Armanino LLP 2023 Survey

Download Survey: Armanino LLP 2023 Survey

Company Information
Firm/Organization
  Armanino LLP
Firm's Address
  12657 Alcosta Blvd
#500
San Ramon, California 94583
United States
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Website
  https://www.armanino.com
Number of Employees
  2,500
Category
  Public Accounting Firm
Affiliate
  Other
Primary Survey Contact
Name – Main Contact
  Sharon Bhalaru
Title – Main Contact
  Partner
Email – Main Contact
  sharon.bhalaru@armanino.com
Phone – Main Contact
  (415) 385-5304
Primary – Mobile Phone
  (415) 385-5304
Secondary Contact
Name – Secondary
  Lisa Boyd
Title – Secondary
  Director
Email – Secondary
  lisa.boyd@armanino.com
Phone – Secondary
  (949) 224-3349
Secondary – Mobile Phone
  (949) 224-3349
All Employees
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
737 67 138 312 4 35 1,293

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
773 35 136 185 7 35 1,171

All New Hires
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
77 16 15 39 1 10 158

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
92 9 20 41 1 9 172

All Associates
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
105 20 38 75 0 10 248

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
151 7 51 55 2 10 276

All Senior Staff
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
212 19 54 105 4 4 398

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
182 20 30 58 1 7 298

All Managers
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
113 8 12 48 1 9 191

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
104 2 22 27 2 2 159

All Senior Managers
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
81 8 9 40 0 5 143

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
68 1 8 18 1 4 100

Directors
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
100 4 9 23 0 1 137

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
118 4 12 13 1 7 155

All Partners and Principals
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
54 0 1 16 0 0 71

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
143 1 7 11 0 2 164

Management Committee
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
2 0 0 0 0 1 3

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
12 0 0 0 0 0 12

Total Information Technology Employees
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
42 4 3 16 2 1 68

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
100 10 14 29 0 4 157

Information Technology Project Managers and R&D Team Managers
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
0 0 0 0 0 0

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
0 0 0 0 0 0 0

Information Technology Principals / Partners and Corporate Dept. Managers
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
0 0 0 0 0 0

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
0 0 0 0 0 0 0

Money Section
M1. Benchmark compensation against current market levels
  As needed
M2a. Conduct internal pay equity surveys and analysis
  As needed
M2b. Conduct internal pay equity surveys (check all that apply)
 

  • Of base pay only
  • By applicants and new hires
  • By race and gender
  • By department
  • By region/office
M3. Pay equity survey results are reviewed by (check all that apply)
 

  • HR staff
M4. Organizational supports for implementing compensation and fair pay policies (check all that apply)
 

  • Communication tools for department-level pay discussions
  • Managers decisions reviewed by at least one superior or HR manager
  • Coaching for managers by HR staff or others
M5. Managers are accountable for equitable pay (check all that apply)
 

  • We do not tie managers pay to their staffs equitable pay
M6. How do you ensure that managers reward actual productivity (not just 'face time' hours worked, or other measures of time or effort)?
  We measure productivity within what we call a Results-oriented Work Environment or ROWE. The contributions of our people and teams are valued by the impact of their work for our clients and the efficiency of our teams, not just billable hours. ROWE empowers our teams to figure out the “how” or working because they have clear, results-driven expectations.
M7. How are managers held accountable for ensuring that they are paying their direct reports equitably?
  The People Organization works closely with Finance to establish a percentage of increase we will apply during the comp cycle. From there, the People Partner team, similar to an HR business partner, works with managers/leaders to set clear guidelines around increases based on overall performance and impact. The People Partners and compensation team review the suggested increases to ensure there is pay equity within roles.
M9. What were the results of your most recent internal pay equity survey and analysis?
  We have a strong process to ensure pay equity. This year, we have taken on a job harmonization project where we are reviewing every job description across the firm, developing pay bands and ensuring that our people align to those bands. This will be completed by Q4 of this year. This not only continues to enhance our pay equity approach, it ensures pay transparency across the firm to meet state requirements.
M10. If an inadvertent pay inequity has ever been discovered, how was it found, how was it corrected; and how were pay practices and policies consequently changed?
  When we identify that an individual or group is not aligned with others in the same role, same market and similar experience, we address it by increasing the individual(s) base comp during our compensation cycle.
M11. Please provide details, short case studies, and examples of how you ensure that woman and people of color are paid equitably.
  Regardless of race/gender/sexual orientation/age, we apply our pay equity review consistently across practice areas and geographies.
Opportunity Section
O1. Mentoring: Types of mentoring (check all that apply)
 

  • One-on-one
  • Group or circle
  • Coaching for mentors
  • Across departments and functions
  • Mentoring from external coaches
O2. Leadership training: Types of leadership training (check all that apply)
 

