how they will be accepted. Employers can ease the transition and take advantage of the opportunity to get the relationship off to a good start. Welcome your new employee. Smile, and tell them you are glad that they have come to work in your establishment. You can make a big difference at this point. Show them around the facility, pointing out any important features along the way like emergency exits and hazardous areas, for example.

Pretend you are showing a guest through your home. You want to make them feel comfortable and for them to relax as much as possible. Introduce them to people you meet along the way. Chances are your new worker won’t be able to remember everyone’s name when they are through with your tour, but you will at least have given other people the chance to learn who the new person is. As you introduce your new employee, explain what job they will be assigned and who they will be reporting to. This will help existing employees mentally fit the new person into what they know of your organization. Introduce your new employee to the supervisor they will be reporting to, if they haven’t already met.

Show them their workstation and where to get any supplies they might need. Talk briefly about important contacts they will want to remember, such as the person responsible for ordering supplies, the payroll person and any others you feel are key to the operation. Prepare a checklist of subjects, which should be reviewed with each new employee and then set aside the appropriate amount of time so that can be done. Let everyone else know that you are not to be interrupted while you are orienting your new worker. You will want to convey to the new person that they are the most important item on your agenda at the moment.

Bibliography References : 1 Cook, M. F., McClelland, D.C. & Spencer, Jr. L. M. 1992.

The AMA handbook for employee recruitment and retention. New York: AMACOM. 104-105. 2 Gatewood, R. D. & Feild, H.

S. 1994. Human resource selection (3rd ed.). Fort Worth TX: Dryden Press. 3 Fortune. 1996.

Microsoft’s big advantage – hiring only the supersmart. November 25: 159-162. 4 Ibid. 5 Fortune. 1997.

Brains in the office. January 13: 38. 6 Wall Street Journal. 1995. The poor? I hire them. May 24: a14.

7 World Executive’s Digest. 1997. Hire for attitude, train for skill. January: 44, 46. 8 Thurstone, L.

L. 1941. Factorial studies of intelligence. Chicago: University of Chicago Press. 9 Ree, M. J., Earles, J.

A. & Teachout, M. 1991. General Cognitive Ability Predicts Job Performance. TR-1991-0057 (Armstrong Laboratory, Brooks AFB TX) as discussed in Ree, M.

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10 Ree, M. J. & Earles, J. A. 1989.

The Differential Validity of a Differential Aptitude Test. AFHRL-TR-89-59 as discussed in Ree, M. J. & Earles, J. A.

1992. Intelligence is the best predictor of job performance. Psychological Science, 1: 86-89. Book Reports.


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