عرض العناصر حسب علامة : المرونة
الأربعاء, 20 سبتمبر 2023 10:05
القيادة التي تحسن المرونة
وجدت دراسة استقصاء العمل المعاد تصوره لعام 2023 التي أجرتها شركة EY وجود تعارض بين الأولويات والضغوط والآفاق المستقبلية لأصحاب العمل والموظفين
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محاسبة و مراجعة
موسومة تحت
الثلاثاء, 16 مايو 2023 13:42
رسالة دكتوراه: دور التحول الرقمي في تحسين المرونة الإستراتيجية للبنوك الكويتية
هدف هذا البحث إلي: تحديد طبيعة العلاقة بين دور التحول الرقمي والمرونة الإستراتيجية بالبنوک الکويتية.
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رسائل ماجستير و دكتوراة
موسومة تحت
الثلاثاء, 02 مايو 2023 07:59
رسالة دكتوراه: مستقبل ريادة الأعمال في العصر الرقمي
عندما نسمع "ريادة الاعمال" نعتقد أنها إنشاء مشروع فقط. الحقيقة أن مصطلح "ريادة الأعمال" أوسع وأشمل، حيث إنه يبنى على مفهوم عميق نطلق عليه "العقلية الريادية" بمعنى أن الشخص لکي يکون رائد أعمال من المهم أن يمتلک عقلية ريادية يبدأ تنميتها وتطويرها منذ السنوات الأولى في العمر. ومن حسن الحظ أن بناء العقلية الريادية مهارة مکتسبة يمکن تطويرها واکتسابها من البيئة التي ينشأ فيها الفرد. حيث يمکن بناءها من خلال التربية والتعليم. أتصور أن معظم الحضور اليوم ممن يمارس عملية التعليم أو التدريب، لذا من المهم التعرف على مستقبل ريادة الأعمال في العصر الرقمي.
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رسائل ماجستير و دكتوراة
الأربعاء, 18 مايو 2022 11:17
4 طرق يمكن أن يعمل بها تخطيط موارد المؤسسات للشركات الصغيرة
تتمثل إحدى أفضل الطرق لتوطيد العلاقة مع العميل في الشركات الصغيرة من خلال مساعدته على دمج وظائف المحاسبة مع الجانب التشغيلي للأعمال.
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موسومة تحت
الإثنين, 01 نوفمبر 2021 13:54
هل أنت مستعد لإعادة صياغة العمليات لتحقيق المرونة والاستدامة؟
يقوم مديرو العمليات الذين يتعاملون مع تعقيدات عالم متغير ومتقلب بإعادة بناء عملياتهم من الألف إلى الياء لتزدهر في المستقبل.
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المحتوى بالإنجليزية
COOs navigating the complexities of a changed and volatile world are rebuilding their operations from the ground up to thrive in the future.
Three questions to ask
How are you turning your supply chain into an agile supply network?
Are you ready for the data and technology risks that come with connected operations?
How does the workforce fit into your plans for resilient and sustainable operations?
Until recently chief operating officers (COOs) have focused primarily on fine-tuning the value chain for speed to market, efficiency and profitability. But the world has changed — at first gradually and now suddenly. Over the last several years, empowered consumers, employees and investors, climate change, geopolitics and technology innovations have disrupted organizations, pushing them to change how they operate. Over the last 18 months, the COVID-19 pandemic turned that slow push into a giant, forceful shove. And COOs have had to figure out on the fly how to operate in this changed environment.
Organizations may still be making the same products and services, but everything about how these products and services are designed, manufactured and delivered to customers is different. This shift is forcing COOs to reimagine their supply chains for agility and sustainability as much as optimization. Across the enterprise, technology innovations are helping COOs transform how the business operates to meet multiple, simultaneous demands from a range of stakeholders — and increasing the chances of cyber infection. Reskilling and upskilling the workforce can help accelerate digital transformations and address cyber risks. And all this in the global context of economic and techno-nationalism.
To navigate this increasingly complex and volatile world, COOs need to reframe their future for operational resilience and sustainability.
