| Company Information |
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Firm/Organization
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BeachFleischman PLLC
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Firm's Address
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1985 E. River Road
Suite 201
Tucson, Arizona 85718
United States
Map It
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Website
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https://beachfleischman.com/
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Number of Employees
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186
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Category
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Public Accounting Firm
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Affiliate
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Leading Edge Alliance
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| Primary Survey Contact |
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Name – Main Contact
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Molly Willinger
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Title – Main Contact
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HR Manager
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Email – Main Contact
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mwillinger@beachfleischman.com
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Phone – Main Contact
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(520) 321-4600
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| Secondary Contact |
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Name – Secondary
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Karen Mattull
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Title – Secondary
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COO, Internal Operations
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Email – Secondary
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kmattull@beachfleischman.com
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Phone – Secondary
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(520) 321-4600
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| All Employees |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 86 |
0 |
21 |
7 |
0 |
1 |
115 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 52 |
4 |
13 |
1 |
0 |
1 |
71 |
|
| All New Hires |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 6 |
0 |
1 |
|
0 |
0 |
7 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 3 |
0 |
2 |
0 |
0 |
0 |
5 |
|
| All Associates |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 5 |
0 |
2 |
1 |
0 |
0 |
8 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 2 |
1 |
4 |
0 |
0 |
0 |
7 |
|
| All Senior Staff |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 11 |
0 |
5 |
2 |
0 |
0 |
18 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 15 |
1 |
3 |
0 |
0 |
0 |
19 |
|
| All Managers |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 10 |
0 |
1 |
0 |
0 |
0 |
11 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 6 |
0 |
0 |
0 |
0 |
0 |
6 |
|
| All Senior Managers |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 14 |
0 |
4 |
1 |
0 |
0 |
19 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 14 |
0 |
1 |
0 |
0 |
0 |
15 |
|
| Directors |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
0 |
0 |
0 |
0 |
0 |
1 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
0 |
1 |
0 |
0 |
0 |
2 |
|
| All Partners and Principals |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 13 |
0 |
1 |
2 |
0 |
0 |
16 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 9 |
1 |
1 |
1 |
0 |
0 |
12 |
|
| Management Committee |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 4 |
0 |
1 |
0 |
0 |
0 |
5 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 6 |
0 |
1 |
0 |
0 |
0 |
7 |
|
| Total Information Technology Employees |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 0 |
0 |
0 |
0 |
0 |
0 |
0 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
1 |
3 |
0 |
0 |
0 |
5 |
|
| 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 |
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 |
0 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 0 |
0 |
1 |
0 |
0 |
0 |
1 |
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| Money Section |
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M1. Benchmark compensation against current market levels
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As needed
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M2a. Conduct internal pay equity surveys and analysis
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As needed
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M2b. Conduct internal pay equity surveys (check all that apply)
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- Of base pay only
- Of base pay plus bonuses and incentives
- Of all pay plus performance data
- As needed
- By applicants and new hires
- By department
- By region/office
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M3. Pay equity survey results are reviewed by (check all that apply)
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- Partners/Principals
- HR staff
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M4. Organizational supports for implementing compensation and fair pay policies (check all that apply)
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- Communication tools for department-level pay discussions
- Communication tools for individual pay discussions
- Communication tools to use at the point of pay decisions
- Communication tools for negotiating pay of new hires
- Managers decisions reviewed by at least one superior or HR manager
- Coaching for managers by HR staff or others
- Payband structure
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M5. Managers are accountable for equitable pay (check all that apply)
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- We do not tie managers pay to their staffs equitable pay
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M6. How do you ensure that managers reward actual productivity (not just 'face time' hours worked, or other measures of time or effort)?
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We continue to use performance metrics such as realization and chargeable hours instead of "face time" hours. Each department holds bi-annual performance meetings as a way of discussing performance and recommend promotions. Our Chief HR Officer attends these meetings to ensure that comments made by management are based on observable behavior and performance. Additionally, we rolled out a new program where we created bonus ranges that include bonuses for staff who participate in non-chargeable activities that help the firm achieve its strategic goals in the areas of human resources, marketing and technology. This includes helping with new hire training, recruiting, writing blogs, helping with our IT testing, etc.
