By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 23, 2026 | 29-minute read TL;DR — The Short Answer A senior accountant onboarding plan should validate the experienced hire’s actual capabilities quickly, teach the firm’s standards and systems without forcing the person through entry-level repetition,
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By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 22, 2026 | 30-minute read TL;DR — The Short Answer Tax research training for junior accountants should teach staff to define the issue and facts, locate current and applicable authority, evaluate how strongly each source supports
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 22, 2026 | 26-minute read TL;DR — The Short Answer A CPA firm performance review should evaluate four separate things: the results an employee delivered, the capabilities the person can demonstrate consistently, the quality of professional
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 22, 2026 | 24-minute read TL;DR — The Short Answer An accounting firm mentoring program should help employees interpret experience, develop professional judgment, navigate career decisions, build relationships, and prepare for greater responsibility—without making the mentor
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 21, 2026 | 23-minute read TL;DR — The Short Answer A tax manager development program should build three connected capabilities: reviewing returns and risk, coaching people so quality improves before the next review, and leading clients
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 21, 2026 | 20-minute read TL;DR — The Short Answer Accounting onboarding KPIs should show whether a new hire is producing more useful work, with fewer avoidable corrections and less manager rescue, while progressing toward clearly
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 21, 2026 | 18-minute read TL;DR — The Short Answer Client Accounting Services training should build three progressively harder outcomes: staff who can close the books accurately, explain what changed and why it matters, and advise
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 20, 2026 | 24-minute read TL;DR — The Short Answer Accounting managers should hand off work when another employee can own a clearly defined outcome within approved authority; review work when risk or development requires independent
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 20, 2026 | 24-minute read TL;DR — The Short Answer A CPA firm has key-person risk when a critical client relationship, technical conclusion, review responsibility, workflow, system, deadline, or business decision depends on one person and
By Vincent Howard, CPA | Managing Partner, Howard, Howard and Hodges | SkillAbility for Accounting Firms Last updated: July 20, 2026 | 21-minute read TL;DR — The Short Answer Accounting training ROI should measure whether development changes work—not whether employees complete courses. Calculate the full cost of training, then measure the financial value of manager
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