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DE&I
Diversifying Talent
Voices: People, Culture & Perspectives
I
In our previous column (California
CPA, September 2021, Page 20), we focused
on the first of four key initiatives designed
to close the diversity gap and improve
equity and inclusion within the accounting
profession. The recommendations are
the result of a comprehensive joint
study sponsored by CalCPA and the
Institute of Management Accountants
titled, “Diversifying U.S. Accounting
Talent: A Critical Imperative to Achieve
Transformational Outcomes.”
This month we explore two additional
initiatives identified by the study: Attracting
Diverse Talent and Driving Career Choices.
Attracting Diverse Talent intends
to promote the profession as a desirable
career path for people regardless of gender,
ethnicity, race or LGBTQIA identification.
This includes serving as mentors and
instituting targeted and meaningful outreach
efforts with underrepresented communities.
Driving Career Choices refers to taking
specific steps to ensure that people of diverse
backgrounds have equitable access to the
factors that enable career advancement.
Below is a sampling of responses from:
Alejandro Mendez (AM) (managing director,
Deloitte); Rosa Kuybus (RK) (tax intern,
PKF); David Neighbors (DN) (partner;
BDO USA, LLP); Osvaldo Gutierrez,
CPA (OG) (audit manager, Price Paige &
Company); and Abimbola Famuyiwa, CPA
(AF) (CPA consultant, CaliFAM Professional
Accounting Services)
Research indicates that strong onboarding programs,
supporting the creation of communities within an
organization, manager training to lead diverse
teams, robust mentor programs, and transparent
growth promotion and retention plans are highly
effective in attracting and retaining diverse talent.
What strategies are you or your firm supporting in
these areas?
AM: On a regular basis, I host virtual
and in-person Latino events where our group
of Latino and Non-Latino partners and
managing directors engage in meaningful
conversations with our professionals. Topics
include managing the day-to-day demands
of client service and learning about how to
manage career progression.
RK: There are 10 partners in my firm,
and each has a small team. This gives
each partner the time and room to help
each individual grow and create a greater
relationship. Additionally, they promote
continued education during the slow season.
What experiences and observations can you
share regarding the effectiveness or absence of the
above strategies in your organization or throughout
your career?
DN: I have seen those in the status
quo (with a sense of entitlement) set the
tone of speaking without saying anything
when it comes to moving the retention
needle for those in historically
underrepresented groups.
AM: Organizations that promote
opportunities to connect with leadership
and affinity groups at all levels will achieve
greater success. Genuine connection is what
keeps talent at the firm, as well as become
more engaged and valued. While some firms
have affinity groups, firm leadership at the
local level is at times non-existent.
Please share an example of an innovative strategy
that promotes equitable access in the promotion
process. How do you know it was successful?
DN: Holding equity partners
accountable for creating relationships as
sponsors with those who do not look like
themselves generally results in a leader (often
from a well-represented group) becoming an
advocate for someone from a group that
may not be as well represented. This
can include bringing them into business
development opportunities, speaking about
them in leadership meetings and teaching
them the business.
OG: Our paths to promotion are clear: If
you meet or exceed certain expectations and
job responsibilities, we do not want to hold
anyone back. We guide all of our employees
and provide training and mentorship; it
doesn’t matter who you are, what you look
like or what you believe in.
For mentees: From a DE&I perspective, was your
organization’s mentor program effective in matching
you with your mentor? How could the program
improve to ensure clear and transparent promotion
paths and support?
DN: Early in my career, mentors/career
advisers/coaches were assigned based on
availability. For someone starting one’s
career, it was the luck of the draw as to who
would be providing such advice. This was an
era when someone like myself was expected
to assimilate into the culture of the firm.
The idea of bringing your authentic self to
the office was considered a career-limiting
move. For the most part, we have moved past
this, thankfully, and now recognize the asset
brought to an organization when diversity is
celebrated, equity is understood and a sense
of belonging is created.
AF: In my private industry experience,
the companies I worked for had no
official mentor programs, which isn’t
uncommon in small- to mid-size companies.
One of the companies I worked at early
in my professional growth as a mentee
involved nothing more than the
encouragement of a minority seniorlevel
executive who recognized my skills,
empowered me to perform and was very
clear and transparent about what to do and
how to improve myself.
Keep an eye out for our next column,
which will focus on the fourth DE&I
initiative: Accountability.
www.calcpa.org NOVEMBER 2020 CALIFORNIA CPA 19
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