Low angle view of lighthouse by rocky mountain against sky1
Chapter 1
Resiliency begins with visibility
Leading COOs are making the leap from linear supply chains to agile networked ecosystems.
How EY can help
Supply Chain Transformation
Consulting at EY can turn your supply chain transformation ambitions into reality through the power of people, technology and innovation. Find out more.
Read more
Operational resilience begins with the value chain. As a leading COO, you need to transform your organization’s rigid, linear value chain into an agile, networked ecosystem. There are three areas to prioritize for measurable results.
1. Create real-time, end-to-end visibility
Today’s technology allows you to cost-effectively build a virtual model of your physical end-to-end supply chain. Known as a digital twin, this virtual model gathers and connects data from various sources and systems across the supply chain network to create a virtual replica, containing the same supply entities, parameters and financial targets. Leveraging digital twins paired with simulation capability, you can then use control towers to make data-driven decisions using real-time data, improving agility in both sensing and responding to disruptions. With the accelerated speed of disruption today, simulations need to be repeated and acted upon continuously to manage the risks.
2. Develop resilient and sustainable sourcing
Resilient and sustainable decision-making relies on constantly finding the right sourcing balance. Diversity of sources can help maintain competitiveness. However, over-diversification can limit your ability to develop trusted relationships with suppliers. At the same time, vendor and geographic concentration could leave you vulnerable to disruptions such as vendor insolvency or civil unrest. Today’s volatile and ESG-focused environment demands prioritizing trusted partnerships and ecosystems to mitigate risk, improve operational assurance, and support sustainable strategies.
To know who to trust and where the risks are, you need a sourcing strategy that maps and tracks suppliers, facilities and products down to raw materials. This approach will help to improve operational transparency and traceability, and allow analysis of supplier compliance, KPIs and supply chain risks.
3. Build omni-capable networks
Delivering products and services when, where and how customers expect them requires agility and the right capabilities. This may mean fulfilling a customer’s need faster and cost-effectively from a store rather than a distribution center if it’s closer and has the inventory. Building the right distributed order management (DOM) capabilities coupled with digital control towers for Tier N visibility can help maximize the value of inventory through accuracy and visibility, positioning it where it’s most needed.
Windmills on field against sky2
Chapter 2
Net-zero operations provide net positive business benefits
Leading COOs see stakeholder demands for improved ESG performance as more than a compliance exercise.
Related article
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Focusing on sustainability encourages you to rethink your business for the f…
2 Aug 2021 Velislava Ivanova
Value chains also hold the key to sustainable operations. Many organizations have committed to or have ambitions to decarbonize their operations through net-zero targets. Leading COOs have three ways to turn what is often seen as a compliance exercise into a new source of competitive advantage and an important driver of transformation.
1. Decarbonize the value chain
Efforts to decarbonize the value chain begin by assessing your organization’s carbon footprint — as well as the carbon footprint of every partner and supplier in your ecosystem. In doing so, you can identify ways to reduce greenhouse gas emissions, set emissions reduction goals, prepare reporting and improve rating scores against global guidelines. Real-time visibility, quantification and traceability of data throughout your extended operations are prerequisites for this kind of assessment and action — as is a clear business case to support it. However, the benefits of improving ESG performance across the entire value chain are clear: enhanced processes, lower costs, increased productivity, innovation, differentiation and improved societal outcomes.
2. Build circular product lifecycles
In addition to your decarbonization efforts, as the COO, you’ll want to take the lead in working with other business units to design products for a second life, or that can be recycled or repurposed. To engage in the circular economy, you’ll need to implement circular operating models with closed material loops. As always, gathering data along the value chain and conducting analyses are critical to identify circular market opportunities.