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M7. How are managers held accountable for ensuring that they are paying their direct reports equitably?
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The CEO, President, Tax COO, Audit COO, and Internal Operations COO make compensation recommendations. The Management Committee reviews all recommendations and approves promotions, bonuses, and compensation increases. All pay increases must be approved by the Management Committee and not just by a single individual. A
separate Principal Compensation Committee meets to approve principle salary increases and bonuses.
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M8. How do you use external market pay data to shape pay policies, practices and innovations?
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Our Chief HR Officer uses annual industry specific salary surveys to determine pay bands. We partner with the LEA to conduct and/or review wage surveys to ensure our pay ranges are in line with our peers.
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M9. What were the results of your most recent internal pay equity survey and analysis?
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Our Chief HR Officer meets with the CEO and Department Heads bi-annually to review compensation and bonus amounts. In addition to these meetings, the Principal Compensation Committee meets to review principal compensation and bonus amounts. Our most recent internal pay equity survey results showed that our pay ranges were consistent throughout our firm.
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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?
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We have not discovered any pay inequities. However, if a staff member or principal inadvertently discovers a pay inequity or if they are concerned about their salary, they are encouraged to meet with the Chief HR Officer. If principals have any concerns about their salary, they are encouraged to speak to the CEO. AII compensation adjustments are reviewed by the Management Committee and Principal Compensation committee as a way of ensuring we do not have any pay inequities.
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M11. Please provide details, short case studies, and examples of how you ensure that woman and people of color are paid equitably.
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Each department and job title has a pay range that department heads use as guidelines for determining pay. Based on these pay ranges, employees and principals are paid for performance which is measured by quantitative metrics (charge hours, utilization, realization, business development, and administrative contributions), as well as going above and beyond to help with non-chargeable work that ties to our strategic plan. The Management Committee meets bi-annually and compares salaries and bonuses to same level employees.
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| Opportunity Section |
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O1. Mentoring: Types of mentoring (check all that apply)
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- One-on-one
- Group or circle
- Coaching for mentors
- Across departments and functions
- Mentoring from external coaches
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O2. Leadership training: Types of leadership training (check all that apply)
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- 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 employer-supported volunteer responsibilities
- Leadership training: through support for business board positions
- Leadership training: through support for nonprofit board positions
- Part-time partnership track
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O3. Rotational training (check all that apply)
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- Stretch assignments or rotations
- Developmental assignments or rotations
- Emerging women leaders rotated into client-facing roles
- Rotation into partner/principal task forces
- Rotation into operating positions
- Rotation into international projects
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O4. Skills and management training (check all that apply)
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- Skills training (such as IT certifications) beyond C.P.E.
- Online training program: skills
- Online training program: leadership & management development
- Client relationship training & management skills
- Financial skills training for non-financial employees
- Technical skills training for non-technical employees
- On-site employee skills workshops
- Funding to attend professional development conferences
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O5. How do managers and top leaders track the advancement of women and people of color? (check all that apply)
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- Formal succession planning
- 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
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O6. Internal affinity networks or business resource groups are sponsored by the organization for (Check all that apply)
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- Women
- African-Americans
- Hispanics
- Asians
- Native Americans/Native Alaskans
- Millennials
- Retirement transition
- Lesbian/Gay/Bisexual/Transgender/Questioning
- Disabled
- Veterans
- Faith-Based
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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.
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Our firm is committed to the advancement of all of our employees by encouraging staff to volunteer for non-profit, civic, and community boards. The firm supports these efforts financially, as well as allowing staff time outside of the workplace to meet their commitments. Staff are allowed to select whatever organization they have a passion for. These volunteer activities provide staff the opportunity to further develop their leadership skills, expand their professional networks, and market firm services.
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O8. What marketing, public relations and similar efforts are tied to your organization's commitment to advancing women?
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BeachFleischman's professionals are actively involved in several organizations committed to advancing women, including Commercial Real Estate Women, Women's Foundation for the State of Arizona, The Women’s Collective, Arizona Foundation for Women, Phoenix Women Leaders Association and Women Leading Southern Arizona. Additionally, our firm developed Women RISE (Reach, Inspire, Support, Empower) to support women’s advancement and professional development.
