The blog discusses how Hancock Askew & Co., a firm with a growing Client Accounting Services (CAS) practice, transformed its approach to team structure and talent management using skills and personality assessments. These assessments provided data-driven insights, leading to the reorganization of the CAS practice into three distinct roles: Doers (focused on accounting tasks), Minders (managing workflow and quality), and Finders (handling client onboarding and business development). This reorganization improved job satisfaction, role clarity, and client service.

The piece stresses that firms cannot expect employees to self-develop entirely on their own; there needs to be a mutual investment in their growth. Firms risk losing talented individuals if they do not actively support their development. The article concludes with a powerful reminder: failing to invest in employees may result in them staying but not growing, which could be more detrimental to the firm in the long run.

The article discusses the hidden costs of making a bad hire, specifically focusing on the example of hiring a Client Accounting Manager for $100,000/year. Initially, the weekly cost, including benefits, is estimated at $2,300. However, the new hire underperforms, causing team friction and poor coaching. After 90 days, the manager is terminated, seemingly costing $34,500.