3. Embrace tax planning
Tax penalties and incentives are playing a key role in driving sustainability initiatives globally. Work closely with the tax leader to align the organization’s tax profile with your operational footprint. You may decide, for example, based on tax implications, to relocate heavy-emitting operations to jurisdictions where tax penalties are lower or incentives are higher. However, in doing so, you will need to balance the benefit of relocating with potential downside implications, such as transfer pricing adjustments that may not be favorable, or the reputational risk of moving emissions rather than reducing them. By teaming with tax, you can help to reduce the impact of carbon taxes, while taking full advantage of sustainability incentives — with a particular focus on circular supply chains.
Low angle view of industry against clear sky3
Chapter 3
Tech and data ecosystems balance rewards and risks
Opening operations to better, faster decision-making also increases third-party risks and cyber attacks.
A suite of new technology tools — intelligent automation, data and analytics, internet of things (IoT), cloud — are helping COOs gather real-time data, sense and measure current reality, and predict and act in near real time. Used to maximum effect, these tools can help you build agile supply networks and elevate business performance across the enterprise.
Many COOs undertaking digital transformations to incorporate these new tools continue to make decisions using statistics, intuition and experience. As a COO, you need to be making decisions that are predictive and data-driven. But with this expanded potential comes increased risk. Data-driven decisions require petabytes of data. As a result, you may be integrating third-party technologies and acquiring third-party data to better anticipate customer needs, build networked supply chains that can manufacture personalized products, and innovate a new generation of logistics that can deliver products faster and more cost-effectively.
In the quest to gather as much first-party data as possible, you may also be more willing to open operations, networks and systems to wide-ranging connectivity, including areas that have never before been connected to the internet. The more connections an organization has — to systems, networks, suppliers, partners and ecosystems — the greater the risk of infection and attacks such as ransomware.
According to the EY Global Information Security Survey 2021, many organizations are still accustomed to a reactive cybersecurity mindset. As a COO, you must adopt a mindset of security by design. Security by design requires integrity analyses when the technology is acquired and then testing of the technology as it’s introduced into the organization. Cybersecurity is also easier to manage in a cloud environment than in a legacy environment. But the integrity of data in the cloud is only as good as the integrity of the third parties that supply it. Developing trust among third-party suppliers requires a change in governance and management operations.
You’ll also need to rethink the definition of workforce. It’s harder today to distinguish between a third-party provider, customer, employee and contractor. In this context, the workforce acts as a mechanism for propagating malicious code and a vulnerable point of attack by threat actors.
Pigeons flying in city4
Chapter 4
Resilient operations require a resilient workforce
Employees need to feel good about where they work and confident in their contribution.
Today’s supply chain and operations workforce needs to analyze data, identify outcomes and offer recommendations. This requires a digital fluency and familiarity with information and processes that may not come naturally to traditionally trained workers. In a recent EY survey, Reinventing the supply chain for an autonomous future, only 44% of respondents said their employees were prepared for digital innovation in the supply chain.
As a COO, knowing your people are at the center of any successful rebound strategy, you’ll want to work with the chief human resources officer (CHRO) to mix recruiting with upskilling, retooling and continuous improvement. Additionally, consider a redesign of your workforce to access capabilities across people, process, technology, analytics and metrics. This may include working with both the CHRO and the chief information security officer (CISO) to upskill employees to become “citizen developers.” This approach will have the advantage of gaining a combined skillset that blends IT skills with knowledge of the business. By working directly with the CISO and the cybersecurity team to nurture “citizen developers,” you also improve your function’s ability to better manage the rising torrent of cyber risks.
In addition to assisting in skills development, you’ll want to motivate your people by creating a purpose-led vision of the future. This includes a clear development path with performance incentives. You’ll want to work with the CHRO to design individual programs that support the health and well-being of each of your employees. These efforts provide employees with more confidence in what they do and more satisfaction about where they work.
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موسومة تحت
الخميس, 16 سبتمبر 2021 10:14
تعليقات معهد المدققين الداخليين إلى لجنة الأوراق المالية والبورصات على الإفصاح عن تغير المناخ
انضم إلى IIA في معالجة قضايا ESG على المستوى العالمي والدعوة إلى تأكيد داخلي مستقل من خلال دعوة SEC في إنشاء إطار إفصاح واحد للإفصاح عن تغير المناخ
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المحتوى بالإنجليزية
IIA Comments to SEC on Climate Change Disclosure
Support greater attention on the important issue of sustainability, The Institute of Internal Auditors (IIA) on Friday delivered a message to U.S. Securities and Exchange Commission Chair Gary Gensler, encouraging uniform climate disclosure by corporations and recognition of the role internal audit plays in providing assurance around complete, accurate, and reliable information.
