CPE & Event Calendar

Organizational support for alternative work arrangements (AWAs) is essential for the effective implementation of AWAs in public accounting, yet studies consistently suggest that such organizational support is lacking. Despite mass adoption of telecommuting (one type of AWA) during the COVID-19 pandemic, recent evidence suggests that firms vary greatly in the extent to which they plan to support telecommuting in the post-pandemic environment. Using a sample of 133 public accounting professionals, we explore whether several factors under the organization's control influence perceived organizational support for telecommuting and whether such support is linked with perceived career penalties from telecommuting usage and turnover intentions. Findings indicate that supervisor support for personal/family needs and procedural justice regarding telecommuting requirements are positively associated with perceptions of organizational support for telecommuting. Greater perceived organizational support for telecommuting is associated with both lower perceived career penalties from telecommuting usage and lower turnover intentions.

This study examines how a paradigm shift from traditional to digital audits could affect the audit expectation gap. It uncovers possible new areas of the expectation gap and threats and challenges resulting from this paradigm shift. The findings suggest that audit digitalization will result in the profession transitioning from the defensive approach of educating users on auditors' duties to a constructive approach of using digital tools to perform some of the duties that users expect of auditors. Digital technologies have the potential to enhance internal controls and facilitate fraud prevention and detection, thus narrowing the expectation gap with these critical issues. The potential benefits of switching to the constructive approach include lower costs for audit firms, enhanced audit quality, and improved client perceptions of auditors.

Regulatory, reporting and disclosure requirements surrounding employee benefit plan auditing are growing and changing. Audit deficiencies are more common than firms care to see. The risk of plan failures or fraud is always present for plan sponsors. Learn about the complexities, trending issues and steps you can take to be up to date on regulatory, audit and accounting requirements, perform quality audits and serve your clients with timely and accurate advice.

Risk oversight by the board of directors is a key component of a firm's enterprise risk management framework, and recently, boards have paid more attention to their firm's tax-planning activities. In this study, we use a hand-collected sample of proxy statement disclosures about the board's role in risk oversight and provide evidence that risk oversight is negatively associated with both tax uncertainty and overall tax burdens. We find that risk oversight is most strongly associated with positions that yield permanent tax benefits and also with less risky tax-planning activities. Overall, the evidence suggests that board risk oversight is associated with more effective tax-planning practices.

Cover fundamental functions, concepts and techniques that provide a firm foundation for our workbooks. Continue to integrate these items as we proceed throughout the series. This is part 2 of a 10-part series Module 1: Fundamental Features Module 2: Fundamental Functions, Concepts, Techniques Module 3: Six Critical Excel Functions Module 4: Handling Errors and Comparing Lists Module 5: Date and Text Functions Module 6: Time-Saving Techniques Module 7: Introduction to PivotTables Module 8: PivotTable vs. Formula-Based Reports Module 9: PivotTable Wrap-Up and Web Data Module 10: Getting, Preparing and Summarizing Data

Firms often ask supervisors to appraise subordinates' potential to succeed in higher-level positions. These appraisals can take place within social and organizational contexts that emphasize improving the experiences of females in male-dominated settings. Using this context, we experimentally examine whether supervisors differentially interpret and use the same accounting information when appraising the potential of subordinates of different genders. We draw on attribution theory and research suggesting that a diversity emphasis sends two conflicting signals-females are less able than males, but more valuable from a diversity standpoint. We find that supervisors' beliefs about subordinates' abilities in their current positions are lower for female than male subordinates. While prior research suggests this should result in supervisors appraising female subordinates' potential as lower than males', we find the opposite. Our results suggest that firm efforts to improve the workplace experiences of females may do little to mitigate underlying gender stereotypes.

The offshoring of external audit work to so-called low-cost countries is prevalent among the Big 4 professional services firms. Despite this, our understanding of how this form of offshoring influences audit practitioners and the audit process is limited. This course examines how and why offshoring emerged as an organizational matter that changed the way audit work is organized in a Big 4 firm context. Study findings demonstrate how changes in the design of offshoring processes influence interactions between onshore and offshore auditors. We'll: Uncover how individual ``boundary spanners'' struggle to coordinate audit work across the multiple boundaries that separate onshore and offshore auditors. Show how the institutionalization of ``boundary spanning'' functions in organizational structures and processes can have the unintended consequence of widening the boundaries between onshore and offshore auditors. Offer evidence of the effect of offshoring on the learning process of onshore and offshore auditors.

This course explains the wine industry market trends and activities in that environment, such as the Global Beverage Alcohol merger, Acquisition Advisory firm?, Pre-transaction valuation, and Strategic Advisory Services.

Early distribution penalties and 60-day rollover failures are prevalent issues that tax preparers must handle despite the size of the firm or the wealth of your clients. There are penalty exceptions and waivers, but some issues have no possible resolution. Note: This class presents an in-depth discussion of issues presented in the instructor's class Retirement Distributions: Planning Options.

This study examines associations between auditor provided tax compliance and tax planning services and tax avoidance and tax risk. Collectively, our results suggest that companies paying their auditors for tax planning advice are more effective tax planners (in terms of higher tax avoidance and lower tax risk) than firms that do not engage their auditor for tax work. Our tax avoidance results are more pronounced for clients of auditors with more tax expertise and longer tenure, as well as for firms with higher tax and operational complexity. We also find that our tax avoidance results hold only when firms also engage their auditors for tax compliance work, which is consistent with auditors seeking to minimize reputation threats. Our study's unique hand-collected panel dataset provides a more precise and nuanced perspective on the role auditors play in tax outcomes.