  • Leadership training: internal program
  • Leadership training: external program
  • Career coaching through transition from staff to manager
  • Career coaching through transition from manager to partner/principal
  • Career coaching for alternative partnership track
  • Leadership training: through support for business board positions
  • Leadership training: through support for nonprofit board positions
  • Part-time partnership track
O3. Rotational training (check all that apply)
 

  • Stretch assignments or rotations
  • Developmental assignments or rotations
O4. Skills and management training (check all that apply)
 

  • Skills training (such as IT certifications) beyond C.P.E.
  • College tuition assistance
  • Online training program: skills
  • Online training program: leadership & management development
  • Client relationship training & management skills
  • Technical skills training for non-technical employees
  • Funding to attend professional development conferences
O5. How do managers and top leaders track the advancement of women and people of color? (check all that apply)
 

  • Formal identification of high-potential employees
  • Managers trained to identify high-potential employees
  • Talent management system
  • Paid internships for college students/professionals before graduation
  • Track subsequent hiring of interns
O6. Internal affinity networks or business resource groups are sponsored by the organization for (Check all that apply)
 

  • Women
  • African-Americans
  • Hispanics
  • Lesbian/Gay/Bisexual/Transgender/Questioning
O7. How does your firm's commitment to advancing women and people of color help you achieve your business, marketing, growth and profit results? If your company has a written business case for diversity, please provide a copy.
  Many of our prospective and current clients ask about our DEI programs and the diversity demographics of the firm. They see the benefit of diverse thought and experience in the same way that we do. We love telling the story about our commitment to DEI. We have many programs designed to develop our females and under-represented males.
O8. What marketing, public relations and similar efforts are tied to your organization's commitment to advancing women?
  Through our social media channels, we highlight successes and the external recognition that many of our female leaders receive across the firm. Many of our female leaders are recognized as key leaders within the accounting and consulting industries. These success stories are additionally shared internally through the firm’s intranet and via email, supporting the concept of “If I can see it, I can be it” for our developing employees.
O9. What marketing, public relations and similar efforts are tied to your organization's commitment to advancing people of color?
  Through our social media channels, we highlight successes and the external recognition that many of our leaders of color receive across the firm. Many of our employees and leaders of color are recognized as key leaders within the accounting and consulting industries for their impact on clients and the business community. These success stories are additionally shared internally through the firm’s intranet and via email, supporting the concept of “If I can see it, I can be it” for our developing employees.
O10. How are affinity and business resource groups used to develop women employees?
  We don’t have official affinity groups. We have grassroot affinity groups that are organized by employees. Instead, we have focused on inclusion rather than exclusion. We have groups focused on women’s advancement through The Bridge. We have an Executive Access Program (EAP) for high potential women and underrepresented men. The EAP participants receive an executive sponsor who meets with them regularly. Each EAP cohort meetings quarterly for structed learning and camaraderie. We have an IDEAL Team which is our committee focused on DEI across the first to support the signing of the CEO Action Pledge. We also have a group focused on community service and grants centered on Racial Justice through the Armanino Foundation. We are a Certified B-Corp that achieved the maximum points available on our evaluation for diversity in the following categories:
• Workers from Ethnic or Racial Minorities
• Women Workers
• Female Management
• Management from Underrepresented Populations
• Female Executives

Each of these committees and groups focus on enabling women to succeed and gain leadership exposure and experience.

O11. How are affinity and business resource groups used to develop people of color employees?
  See above.
O13. Please provide details, short case studies, and examples of how you ensure that woman have access to advancement opportunities and drive business results.
  We monitor the advancement of women at promotion to ensure that both women and men have equal opportunities. For our formal leadership training, leadership committees, and Path to Partner training program (PTP), we ensure women are equally represented. For the PTP program, our CEO has set an expectation that 50% of the participants are women. This is a program for people who are 1-2 years from partner readiness.

Tamika Mitchell is a Senior Manager in our Trust Practice and provides ESG and DEI Services to our clients: https://www.stlamerican.com/business/a-conversation-with-tamika-mitchell-of-armanino/article_22582624-000a-11ee-87fc-978c3a1ff99a.html

Fully half our latest class of partners were female: https://www.businesswire.com/news/home/20230127005059/en/Armanino-Announces-Record-New-Partner-Class-for-2023

Jenn McCabe is a member of Armanino’s Board of Partners and a leading partner in our Consulting practice: https://labusinessjournal.com/advertorials/most-influential-women-accounting-2019-jenn-mccabe/

O14. Please provide details, short case studies, and examples of how you ensure that minorities/people of color have access to advancement opportunities and drive business results.
  This year we focused on gathering better data on all areas of diversity within our HRIS (Workday). This has enabled us to set a clear benchmark to accurately develop KPIs on success.
Vital Supports for Work-Life
V1. Flexwork (check all that apply)
 

