Diversifying Talent: Voices: People, Culture & Perspectives.

• Position: DE&I

In our previous column (California CPA, September 2021, Page 20), we focused on the first of four key initiatives designed to close the diversity gap and improve equity and inclusion within the accounting profession. The recommendations are the result of a comprehensive joint study sponsored by CalCPA and the Institute of Management Accountants titled, "Diversifying U.S. Accounting" Talent: A Critical Imperative to Achieve Transformational Outcomes."

This month we explore two additional initiatives identified by the study: Attracting Diverse Talent and Driving Career Choices.

Attracting Diverse Talent intends to promote the profession as a desirable career path for people regardless of gender, ethnicity, race or LGBTQIA identification. This includes serving as mentors and instituting targeted and meaningful outreach efforts with underrepresented communities.

Driving Career Choices refers to taking specific steps to ensure that people of diverse backgrounds have equitable access to the factors that enable career advancement.

Below is a sampling of responses from: Alejandro Mendez (AM) (managing director, Deloitte); Rosa Kuybus (RK) (tax intern, PKF); David Neighbors (DN) (partner; BDO USA, LLP); Osvaldo Gutierrez, CPA (OG) (audit manager, Price Paige & Company); and Abimbola Famuyiwa, CPA (AF) (CPA consultant, CaliFAM Professional Accounting Services)

Research indicates that strong onboarding programs, supporting the creation of communities within an organization, manager training to lead diverse teams, robust mentor programs, and transparent growth promotion and retention plans are highly effective In attracting and retaining diverse talent. What strategies are you or your firm supporting in these areas?

AM: On a regular basis, I host virtual and in-person Latino events where our group of Latino and Non-Latino partners and managing directors engage in meaningful conversations with our professionals. Topics include managing the day-to-day demands of client service and learning about how to manage career progression.

RK: There are 10 partners in my firm, and each has a small team. This gives each partner the time and room to help each individual grow and create a greater relationship. Additionally, they promote continued education during the slow season.

What experiences and observations can you share regarding the effectiveness or absence of the above strategies in your organization or throughout your career?

DN: I have seen those in the...