The IIA, a member of the International Integrated Reporting Council, is committed to addressing environmental, social and governance (ESG) issues on a global level and advocating for independent internal assurance. Internal audit, because of its holistic understanding of risks, is uniquely positioned to provide assurance on effective governance structures and systems of internal controls.
“Business performance is no longer judged purely on short-term financial returns. ESG issues represent a broad range of risks, including to external supply chains, internal operations, third parties, general control weaknesses, data accuracy, human capital, and more,” writes IIA President and CEO Anthony J. Pugliese, CPA, CGMA, CITP. “A single system of climate disclosures would provide an opportunity for comparability among corporations and investors and allow for more informed business decisions that consider ESG impacts. This also would enable long-term organizational resilience.”
Pugliese said internal audit, because of its holistic understanding of risks, is crucial to reliable and accurate disclosures and “would provide objective assurance, independent from management, that established control activities are properly designed and operating effectively, thus providing confidence and trust to stakeholders.”
“Listed companies that publish climate-related disclosures,” he said, “should acknowledge to shareholders whether they have an internal audit function that is sufficiently independent from management. This would contribute to confidence in the markets.”
Read the complete letter to SEC Chair Gary Gensler
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الخميس, 22 سبتمبر 2022 08:23
5 تحديات أخلاقية ستشتد مع زوال الوباء
لأكثر من عام، تم اختبار العالم من خلال التحديات الناتجة عن جائحة COVID-19. ردا على ذلك، أظهر المحاسبون مرونة هائلة
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المحتوى بالإنجليزية
5 Ethics Challenges that Will Intensify as the Pandemic Wanes
For more than a year, the world has been duly tested by the challenges resulting from the COVID-19 pandemic. In response, professional accountants have shown tremendous resilience. However, as jurisdictions around the world progress toward a more hopeful future, the ethics challenges the accountancy profession and stakeholders face are far from over.
In fact, they might intensify.
As the pandemic fades, many entities will be eager to demonstrate their potential by posting quick wins and an accelerating recovery. Others will continue to navigate the intricacies of government support schemes, and, as those taper, some entities will find themselves on the brink of insolvency. Just as the economic impacts of this crisis unfolded in an uneven and unpredictable manner around the world, so too will recovery efforts. Professional accountants must anticipate a continued period of heightened uncertainty and prioritize their ethics responsibilities all the more.
Since Q2 of 2020, members of a Working Group formed by the International Ethics Standards Board for Accountants (IESBA) and National Standard Setters (NSS) from Australia, Canada, China, South Africa, the U.K., and the U.S. have been meeting regularly to discuss the key ethics issues exacerbated by COVID-19. The Working Group’s charge is to develop implementation support to assist professional accountants in effectively applying the International Code of Ethics for Professional Accountants (including International Independence Standards) (the Code) when facing circumstances created by the COVID-19 pandemic.
Below is an examination of several ethics considerations that will be especially pressure tested during this period of recovery. Facing these conditions simultaneously demands renewed focus on the dynamics that exist in the relationship between professional accountants and entities as they face extraordinary circumstances for at least the next few years.
1. Pressures from an Uneven Economic Recovery: Accountants Must Be Agile Yet Resolutely Committed to the Code of Ethics
Every entity, sector, and jurisdiction will emerge from this global crisis differently. While at least one dose of the vaccine has been administered to approximately 60% of people in Israel, 52% in the U.K., 43% in Chile and the 45% in U.S. as of early May 2021, other countries do not anticipate vaccine availability increasing until at least the second half of the year. For professional accountants, that might mean working within employer organizations and serving client entities that are in vastly different stages of recovery. The truth of the matter is even when an economy fully reopens, there is likely to be at least 12-18 months more of rebuilding and playing catch-up that still has to occur. During this time of profoundly uneven progression, professional accountants will be under huge strain.