  • Flexwork: Formal practice with formal policy
V2. Telecommuting and remote work (check all that apply)
 

  • Telecommuting: Formal practice
V3. Training/coaching/support for managers of telecommuting or remote workers (check all that apply)
 

  • Flexwork: Managers trained to manage virtual teams
  • Flexwork: Teams trained to collaborate virtually
  • Flexwork: Managers coached to support flexwork & telecommuting
  • Flexwork: Employees coached in effective flexwork & telecommuting
V4a. Stage of life transitions: Parenting transitions (check all that apply)
 

  • Family leave beyond required legal minimum: for mothers
  • Family leave beyond required legal minimum: for fathers
  • Phased return to work for new parents
  • Phased/flexible return to work for foster & adoptive parents
  • Dedicated lactation room
  • Virtual and/or home-based wellness programs
V4b. Stage of life transitions: Retirement transitions (check all that apply)
 

  • Phased retirement: Temp/contract work for new retirees
V4c. Stage of life transitions: Other transitions (check all that apply)
 

  • Phased return to work from illness/injury
  • Accommodations beyond ADA required for chronic illness management
  • Paid time off bank (includes paid sick and vacation time)
  • Paid time off to volunteer-work related
V6. Wellness and Disability Accommodation (check all that apply)
 

  • Ergonomic accommodations beyond ADA minimum
  • Ergonomic equipment provided
  • Technology accommodations beyond ADA minimum
V7. What types of work/life conflicts are common and distinctive to workers in public accounting, especially tied to your firm's main specialties or priorities?
  Busy season and client demands makes work-life balance difficult.
V8. How are managers trained and coached to leverage your organization's work/life programs to keep employee and team productivity on track?
  We have invested significantly in the development of a program specifically targeted to our people managers. We call them Performance Coaches. This is a monthly leadership development training program called PC Enablement Series (PCES) that have targeted monthly live topics, it also has supporting learning documents, guides and self-study.
V9. How do you track the financial ROI of work/life programs (beyond a simple count of the number of employees that use the programs)?
  N/A
V10. Please provide some specific case studies and profiles of how work/life programs have recruited and retained employees with work/life challenges, while at the same time enabling your organization to meet its productivity goals.
  Our People Partner Team (HR Business Partners) support business leaders and employees to develop plans tailored to the needs of individuals.
V11. How does your organization cultivate daily wellness habits that help keep employees productive and also help manage health care costs?
  We have a strong suite of benefits and wellness programs for our employees. We added a new benefit partner last year that is focused on reproductive health (Carrot).
V12. What other work/life programs, practices and innovations support productivity?
  N/A
V13a. Does your firm track/count the number of LGBTQ / nonbinary employees?
  Yes
ENTREPRENEURSHIP
E1. Internal entrepreneurship (check all that apply)
 

  • Training in essential business skills beyond C.P.E.
  • Internal incubators for employee ideas
E2. Does your company track former employees who might contribute to the company as a supplier or contractor? (check all that apply)
 

  • Exit interviews for former employees
  • Exit surveys for former employees
E4. Does your company track the proportion of women/minority business enterprise suppliers?
  No
E6. How does your organization achieve its business growth and profitability goals by collaborating with diverse suppliers?
  Armanino promotes to all employees and partners:

• Selection of locally owned restaurants, franchise outlets and caterers for team lunches, outings and in-office event catering. The Management Advisory Board and Armanino Foundation created a local vendor guide for each major office location and encourages team members to utilize the recommendations therein when ordering foods and/or visiting restaurants.

• Utilization of rideshare services for corporate travel financially supports local drivers versus Armanino’s previous reliance on nationally owned corporate car rental agencies.

E7. How does your organization leverage its track record with diverse suppliers to better market to women and minorities?
  We promote our Certified B Corporation status in all advertising campaigns and prominently on our website: https://www.armanino.com/company/who-we-are/
E8. How does the firm foster innovations that might lead to new lines of business and how are rising women and minorities/people of color involved in these efforts?
  We provide ESG Services and have worked with multiple clients on engagements that include Diversity, Equity and Inclusion consulting and internal audit services: https://www.armanino.com/services/advisory/esg-consulting/
E9. Please provide some specific case studies and profiles of how your company fosters entrepreneurship and supplier diversity, highlighting specific instances when these practices drove business results and firm reputation.
  N/A
Final Section
Does your firm have a flexible or customized partnership model?
  Yes
Customized Partnerships
  We offer a Flex Partner which supports a reduced schedule for our partners.
Customized Partnerships
  N/A
Date Entered
  05/11/2023
Posted in
Sharon Bhalaru

Sharon Bhalaru