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O9. What marketing, public relations and similar efforts are tied to your organization's commitment to advancing people of color?
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BeachFleischman encourages and financially supports the involvement of our employees in organizations committed to advancing people of color, such as the Associated Minority Contractors of Arizona and San Miguel High School. Additionally, our firm formed the IDEA Committee (Inclusion, Diversity, Equity, Action) to foster the understanding, acceptance, values, and differences of people inside and outside our firm.
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O10. How are affinity and business resource groups used to develop women employees?
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BeachFleischman has developed a committee called Women R.I.S.E, which stands for Reach, Inspire, Support and Empower. Women R.l.S.E. is committed to building and sustaining a collaborative and diverse workplace that strategically supports the development and advancement of women.
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O11. How are affinity and business resource groups used to develop people of color employees?
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The affinity groups that the BeachFleischman employees are involved in provide business development opportunities, referral networks, and opportunities to learn new leadership skills as well as teach others in the firm about the same.
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O12. How do affinity and business resource groups drive business results?
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BeachFleischman encourages its employees to positively impact the Phoenix and Tucson communities by financially supporting their participation in civic organizations with missions that align with their interests. As a result, we allocate 21.7% of our marketing budget to charitable sponsorships and contributions. Additionally, our community involvement efforts have played a pivotal role in fostering numerous prospect, referral source, and client relationships throughout the years.
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O13. Please provide details, short case studies, and examples of how you ensure that woman have access to advancement opportunities and drive business results.
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Our firm is committed to creating and maintaining an environment that recognizes, cultivates and utilizes the talent of our women to expand and generate business opportunities and achieve long-term success. An example of how our firm ensures that women have access to advancement opportunities in the firm is by having open communication at our Management Committee meetings. Five women participate as active members of the Committee. Female principals and senior managers are committed to educating others about opportunities that should be provided to both males and females in the firm.
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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.
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Same answer as above – we have committed to open communication regarding advancement opportunities for everyone in the firm.
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| Vital Supports for Work-Life |
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V1. Flexwork (check all that apply)
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- Flexwork: Formal practice with formal policy
- Flexwork: Cultural practice
- Flexwork: By department, with managers approval
- Flexwork: On a case-by-case basis, with managers approval
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V2. Telecommuting and remote work (check all that apply)
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- Telecommuting: Formal practice
- Telecommuting: Cultural practice
- Telecommuting: On a case-by-case basis, with managers approval
- Telecommuting: Career track for telecommuting supervisors
- Telecommuting: Online training for virtual staff
- Telecommuting: Used as recruiting tool
- Telecommuting: Used as retention tool
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V3. Training/coaching/support for managers of telecommuting or remote workers (check all that apply)
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- Flexwork: Managers trained to manage virtual teams
- Flexwork: Managers trained to evaluate productivity, not face time
- Flexwork: Teams trained to collaborate virtually
- Flexwork: Managers coached to support flexwork & telecommuting
- Flexwork: Employees coached in effective flexwork & telecommuting
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V4a. Stage of life transitions: Parenting transitions (check all that apply)
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- 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
- Work/life supports geared for busy season
- Virtual and/or home-based wellness programs
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V4b. Stage of life transitions: Retirement transitions (check all that apply)
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- Phased retirement: Retirement transition career track
- Phased retirement: Temp/contract work for new retirees
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V4c. Stage of life transitions: Other transitions (check all that apply)
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- 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
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V5a. Dependent care: Childcare assistance provided (check all that apply)
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- Worklife supports geared for busy season
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V6. Wellness and Disability Accommodation (check all that apply)
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- Subsidized gym/fitness membership
- On-site gym/fitness membership
- Ergonomic accommodations beyond ADA minimum
- Ergonomic consults
- Ergonomic equipment provided
- Technology accommodations beyond ADA minimum
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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?
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Due to the nature of public accounting, our busiest time of year is mid-January through April 15th each year which means our busy season makes up 25% of the year. In addition to our main busy season, there are many other deadlines in our industry which create additional "mini" busy seasons throughout the year as well. The heavy workload creates work/life challenges during this period.
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V8. How are managers trained and coached to leverage your organization's work/life programs to keep employee and team productivity on track?