We all face a new reality ahead. The pandemic created myriad opportunities for unethical behaviour. The uneven recovery might breed more of these opportunities. These might arise, for example, from increased estimation uncertainty because previous estimations established during the pandemic will be based on facts or assumptions that might no longer apply. In the context of audits of financial statements, pressures from the client and from the rapidly shifting landscape during the recovery might weigh on judgments and decisions regarding the use of non-traditional audit procedures without proper regard for the fundamental principles of objectivity, and professional competence and due care.
Agility will be a critical skillset in navigating the uncertain months and even years ahead. Importantly, while remaining nimble, professional accountants must continue to adhere to the Code, including applying its conceptual framework in these atypical situations.
2. Demands for Greater Support and Efficiency: Auditors of Financial Statements Must Carefully Consider Independence and Familiarity Issues
In the coming months, auditors of financial statements must balance a multitude of unexpected variables. Client demands will likely increase and fluctuate widely. Audit firms will be asked to do things, formally and informally, to support and advise their clients. It’s imperative that auditors continue to acknowledge that the provision of a non-assurance service to an audit client, including advice or recommendations, might create independence issues and heighten ethics pressures. For example, auditors must be cognizant of the pressure to turn a blind eye, act without due care, inadvertently take on a management responsibility for an audit client, or provide inappropriate opinions on the viability of business operations and assets that have likely fluctuated tremendously. In some jurisdictions, such as the U.K., missed filing deadlines and the failure on some companies’ part to apply for extensions have led to automatically downgraded credit ratings. As a result, companies are pressured to have their audits completed quickly at any cost. The ethical responsibility to comply with the Code’s fundamental principles of integrity, objectivity, professional competence and due care, as well as professional behavior must remain top of mind.
In the wake of particularly challenging financial periods, some entities – especially those that are small and less complex – might want to avoid the additional complications and costs of engaging more advisors and feel inclined to streamline professional support by turning to their auditors. Auditors that provide such non-assurance services (NAS) to audit clients must continue to comply with the Code’s NAS and Fee-related provisions. In particular, auditors should be on the lookout for changes that might affect an audit client’s ability to make all judgments and decisions that are the proper responsibility of management. Further, it is important that the pressures of the pandemic do not undermine the auditor’s obligation to identify, evaluate and address threats to independence that might arise from the provision of such NAS.
The business environment in which the broader accountancy profession operates has gone through unprecedented changes. Such changes have implications on employing organizations, the internal operations of firms, the clients they serve, as well as the nature of certain client interactions and relationships. For professional accountants to maintain the highest standards of ethical conduct, and where applicable, be independent, they must remain alert to new information and changes in facts and circumstances. For example, think about public companies that link the finance team’s compensation to the organization’s performance. In such instances—especially at a time when these companies might be struggling financially—professional accountants (both in business and in public practice) must be keenly attuned to what motivates management, and how these motivations might bias key performance factors or indicators such as revenue forecasting, assumptions and estimates.
3. Risks Regarding Rapid Digitalization: Accountants Must Be Alert to Cyber Crimes
The rapid speed of digitalization and tech adoption has raised questions about how accountants and firms are to identify, evaluate and address threats to compliance with the fundamental principles and independence that might be created by the development, use and implementation of technology. In Australia alone, 79% of small and medium businesses say they are expanding software purchases for a more digital future, according to a Gartner study. Nearly half say digital solutions upgrades are happening as a direct result of the pandemic. Even under the best circumstances, the acceleration of digital transformation presents risks. In crisis circumstances, those risks increase exponentially.
