Soft Skills for the Professional Services Industry by Creutzmann Andreas;

Author:Creutzmann, Andreas; [Creutzmann, Andreas]
Language: eng
Format: epub
Publisher: John Wiley & Sons, Incorporated
Published: 2022-03-26T00:00:00+00:00

A company's size determines the quantitative targets that are well known to professionals. For them, it is obvious to quantify as many targets as possible. After all, anything that can be measured is also easier to monitor in terms of target achievement. For this reason, professionals are often extremely interested in making every goal quantifiable. We also recommend this to our clients. Peter Drucker said, “If You Can't Measure It, You Can't Manage It.” This quote has stuck in the minds of many managers and professionals and has been considered an important management principle since the introduction of the Balanced Scorecard.

More than 25 years of professional experience have shown me that there is still a large number of qualitative goals that often cannot be measured at all. For example, I consider it an important goal for a partner and manager to create a work environment that enables their employees to perform exceptionally well. This includes, primarily, the way employees interact with each other. Closely related to this is team spirit. Although the level of turnover in the team or in the company can be a first indication of the quality of the working environment, there are many cases where an intact working environment exists but employees still leave the company for completely varied reasons. So how do you measure the quality of the work environment, or the conditions in which employees are working? It seems to me that quantifying this is much more difficult than expressing a revenue target.

The quality of services provided by a professional should also be at the highest possible level and is often not measurable either. A successfully passed peer review by an external quality control auditor may give an initial indication of the quality of an accountancy practice, but experienced professional colleagues know the limits of a positive judgment in a peer review. This is because it is quite easy to see that a peer review passed without any deficiencies in an individual case says nothing about the actual quality of a tax consulting service or a business consulting service. This is because the peer review essentially examines the quality control system or the processes in seal‐bearing engagements to determine whether they function or not. The recognition by the tax authorities in the context of a tax audit says nothing about the actual quality of a tax consulting service. This is because it does not show whether there might have been a more advantageous arrangement.

These are just two of many examples that show that not all goals can be quantified. Qualitative goals are also important and should also be formulated in writing.

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