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Department heads are coached by our CEO, President, and Chief HR Officer on ways they can staff for busy season using temporary help, telecommuters, and flextime scheduling. We also offshore to help alleviate some of the workload challenges as well as implement lean processes through Six Sigma to ensure we are operating efficiently.
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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)?
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Employees are encouraged to talk to a member of our HR department when they have work/life conflicts. Our Chief HR Officer meets with employees and works with them to develop solutions. These solutions can include leaves of absences, telecommuting, working from home, and flexible work schedules. Based on this first hand information and exit interviews, our CHRO is aware of the number of employees retained because of the firm's flexibility and commitment to our employees.
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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.
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We currently have 29 employees who work a reduced scheduled. The majority of these staff members were retained because of the firm's flexibility with
regards to work schedules and outcomes.
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V11. How does your organization cultivate daily wellness habits that help keep employees productive and also help manage health care costs?
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Our firm partners with our health plan to strategize different wellness programs and initiatives for our employees. This includes health fairs, wellness challenges, wellness related gifts, etc. Additionally, our firm provides healthy snacks and fresh fruit during busy season, as well as healthy dinner options catered nightly during
season. We have a monthly wellness reimbursement plan that reimburses staff for gym memberships ($25 per month). . Additionally, we provide the option for our staff to utilize standing desks that allow our staff to stand-up while working in order to promote ergonomic technology.
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V12. What other work/life programs, practices and innovations support productivity?
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During non-busy season, supervisors and below are able to flex their schedule on a monthly basis. For example, if a staff member works on a large engagement where overtime was expected, they can then choose to work less hours the rest of the month. Our managers and above have unlimited PTO and can manage their work/life balance as they see fit. We also allow our administrative professionals to work a flexible schedule in the summertime.
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V13a. Does your firm track/count the number of LGBTQ / nonbinary employees?
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No
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| ENTREPRENEURSHIP |
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E1. Internal entrepreneurship (check all that apply)
|
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- Training in essential business skills beyond C.P.E.
- Training to equip employees to develop and pursue new business
- Internal incubators for employee ideas
- Internal communications about employee entrepreneurship & results
- Employee affinity groups and business resource groups involved in marketing
- Employee affinity groups and business resource groups involved in recruiting
- Organizational marketing tied to external sponsorship/support of entrepreneurs
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E2. Does your company track former employees who might contribute to the company as a supplier or contractor? (check all that apply)
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- Exit interviews for former employees
- Informal communication with key former employees
- Established process for employees to transition to supplier or contractor status
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E3. Please indicate how employee resouce groups have contributed to your firm's growth (check all that apply)
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- New business opportunities
- Shaped go-to-market for new practices/lines of business
- Advised marketing/communications on nuances of approaching new markets
- Internal networking
- Internal referrals
- External networking
- External referrals
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E4. Does your company track the proportion of women/minority business enterprise suppliers?
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No
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E5. How does your organization invest in the success of women/minority business enterprises? (check all that apply)
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- Mentor W/MBE owners in business management
- Provide or support educational seminars for W/MBEs
- Collaborate with women and minority small business centers or similar programs
- Sponsor W/MBE owners for education and training opportunities
- Sponsor W/MBE owners for trade and marketing opportunities
- Assist W/MBE owners with financing/cash flow
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E6. How does your organization achieve its business growth and profitability goals by collaborating with diverse suppliers?
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| |
Our firm culture endorses working with our clients as suppliers before going out to bid to nonclient vendors. This helps our vendor base mirror our client base in diversity.
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E7. How does your organization leverage its track record with diverse suppliers to better market to women and minorities?
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Our firm culture endorses working with our clients as suppliers before going out to bid to nonclient vendors. This helps
our vendor base mirror our client base in diversity.
|
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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?
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| |
We encourage our staff to listen to the needs of our clients as a way of coming up with new ideas or innovations. In addition, we also attend the LEA conferences to learn about what other firm's are doing in public accounting.
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|
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.
|
| |
Many of our employees sit on community boards as a way to give back to our community and develop new relationships with others in diverse areas of our communities. Through these new relationships, we meet owners of companies who sometimes become our clients and suppliers.
|
| Final Section |
|
Does your firm have a flexible or customized partnership model?
|
| |
No
|
|
Date Entered
|
| |
05/11/2023
|