For example, the pandemic saw cybercrimes and fraud increase globally as unusual and remote circumstances were taken advantage of and new ways to exploit a broader and deeper range of organizations and individuals were found. In the U.S., cybercrime reports nearly doubled in 2020, according to the Federal Bureau of Investigation. The U.K. saw at least a 30% increase. In parts of Latin America, cybercrimes spiked 60% in the early months of COVID when compared to the same period in 2019. This stark trend is unlikely to abate during the recovery phase, highlighting the continuing challenges to adhering to the fundamental principles of integrity, objectivity, professional competence and due care and confidentiality, especially as companies might have skipped steps or cut corners on cyber security and related measures to keep doing business in the remote environment. Professional accountants and firms should consider whether circumstances may warrant the use of specialists during this time to assist in identifying, evaluating and addressing new risks, such as cyber threats.
Moreover, as jurisdictions see some return to pre-pandemic norms, many entities will likely choose not to return to fully in-person workplaces, and many professionals, including accountants will elect to continue working remotely where possible to preserve the flexibility afforded to them during COVID. Employing organizations must become ever more diligent and innovative in transitioning back to in-person work. It is critical to consider architecting hybrid or virtual protocols that consider best practices, including for example, data hosting and management functions while faithfully abiding by ethical obligations. The risks of complacency are far too great. Professional accountants must apply a deeper understanding of data analytics and technology to their work while being fully attuned to the ethical risks in order to uphold the profession’s good reputation.
As professional accountants continue to evolve ways of working in a world that is more hybridized, with companies operating from both offices and employees’ homes, several personnel factors should be considered. First are concerns about the skills required to operate effectively and ethically in a more digital environment. The profession will need to further invest in professional competencies regarding technology and information systems. Related to that are concerns around capabilities and learning for new talent, who might be at a disadvantage stemming from a lack of in-person interaction with more senior colleagues.
4. Burnout and Mental Health of Teams and Talent: Accountants Must Strive for Resiliency and Solutions
There is growing concern around mental wellness and the state of mind that is required to think critically, rather than just accept information at face value. More than a year into the pandemic, individuals are under immense stress and many are suffering emotionally. In 2020, various studies showed that many adults in jobs that did not normally require them to work outside of their homes reported symptoms of depression and anxiety.
The accountancy profession must be cognizant of the mindfulness required to act competently, with integrity and due care, and to be objective in exercising judgments without being compromised by bias. As such, professional accountants must be conscious of issues colleagues could be facing—and not talking about—that might impact judgments and ethical decision making.
The need for strong organizational culture, with established and open communication channels, as well as protocols for how to address circumstances where staff might not be able to bring their full mental acuity to a particular task or job, is essential as complexities and stressors proliferate.
5. Predisposition to Focus on the Past: Accountants Must Recognize the Shift and Focus on the Future
One of the biggest challenges professional accountants face amidst the pandemic recovery will be continuing to seek out a better understanding of the issues that still lie ahead and what the ethics consequences of them might be. For example, the pace of digital transformation and use of technology such as machine learning automation in products and services has been unprecedented. In addition to the challenges related to cyber security and fraud mentioned above, it is imperative the profession stay on top of responsible automation.
As trusted advisors, it is the duty of professional accountants to be competent in these advancements where they are involved in their development and implementation. This involves attaining and maintaining the knowledge and skill required for the job. In the context of today’s world, this means learning how to properly understand threats to the fundamental principles of ethics from the technology. As new or unresolved issues from the pandemic emerge, it will result in higher degrees of uncertainty which will make it increasingly difficult to keep a focus on evolving the profession for the future, but this will be a necessity. Together, professional accountants must acknowledge how the pandemic changed companies and social norms and strive to be a step ahead.
Professional accountants, like others in the workforce, are operating within an unusual context right now. Around the world, corporate priorities and public expectations are changing rapidly. These changes will have implications on the accountant’s role. For example, the rise in stakeholder capitalism and subsequent call for Environmental, Social and Governance (ESG) reporting are leading investors to not only seek more reliable and comparable information in the area of ESG reporting, but also obtain assurance on such information. Professional accountants must answer that call.
