Case study: Thomas Hopper and Partners

On-the-job learning pays dividends

Cost effective recruitment and training of staff is a key issue for small to medium-sized accounting firms. Scott Costain, a partner at Thomas Hopper and Partners (THP), Milsons Point, believes that encouragement of staff education pays dividends. “You hear about Gen Y employees being picky and hard to retain. But when you find the right fit between the person and the role and encourage on-the-job and other learning, there are benefits all round.”

THP is a three-partner firm with a total of thirteen staff. Its clients are small to medium businesses from the North Shore, the City, and further afield, with superannuation a major focus. The firm provides business services, tax advice, statutory audits, and the tax and audit aspects of self-managed superannuation funds. Many clients come through word of mouth recommendations – the best form of advertising, according to Costain. The firm is highly focused on the community, with fund-raising and special events. Its location near Milsons Point railway station, with views of the Bridge and harbour, is another asset in attracting and retaining staff.

Practical experience an advantage

One junior accountant and former trainee is now studying accountancy after gaining a Certificate III in Business while working as the firm’s receptionist. She hopes to transfer to university studies once she gains her Diploma. Having joined the firm with no clear ambitions, she found a field that interested her. “This young woman had obvious aptitude: even as a trainee she was calling the ATO on behalf of clients and handling ASIC forms,” Costain says. “If someone has an inkling that they’d like to be an accountant, an entry-level traineeship has a lot to recommend it. You see the range of the work, the guts of it without any romanticisation, and the long-term effects. In her current studies, our junior accountant has an advantage over many of the other students, because of her practical experience.” Her on-the-job experience has gained her an exemption from at least one strand of her current course. “For some students, the course is very much theory,” she says, “but I’ve seen the practical applications so it comes more easily.”

Her traineeship was managed by WorkVentures. “A client mentioned WorkVentures to one of the partners,” Costain recalls. “We knew that a traineeship represented a cost-effective way of adding an entry-level employee. WorkVentures listened very carefully to our company needs and tailored the Certificate III modules to suit our work practices. And with WorkVentures, there’s no administrative burden. You pay a weekly charge, then they handle the payroll plus all of the associated on-costs. Administration is not a profit centre for us, so we need to be efficient.”

THP recently took on another trainee as the firm’s receptionist. “The reception area is somewhat isolated,” Costain says, “so you need someone who’s reasonably independent.  A receptionist needs a good manner, communication skills, a pleasant personality and respect for confidential information. She’s the front-desk person for the company, and the first voice people hear on the telephone. With the right support, a trainee can make the transition from school to the workforce, gaining all-important experience. I remember frustrating job interviews when I’d just graduated. Employers would be looking for experience, while I was thinking, ‘How do I get the experience if no-one will give me a job?’”

Supporting the employer's needs

Through WorkVentures, THP was able to interview six potential trainees, of whom two were called for a second interview. The THP administration manager took a lead role in the recruitment process. The successful applicant has now been at the firm for six months. “She’s suited to the role and gets on with everyone,” Costain says.

Even unforseen issues have been dealt with effectively and efficiently. Between the junior accountant and the current receptionist, there was a hiatus after a trainee’s sudden departure. Costain says that WorkVentures acted swiftly. “It was reassuring that their priority was not just placing a trainee but offering service to meet the employer’s needs. That gave us confidence in the system, and from the next round of interviews, we hired someone we’re very pleased with. Things were a bit quiet here while the ATO computers were down, so she was able to go ahead with her training modules during work time.”

Costain has already recommended WorkVentures to one of his clients, and believes that other members of the Institute of Chartered Accountants may find traineeships useful.