![]() If your business cannot operate efficiently with a remote workforce, then think about what other arrangements you can allow for those who must come into the office. But work-from-home doesn’t always have to be a deal-breaker. (Robert Half gave early warning of this possible development when we reported this spring that one in three professionals working from home said they would look for another job if required to return to the office.)Ĭompanies that allow employees to work off-site will have an advantage over those that don’t. Without question, the desire to work from home - whether due to the improved work-life balance it offers or the health concerns about sharing office space - has been a prime driver of the so-called Great Resignation. Employers who have insisted they do may have inadvertently pushed valuable staff to leave. While the move was initially a business necessity, it largely proved to be a great success - so much so that many workers today don’t understand why they should return to the office on a full-time basis. The COVID-19 pandemic forced businesses to send employees home and quickly put in place a remote work model. If you’re trying to bring in or hold on to skilled talent, here are a few suggestions for how to make sense of this chaotic hiring market - and gain a competitive advantage in the process: 1. For many hiring managers, recruiting and retention have never been so challenging. Bureau of Labor Statistics in recent months. The second is the so-called Great Resignation, evident in the unusually high quit rates reported by the U.S. The first is the nationwide talent crunch, with companies struggling to source the skills they need to grow. That sounds like good news for everyone - but there’s a catch or two. They’re rolling out ambitious expansion plans and looking to hire talented professionals who can bring those plans to fruition. What are the alternatives that you might consider and what are the potential consequences of each alternative?Ĥ.After reeling from a pandemic-driven slowdown, many companies are now gearing up for growth. What is the ethical dilemma that you face?ģ. ![]() What is the effect of the change in the amount of the depreciation expense on the company’s second-quarter earnings?Ģ. She tells you that depreciation is only an estimate and that the CFO will change his mind about estimates based on earnings.ġ. ![]() So, tactfully, you ask Karen for an explanation for the change. Surprisingly, you come up with the same amount again. At first you thought that you must have made some mistake in calculating the amount of depreciation, so you recheck your calculations. She says she will need to review the adjusting entries and earnings calculation with the CFO.Īfter reviewing your work with the CFO, Karen tells you to change the entry that you recorded for depreciation expense on the company’s fleet of trucks from $229,000 to $184,000. ![]() Karen instructs you to let her know as soon as you have the estimated earnings for the quarter. One of your first assignments is to prepare the adjusting entries for the end of the second quarter and to draft the income statement. You report to Karen, the director of financial reporting, who in turn reports to the CFO. Assume that you were recently hired as a staff accountant for Environmental Solutions, Inc.
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