While we begin to realize life beyond COVID-19, we must all be increasingly thorough in assessing the impact these changes are having on views and perceptions about ethics requirements, especially as it relates to the relationship between the accountant and the entity. Just as the pandemic increased risks of unethical behaviour, efforts to rebuild will equally increase opportunities to evolve for the better.
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موسومة تحت
الأربعاء, 21 سبتمبر 2022 14:26
ارنست اند يونج EY معترف بها كشركة رائدة في تقييم موردي خدمات الأمن الاحترافية لدول الخليج
حصول شركة EY علي لقب شركة رائدة في تقييم موردي خدمات الأمن الاحترافية لدول الخليج
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المحتوى بالإنجليزية
EY has been named a Leader in Professional Security Services in the GCC region by the IDC MarketScape.
The report is based on a comprehensive framework assessing 20 providers in the regional professional security services market on their current capabilities and future strategies in addressing the cybersecurity challenges faced by end-user organizations across the region.
According to the IDC MarketScape: GCC Professional Security Services 2020 Vendor Assessment, “EY has been able to create one of the largest teams of cybersecurity professionals in the region. Alongside the company's history of cybersecurity consulting worldwide and its partnerships with local and global technology and services players, this SOC makes EY one of the strongest cybersecurity services providers in the region. The company has invested in developing local talent and creating a large staff of cybersecurity professionals who are bilingual (in Arabic and English) and are nationals of GCC countries, which gives EY an added advantage in driving customer relations and satisfaction.”1
Wasim Khan, EY MENA Consulting Leader, says:
“We are extremely proud to be recognized by the IDC MarketScape as a GCC Leader in Professional Security Services. The diversity, depth and breadth of our team are a testament to our dedication to supporting security practices in the GCC region. The COVID-19 pandemic fast-tracked digitalization across all sectors, leaving no room for security uncertainty. Our broad cyber consulting portfolio which includes managed security services, have been crucial to executing critical turnkey programs quickly and efficiently for our clients in uncertain times.”
Clinton Firth, EY Africa, India and Middle East Cybersecurity Leader, says:
“The EY Cybersecurity team is very happy for recognition of the hard work over the years to build a world leading practice in the GCC, that is absolutely focused and driven to solve the most complex issues that our clients face. We will continue to invest and grow our cybersecurity business from strength to strength with the right professionals and assets to solely serve the continuing client demand; all in the face of the ever-increasing cybersecurity threats our client face.”
Varun Kukreja, Senior Program Manager at IDC, says:
“Though EY has been a critical Digital Transformation player in the region for more than a decade, their Cybersecurity practice has been pivotal in differentiating itself in almost all facets of portfolio offerings. More so, EY cybersecurity team dedicates itself towards co-innovating with their client base and taking problem solving to an elevated level."
EY continues to expand its security offerings, talents, and investments in the five core competencies of: strategy, risk, compliance, and resilience; data protection and privacy; identity and access management; architecture, engineering, and emerging tech; and next-gen security operations and response.
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الأربعاء, 21 سبتمبر 2022 13:07
نصائح واتجاهات التوظيف لعام 2021
من التوسع المفاجئ في العمل عن بُعد إلى طلبات خدمة العملاء الجديدة، كان لوباء COVID-19 آثار كبيرة على كيفية قيام شركات المحاسبة بأعمالها
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المحتوى بالإنجليزية
The Future of Finance: Hiring Tips And Trends For 2021
From the sudden expansion in remote working to new client service requests, the COVID-19 pandemic has had significant effects on how CPA firms do business. And while many disruptions might be behind us, the aftershocks will rumble on for some time.
Paul McDonald
Pandemic-driven changes creating benefits
As leaders scrambled to put new processes in place to navigate the effects of COVID-19 on the business, they have made progress in a number of areas. In a survey of senior managers:
41% say leadership communication is better now than it was pre-pandemic
37% think collaboration has improved
31% feel like there’s been substantial innovation over the past few months
Perhaps the most positive development is the way some companies have reimagined the hiring process. Of companies asked about their hiring methods in the age of social distancing:
57% are conducting interviews and onboarding remotely
40% have shortened the end-to-end hiring process
38% have advertised fully remote positions
These changes can help you act quickly and decisively when you’ve identified the right candidate for a position. And the prevalence of remote working means you can look further afield for skilled staff, giving your company access to a deeper pool of talent.
