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• W2993905365 abstract "A benchmarking study discloses how the profession is changing and which job functions are at risk. Conventional wisdom holds that accountants in commerce and industry somehow are immune to the current epidemic of corporate rightsizing, in which companies pare work forces and reorganize business units to create leaner and meaner enterprises. The conventional wisdom may be wrong. In the last few years, the Bureau of Labor Statistics reports, tens of thousands of non-managerial bookkeeping, accounting, auditing, payroll and billing jobs were eliminated. While some of these jobs were automated, most of them simply were scratched from the organizational charts because they were seen as low-value activities irrelevant to the trimmed-down organization. This article examines the trends emerging from the wave of rightsizing or, as it used to be called, downsizing. lt also suggests how accounting staffs will be affected by these changes and offers company leaders a tool for analyzing their operations with an eye to rightsizing: benchmarking. While these trends in financial and accounting staffing obviously are of vital personal and professional interest to accountants who work in commerce and industry, CPAs in public practice also should take note: These shifts in human resources will affect the way CPA firms deal with their clients. THE FIRING LINE The experiences of Ford Motor Co. and Digital Equipment Corp. show how rightsizing has affected the profession. Each company faced highly publicized financial problems and each acted to correct them. Between 1980 and 1986, Ford cut overall employment by nearly a third, to 350,000 employees from 500,000, emerging a much stronger company. But during the same period, its financial and accounting staff was slashed by half, to 15,000 from 30,000, and in one key manufacturing segment, the accounting staff was cut two-thirds, to 700 from 2,200. Digital's experience was similar. Its overall financial and accounting staff was slashed to less than 4,000 in 1991 from 6,800 in 1986; by 1994, the goal is to cut staff to fewer than 3,000. Further, the accounting staff that supported a major sales and marketing group comprised 1,500 persons in 1987; in 1989 it was cut to 1,000 and in 1992 to 800. Yet, according to Digital, even with 700 fewer employees, no value-added work fails to get done, and several senior managers believe the staff still could be cut further. ARE CPAs EXEMPT? While rightsizing has eliminated vast numbers of jobs in the economy as a whole over the past decade, financial and accounting departments still retain relatively large staffs. With some exceptions, accountants by and large were not affected by rightsizing as severely as other employee groups. That apparent discrepancy raises some obvious questions: Was the recent rightsizing a short-term phenomenon? Will accounting employment ranks begin to rise again? Or will rightsizing continue to trim them? This article can't answer these questions authoritatively; not enough information is available and reorganization strategies still are evolving. However, I believe not only that management accounting staffs will face more layoffs but also that the role of the management accountant will change. Accountants will have to learn to add more value to their work, while they do so in less time and with fewer people. What's behind these predictions? For years, not enough was known about how businesses in general organized and managed their financial and accounting departments. As a result, it was difficult to measure the departments' efficiency in practical terms. For example, there were no reliable data on how much businesses spent on their in-house accounting functions, what optimal staff levels were for these functions or how financial and accounting departments could be structured to support the overall organization most effectively. …" @default.
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• W2993905365 date "1993-10-01" @default.
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• W2993905365 title "How Safe Is Your Job" @default.
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