Talent retention and engagement are among the biggest challenges for CPA firms. Finding qualified staff has been the top issue for all categories of firms except sole proprietors in the AICPA’s PCPS CPA Firm Top Issues Survey for several years, so investing in professional development is no longer optional—it’s essential.
Traditional performance reviews often fall short in fostering growth and engagement. That’s why Boomer Consulting started taking a process-driven approach to professional development that creates clear pathways for employee growth, promotes accountability and aligns individual aspirations with the firm’s strategic goals.
Shifting from performance management to growth-oriented development
We recognized years ago that the traditional annual review process wasn’t enough to drive real development and switched to quarterly performance reviews. However, this year, we implemented Growth Path meetings. These structured, forward-looking discussions build a roadmap for each employee’s success.
During an annual Growth Path meeting, every employee meets with HR, their direct manager, and their manager’s manager in a 1.5-hour session. These meetings differ significantly from traditional reviews in several ways:
They’re separate from salary and bonus discussions. Compensation is important in talent management but shouldn’t dictate professional development conversations. Decoupling these discussions ensures a focus on growth rather than financial negotiations.
They emphasize self-evaluation and long-term aspirations. Employees assess their core competencies, identifying strengths and areas for improvement.
They use the “My Bold Future” Worksheet. Employees articulate what they want to be, have, do, create, and experience—personally and professionally.
They identify alignment gaps. Employees and leadership examine how current roles align with their vision and where gaps exist.
They establish a structured development plan. Each employee walks away with a concrete set of skills to develop over the next year.
This structured approach creates clarity and transparency, allowing employees to take ownership of their growth while ensuring leaders are actively engaged in their professional journey.
Why include the manager’s manager?
We implemented an important change to include the employee’s manager’s manager in the Growth Path meetings. This addition is beneficial because it helps employees better understand the firm’s strategic direction and see how their roles contribute to the bigger picture.
It also gives leaders deeper insight into individual aspirations and performance. Instead of relying solely on secondhand feedback, upper management gains firsthand knowledge of each employee’s career trajectory and performance.
Quarterly check-ins drive continuous improvement
Growth Path meetings set the foundation, but continuous development requires ongoing accountability. That’s why we also hold quarterly meetings between employees and their managers. These check-ins ensure employees make progress toward the goals they identified during their Growth Path meeting and provide an opportunity to adjust as needed.
A few elements make these meetings successful:
Each meeting starts with a positive focus. Employees reflect on what’s gone well since the last meeting. This reinforces progress and accomplishments.
We revisit goals. Are they still relevant? If not, we can make adjustments. If an employee falls short of a goal, managers facilitate discussions to understand the reasons and determine solutions.
We define the next steps. Clear action items ensure forward momentum.
By breaking goals into quarterly milestones, employees receive continuous feedback and course correction, keeping professional development initiatives proactive rather than reactive.
Why a process-driven approach works
Firms that don’t invest in professional development risk higher turnover, lower engagement and decreased productivity. A process-driven approach ensures employees receive structured and equitable development opportunities rather than ad-hoc feedback. It also helps employees understand their career trajectory and what they need to do to advance.
Professional development should be an ongoing process, not a one-time event. By integrating structured Growth Path meetings and quarterly performance development meetings, you can cultivate a culture where employees feel empowered, engaged and motivated to grow within the firm.
Firms prioritizing process-driven professional development will have an easier time attracting, retaining and developing talent. Remember, leadership isn’t just about setting expectations—it’s about providing the tools and pathways for employees to exceed them.
Could you benefit from structure and accountability as you strive to push your firm forward?
The Boomer Process Circle is a peer group of top Process and Lean Six Sigma leaders in the accounting profession who share tools and resources for pushing change within their firms. Apply now to tap into the experience and expertise you need to lead the charge for continuous improvement.
Parker Bohon, Solutions Coordinator at Boomer Consulting, Inc., is excited to work closely with our members. Her primary focus is on our communities, including the Boomer Technology Circles, CIO Circle, and Marketing and Business Development Circle.
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