Accounting staff are in demand
One aspect hasn’t changed: It’s still a competitive hiring market for financial talent. You’ll have to fight hard for the best performers because many companies are ramping up recruitment. For example:
● Public accountants are a lifeline for small and midsize businesses right now. They’re helping clients navigate unpredictable cashflows, as well as shifting compliance requirements.
● Corporate accountants are tasked with finding new efficiencies that will keep businesses viable during financial turbulence.
● Government accounting departments have been forced to scale up quickly to address a raft of unprecedented financial aid packages.
● Financial services institutions are helping clients secure credit and reorganize liabilities during tough times.
● Healthcare companies need staff to deal with billing, reconciliations and new payment processes.
Retention still a concern
Skilled professionals are making career moves, even during a pandemic, and retention remains paramount. Unemployment is higher, but not that high for those with specialized skill sets, so in-demand accountants could be tempted to join another company. For businesses with currently lean staff levels, even the loss of a single skilled professional could be a serious blow.
In a separate Robert Half survey highlighted in the 2021 Salary Guide, more than eight in 10 managers said they are worried about losing valued employees. Here are their primary concerns:
· 55% are worried about losing staff over morale-related issues
· 50% have employees who are facing burnout from heavy workloads
· 37% imposed salary cuts with no prospect of raises in the immediate future
Salaries remain stable
Median salaries are fairly stable across the board, though (as ever) the best candidates in the hottest sectors will be looking to negotiate a bump in pay. Use the Robert Half salary calculator to ensure you’re paying at least market value for your region.
Remote work is the new normal
The pandemic sparked a mass exodus from corporate to home offices. This was jarring for many workers, but research in the guide suggests that few employees are in a hurry to get back to company HQ. Almost three in four workers say they want to keep working from home after the pandemic.
When hiring, you’ll need to balance the desire of highly skilled candidates to work from home with the needs of the organization. Fortunately, you’ll be in a much better position to make these calls than you were in late March, since your firm should now have more data and anecdotal evidence to draw on regarding the productivity and morale of remote workers across your teams.
Tech skills are essential …
If you’re looking to add to your remote teams, new recruits should be tech savvy and capable of learning new systems with little or no in-person training. They need to be able to work with cloud-based systems, understand IT security protocols and be comfortable using digital communication tools. Home-based workers also need to have the basic IT skills to solve common computer and networking issues, as they won’t have hands-on support from a helpdesk technician.
However, while it’s easy to be dazzled by the new and exciting world of remote working, keep in mind that collaborative platforms like Slack and Microsoft Teams are much easier to master than specialized accounting software. Microsoft Excel, QuickBooks (for smaller businesses), enterprise resource planning (ERP) systems and similar applications remain the gold standards, and you should assess candidates’ resumes accordingly.
… but so are soft skills
When is an Excel wizard with a fully equipped home office wrong for your organization? Perhaps when their track record or interview performance suggest that they struggle to collaborate with colleagues, or that they find it difficult to adapt to changing goals and circumstances. In these challenging times, soft skills such as critical thinking, resilience and flexibility can be every bit as important as technical expertise.
The need for these attributes is not driven just by the pandemic. As new technology such as AI becomes an integral part of finance jobs, you’ll place a greater emphasis on the kind of human values that can’t be replaced by an algorithm.
Flexible staffing is the future
Flexible staffing — an adjustable mix of full-time and interim professionals — is a strategy many companies have long been using to temporarily access specialized expertise and scale their teams as needed without overburdening full-time staff. It is tailor made for the current situation. Asked why they worked with interim professionals, more than a third of senior managers said it was to remain agile during the economic turmoil.
Predicting the future has never been harder. But if 2020 has taught us anything, it’s that uncertain times reward companies that are nimble and innovative.
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