Sole practitioner based in Devon, hanging up calculator and throwing desktop out the window on 29 March 2019, in order to get a life!
Given some of the responses to last week's Int Woman's Day article goo.gl/mzpFuE this topic is timely, if not well overdue.
We all grow up with unconscious (implicit/inherent) bias of one kind or another and I think the way to handle it is not to beat your self up when you become aware of it and/or not reacting with the classic get out "political correctness gone mad".
My daughter is a surgeon, about a year away from making consultant, and, in her male dominated world, she has to deal with bias on a regular basis, eg being asked by surgeon attendees to get them a coffee when she was setting up to give a lecture or being called nurse in theatre when scrubbing up (some of this was conscious).
This has all been magnified by her taking maternity leave last year and now being seen as a lesser being compared to her male contemporaries. What's so sad is that, as women are also not immune from inheriting patriarchal social bias, she has to fight the feeling she is now subordinate.
Harvard University has been running Project Implicit for 20 years, it's worth taking the test: https://implicit.harvard.edu/implicit/uk/
The majority of responses have made me even happier to be quitting this 19th/20th century profession in a few weeks.
Clearly, as in so many areas of business, many people seem incapable of standing back and recognising either conscious or unconscious gender bias.
Business has still got a long way to go until women are viewed and treated equally and whilst not meddling, as some people see it, might still allow all talent to float to the top, if it hadn't been for Suffragettes I dare say we'd only just have celebrated votes for women.
As far as celebrating a Man's day in business, that's the equivalent of creating a "White lives matter" day for racial bias.
Like DJKL, this was my last tax year in the biz but I haven't had anything like the above since, in 2007.
We reset our own information deadline from 31 October to 5 July, then made sure we sent countdown reminders at the end of April, May & June. That first year we received over 70% of tax return info by the deadline and, in years since the average has been about 85%.
This is so easy to do and, rather than complaints, clients really appreciated the encouragement to clear it all in good time and not worrying all summer long that they still had to get the tax info together for Paul.
At the end of the day fellow accountants, this last minute stuff is pretty much all down to us, if you give clients 6 months to get the information to you, most will leave it to the end of the 6 months and, whilst you're trying to ramp up for that sudden influx of work, the rest are sitting there oblivious or waiting for a reminder, that doesn't often arrive till December. So who set up the problem?
Three months is more than enough time for someone to get their stuff together, so go on, give it a try.
And, for goodness sake if, as described above, a client gives you grief then 2 strikes and out, you don't need them, your health and wellbeing is more important than theirs.
Reference my response above, I would always prefer to do tax returns and accounts in the Summer/Autumn and not have the grief of the winter rush regardless of how many thousands I could then charge for late info, and we used to double the annual fee if the info came in after 1 December.
For us it was just daft to send out tax return and accounting info checklists at the start of April only to end the email with, "Don't forget we need all of the above by 31 October".
What is the person going to do, will they rush to get it all done and dusted there and then or stick it in a draw for 7 months?
So all we did was replace 31 October with 30 June.
I tried the fee punishment route 10 years ago and it did nothing for long term relationships.
All solved at a stroke when, per Jennifer's number 4, we set the deadline for 3 months after the tax or accounts year. We used 31 October before and 70% of clients got their info to us in the last week of October, still causing grief December/January.
That's far too much rope, if a client can't get their info together in 3 months then they can go and pester someone else. We immediately got over 70% in within the 3 months, and it's got better over the years.
It's refreshing to get amusement from a source other than Brexhit, in particular to learn that the 21st century way to settle timesheet grief is via an app with people clocking in and out :)
35 years of timesheet grief and now 12 years without, so I have no need to debate it.
You can say that again!
""Cloud" has become a trendy word and every one wants to sound trendy and cool"
Oh my goodness, so I've been trendy and cool for 7 years, that's a first, don't tell the kids!
Or, where some see threats others see opportunities.
I wonder whether the following phrase will come as a bit of a shock to some firms.
"final accounts become more of an output option within the accounting-compliance workflow"
The vast majority of Limited companies are micro entities and therefore able to take advantage of FRS 105. If they also use (or are starting to use) cloud accounting, and are therefore able to view their P&L and Balance sheet many times a year, it soon becomes obvious that the statutory accounts, that the profession has for so long relied upon for mystery and fees, are of little, if any, significance.
From discussions on here over recent years there are many firms who have not only ignored FRS 105 but have also resisted the move to cloud accounting and may also be the ones saying that the latest accelerant, MTD, will not happen.