Benefit plan audits, a material but less understood public accounting service, represent a non-audit service that is "audit-related." We explore the implications of benefit plan audits for the financial statement audit and find that performing a benefit plan audit for a company significantly increases the likelihood that the firm will be selected as a company's financial statement auditor in the future, particularly for smaller audit firms. Companies that engage the same audit firm for both their benefit plan and financial statement audits have a significantly lower likelihood of misstatements and shorter audit report lags. There is also evidence consistent with the joint provision of these services creating greater bonding and higher switching costs for the financial statement audit. The findings speak to the continued debate over the effective market expansion of financial statement audit providers, audit quality determinants, and audit efficiencies.

Businesses are starting to be measured and evaluated on more than just their balance sheet. Join Jennifer as she delves into the world of sustainability and how accounting firms are uniquely positioned to take on this new service, offering a deeper view into your clients and the health of their organization. We will define what sustainability in business means in today's world and why it is quickly becoming the biggest disruptor. You'll learn how accounting firms fit into this forward-thinking puzzle and get a focused look at one of the fastest-growing ESG (Environmental, Social and Governance) frameworks, B Corporation certification.

Despite the rising use of environmental, social, and governance (ESG) ratings, there is substantial disagreement across rating agencies regarding what rating to give to individual firms. As what drives this disagreement is unclear, we examine whether a firm's ESG disclosure helps explain some of this disagreement. We predict and find that greater ESG disclosure actually leads to greater ESG rating disagreement. These findings hold using firm fixed effects and using a difference-in-differences design with mandatory ESG disclosure shocks. We also find that raters disagree more about ESG outcome metrics than input metrics (policies), and that disclosure appears to amplify disagreement more for outcomes. Last, we examine consequences of ESG disagreement and find that greater ESG disagreement is associated with higher return volatility, larger absolute price movements, and a lower likelihood of issuing external financing. Overall, our findings highlight that ESG disclosure generally exacerbates ESG rating disagreement rather than resolves it.

Networking can be a game changer but is too often viewed as a self- promotion tool that is not natural for most people. When one flips the context and instead views it as a way to help and support others while also improving professional relationships and ultimately enhancing career opportunities, the results are undeniable! This seminar provides participants with techniques to feel comfortable and confident in every networking setting from large conferences to one-on-one encounters. Both external and internal (within the company or firm) strategies are covered.

Participants play the role of a consultant brought into an accounting firm that needs help building new business and restoring their sales pipeline. Players apply core business development principles as they move from analyzing networking groups to meet people that most closely align with the company's vision to choosing the right contacts that will best lead to referrals for the struggling company. The game's accompanying video, "Business Development for Accounting and Other Professionals" provides additional reinforcement of the topics and learning objectives.

According to a 2020 AICPA survey, advisory and consulting services were considered the greatest unmet needs of clients. The recent growth in Client Advisory Services (CAS) has led many to ask what is included in this broad category as well as how to develop the services for clients. With so much focus on the recent success of CAS offerings, now is the time to learn how the services differ from what you currently offer, which of your clients would benefit most, and what you need in place to add a quality CAS program to your firm's menu of services.

Most CPA firms perform some level of compilation and review engagements. And some perform engagements under attestation standards. Building off what you learned in the training in Level 1, Module 4, this course offers builds provides a deeper dive into the most frequently missed issues in compilations and reviews engagements. We will also focus on attestation engagements and the various types of engagements an auditor can perform. (Please Note: This module is part of Surgent's Audit Skills Training: Level 2.)

Mergers, acquisitions, and partnering have long been strategic vehicles to grow or change an existing organization. Corporate America has extensive experience in merging with or acquiring firms. However, its track record of being able to unify an acquired firm with the acquirer and provide a single organization with increased growth potential has been somewhat shaky. This session provides a roadmap including specific actions for financial professionals focused on improving the results of an acquisition, sale, formation of an alliance, and/or outsourced activities. This program continues to be updated based upon trends and recent events. In addition to traditional topics, it includes discussions on the impact of taxes, corporate structures to manage M&A and internal venture capital, strategic spin-offs/splits, issues concerning goodwill, and managing outsourced activities. The program expands the topics covered in the Controllership Skills Update Series. As with the other programs, this brief session is aimed at renewing and expanding participants' existing skills, by providing specific actions to improve an organization's results. Real-world examples are used throughout the session.

Positive client relationships require work. Miscommunication, unrealistic expectations, and differing personality styles may strain a client's relationship with professional advisors. Fortunately, there are tested strategies that foster and strengthen client relationships. Creating appropriate boundaries early on is one of many effective strategies that can help. This course explores actions accounting and finance professionals can take to create and grow their client relationships. This webinar provides actionable insights on how to engage new and old clients alike. Strained client relationships can harm both the client and the firm's profitability. Yet automation, for example, allows some firms to remain more engaged while others miss the mark. There is a science underlying client retention that involves understanding the client journey, ensuring consistent client interactions, and equipping employees with the tools needed to satisfy client needs. Understanding these skills should help you protect the relationships that sustain your business.

While ethics training is required by many states, the true value of the CPA license is in understanding how critically important ethical behavior is to our customers, our firms, and the public. This course will explore the basic tenets of ethical behavior and use case studies to explore ethical dilemmas in various companies and organizations with a focus on dilemmas that may face CPAs in the industry.