■ Accounting
■ Accounting
tives . We have introduced , and continue to roll out , NextGen leadership programs for our core industries . Through skills building , career mentorship from practice leaders , and networking , the goal is to inspire our next generation of firm leadership . Earlier this year , we also launched a wellness benefit reimbursement program for all employees . Whether their passion is going to the gym , skiing , taking karate classes , or exercising at home , the firm reimburses employees up to $ 600 for equipment , lessons , and memberships that help them maintain physical and mental wellness .
Goldstein Lieberman & Company LLC Phillip E . Goldstein CEO
What better way to create an improved office culture than to begin it at a “ New And Improved and Much Larger ” Corporate Headquarters said Phillip E . Goldstein , CEO of Goldstein Lieberman & Company LLC . The GLC Firm has a head start on an amazing future at their new state-of-the-art Corporate Headquarters .
Now operating from 225 Brae Boulevard in Park Ridge , New Jersey 07656 , the firm will be better able to accommodate its steady and impressive growth , with significantly larger office space for an increasing number of team members with upgraded conference facilities and technological advancements for its rapidly growing employee and client roster .
“ I call it back to the future ”, Goldstein adds . “ Our insistence on maintaining a well-equipped , state of the art office which helps attract and maintain a “ new-fashioned ” staff that clearly prefers to work outside of their home – a place where comradery with colleagues and clients is a traditional part of the corporate culture .” According to Goldstein , this is the culture that has contributed to the company ’ s rapid growth . He maintains that in the new , “ larger ” location the firm will continue the face-to-face tradition that has led to life-long relationships with the vast majority of their clients .
Goldstein Lieberman & Company has found that the next generation of accountants want to learn in person from more seasoned professionals . While we still can do Zoom or Team calls , our professionals prefer the personal touch .
Grassi Michael Hochman , CPA , CCIFP Partner , Co-Leader of New Jersey Market
Grassi conducts employee surveys throughout the year to gauge satisfaction and elicit feedback on the workplace experience . We have used this feedback to continually enhance the culture , benefits and opportunities we offer our team members . Once unheard of in the accounting industry , hybrid work schedules and remote work remain popular options for many employees . Grassi ’ s history of flexible schedules and customized work arrangements long pre-dates the pandemic and has helped us retain key employees through life ’ s many milestones and changes .
We have also responded to the philanthropic inclinations of today ’ s workforce by introducing Grassi Gives Back , a program that provides paid volunteer time and opportunities for employees to contribute more tangibly to the organization ’ s longstanding corporate support of local nonprofits . Grassi has expanded our DEI programming , partly in response to our employees ’ desire to play an active role in promoting diversity and inclusivity . Grassi took a huge step toward cementing this employee-centric culture long-term through the establishment of our Employee Stock Ownership Plan ( ESOP ) last year . ESOPs are proven to attract / retain employees by giving them an ownership stake in the company . This paved the way for an alternative practice structure , whereby our nonCPA employees can also aspire to become partners .
Smolin Lupin & Co ., LLC Sal Bursese , CPA Chief Operating Officer
At Smolin we have improved the office culture by recognizing and prioritizing work / life balance . We encourage the staff to work in the office as it enhances their overall learning experience . As a result of our company culture , the majority of employees come into the office or work at a clients ’ location on a daily basis .
I believe we have built a camaraderie with the younger generation because the Partners and the experienced staff have taken an interest in the next generation . We are not all business . We are genuinely concerned with their personal lives and assist them when we can .
All work , all day , does not make for a happy place . This has been Smolin ’ s philosophy for a while and is demonstrated by our low turnover rate . We are family at Smolin and have an opendoor policy that assists in our communication with the younger generation . There are times they just want to talk about sports or life issues , which makes them feel at home and comfortable . We stress to them not to sweat over any pressure . We are all here to work together , and no problem is too big to solve . Our success comes from working hard and playing hard .
Traphagen CPAs & Wealth Advisors Robert J . Traphagen , CPA , CGMA Managing Partner
The culture of a firm is centered around whether an associate feels valued , supported and is truly part of the team . At our Firm , our core values of : Vision , Care and Trust , have helped us foster a team culture , where our associates have a sense of purpose and belonging . This is a significant factor in attracting the next generation of accountants .
How to Attract NextGen Accountants :
◾ Celebrate & Project Who You Are : Share your story and place emphasis on your core values and social responsibilities through social media and your website which will attract the next generation of associates .
◾ Invest in Your People : Embrace Individualized mentoring to establish a Pathway and timeline for personal and professional success within your firm .
◾ Engage & Retain : Encourage entrepreneurial dialogue , implement , and support flexible work options , and promote wellness in the workplace . Embrace Technology : Invest in technology to streamline efficiencies and digitize processes – this will attract Gen Zs , who are the first digital natives , a generation born into a world of technology .
It is imperative that firm leaders understand this new generation and recognize their potential impact which will be a key ingredient in the success and sustainability of their firm !
WilkinGuttenplan Daniel T . Fiorentino , CPA , CGMA Managing Shareholder
Our firm ’ s culture has remained strong for over forty years : focus on the people . When employees are heard , valued , and respected , they then provide better client service .
We have decided not to mandate any ‘ back to the office ’ requirements . While some staff still prefer to go to the office every day , it ’ s their decision , and we ’ ve expanded our hybrid footprint into several new states . We still recognize the importance of face-to-face time and fly in all employees several times throughout the year for company-wide training and social events .
We embrace flexibility in our schedules , not enforcing any specific hour requirements , but rather , we let the staff decide what time commitment works best for them . This flexibility even extends to what hours during the day they want to work and what practice areas they ’ d like to focus on . We prioritize work results and great client service , not where you are sitting or what time of day it is . This empowers our staff to determine what ’ s best in each individual situation . In fact , our firm ’ s internal motto , developed by the manager group years ago , is “ external success via internal success : it comes from within .”
20 COMMERCE www . commercemagnj . com