GHJ Advisors 2023 Survey

Download Survey: GHJ Advisors 2023 Survey

Company Information
Firm/Organization
  GHJ Advisors
Firm's Address
  700 S Flower Street
STE 3300
Los Angeles, California 90017
United States
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Website
  https://www.ghjadvisors.com/
Number of Employees
  232
Category
  Public Accounting Firm
Affiliate
  HLB Global
Primary Survey Contact
Name – Main Contact
  John Kenning
Title – Main Contact
  Manager, People Technology & Total Rewards
Email – Main Contact
  jkenning@ghjadvisors.com
Phone – Main Contact
  (310) 873-1712
Primary – Mobile Phone
  (385) 206-9926
Secondary Contact
Name – Secondary
  Abir Hamid
Title – Secondary
  People Operations Specialist
Email – Secondary
  ahamid@ghjadvisors.com
Phone – Secondary
  (323) 388-4243
Secondary – Mobile Phone
  (586) 484-7722
All Employees
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
78 6 9 38 2 10 143

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
57 4 11 18 0 1 91

All New Hires
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
30 3 0 10 0 1 44

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
17 2 3 6 0 28

All Associates
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
12 1 1 8 0 1 23

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
3 1 2 4 0 0 10

All Senior Staff
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
15 1 2 9 0 2 29

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
17 0 3 3 0 0 23

All Managers
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
10 1 0 4 1 1 17

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
8 0 2 3 0 0 13

All Senior Managers
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
8 0 0 4 0 0 12

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
6 0 0 2 0 0 8

Directors
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
3 0 1 6 0 0 10

Men
 

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

All Partners and Principals
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
6 1 7

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
12 1 4 1 18

Management Committee
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 0 1 0 0 2

Total Information Technology Employees
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 1 0 1 0 0 3

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 0 0 0 0 0

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

  • Other
Other M2b – Details
  Currently formalizing this process. It has been anecdotal up until this point
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 individual pay discussions
  • Communication tools to use at the point of pay decisions
  • 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)
 

  • Other
Other -M5 Comments
  N/A
M6. How do you ensure that managers reward actual productivity (not just 'face time' hours worked, or other measures of time or effort)?
  We are going to be implementing a one-firm competency model that will ensure everyone is held to the same standards at each level. Goals and development plans are going to be grounded in the competencies and will help managers look at their team's productivity objectively and equitably.
M7. How are managers held accountable for ensuring that they are paying their direct reports equitably?
  On a bi-annual basis, we pull market data for all of our employees and provide it to our leaders to aid in their pay analysis of their teams. This benchmarking exercise coincides with our performance reviews and gives our leaders a reference point on how much their employees should receive as an increase and/or bonus. These cycles also provide our leaders an opportunity to right-size their employees pay to make sure that employees at each level are paid equitable compared to their peers that are performing at the same level.
M8. How do you use external market pay data to shape pay policies, practices and innovations?
  We have made a lot of progress in this area and continue to put more rigor behind our benchmarking practices. This year we have ensured that we have the most relevant and fresh data, by participating in compensation surveys and partnering with reputable vendors for benchmarking data relevant to the Public Accounting industry. We are also currently in the process of establishing compensation bands that will correspond with each competency level. This will help in our efforts to increase pay transparency and will hold leaders accountable to ensuring their employees are paid fairly and equitably.
M9. What were the results of your most recent internal pay equity survey and analysis?
  We have not yet instituted a formal pay equity analysis, but strive to right-size people's pay every performance cycle to ensure employees are paid fairly and equitably at each level compared to their peers.
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?
  We are going to be addressing this, this year.
Opportunity Section
O1. Mentoring: Types of mentoring (check all that apply)
 

  • We do not have formal mentoring; informal mentoring occurs as needed
O2. Leadership training: Types of leadership training (check all that apply)
 

  • Leadership training: internal program
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.
  • Online training program: skills
  • Online training program: leadership & management development
  • Financial skills training for non-financial employees
  • 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)
 

  • Regular reports to executives about all diverse employees
  • Paid internships for college students/professionals before graduation
  • Publicly report the status of women, minorities and diverse employess at least annually
O6. Internal affinity networks or business resource groups are sponsored by the organization for (Check all that apply)
 

  • Women
  • African-Americans
  • Hispanics
  • Asians
  • Native Americans/Native Alaskans
  • Working parents
  • Other
O6 – Other Comments
  We have three resource groups:
– BIPOC
– Women's Empowerment
– Parenting
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.
  As a firm we have a goal to remain fiercely independent. The efforts we are making in ensuring we have a diverse, equitable and inclusive workforce helps us maintain diversity of thought and sharpens our competitive edge and unique value proposition in the marketplace.
O8. What marketing, public relations and similar efforts are tied to your organization's commitment to advancing women?
  We are intentional about sharing our efforts when it comes to advancing women in our organization. We advertise the presence of our Women's Empowerment Cohort and publicly share the demographic makeup of the leaders at the firm.
O9. What marketing, public relations and similar efforts are tied to your organization's commitment to advancing people of color?
  Same as above, but four BIPOC cohort.
O10. How are affinity and business resource groups used to develop women employees?
  We have a business resource group called Women's Empowerment Cohort whose mission is "to accelerate the careers of women in our GHJ community." This group holds regular meetings and events that supports its mission. All employees are encourage to join these events to learn more about the experiences of women in the workplace learn how to be a better advocate and champion for women in the workplace.
O11. How are affinity and business resource groups used to develop people of color employees?
  We have a business resource group called the BIPOC Cohort whose mission is "to foster inclusion, opportunity, and anti-racism within our GHJ community." Similar to the other cohorts at GHJ, the BIPOC cohort hosts events that promote learning and development when it comes to BIPOC issues and strive to create a psychologically safe environment where thoughts, feelings and opinions can be shared freely.
O12. How do affinity and business resource groups drive business results?
  We are working on formalizing this strategy, but we have had our groups for years now and because of our efforts in DEI we have been able to develop our business by bringing new clients that align with our values and help in our collective effort to improve our communities.
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 proudly have workforce that is majority women, which has been crucial in shaping and developing our culture. However, we have room to increase the number of women that are in senior leadership positions, so this is something that we keep in mind in our annual year-end review process. There has also been an increased investment in resources for learning and development, which will continue to aid us in advancing women at the Firm from entry level positions to senior positions.
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.
  We have accomplished a lot with ensuring that we have a large population of women in the organization, but need to double down in our efforts to bring more people of color into the firm. Similar to our efforts in developing the women at our organization, the increased investment in learning and development resources will help advance existing people of color at the firm.
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
  • Telecommuting: Used as recruiting tool
  • Telecommuting: Used as retention tool
V3. Training/coaching/support for managers of telecommuting or remote workers (check all that apply)
 

  • Other
V3 – Other Comments
  We do not have formal training but we definitely there are communications to managers on these various telecommuting and remote work best practices.
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
  • Dedicated lactation room
V4b. Stage of life transitions: Retirement transitions (check all that apply)
 

  • Other
V4b – Other Comments
  Nothing official. On a case-by-case basis, especially with the little amount of retirees the Firm sees.
V4c. Stage of life transitions: Other transitions (check all that apply)
 

  • Paid time off bank (includes paid sick and vacation time)
  • Sabbaticals
  • Other
V4c – Other Comments
  Sabbaticals are being piloted at the partner level for now, with the goal to trickle that down as the program develops
V5a. Dependent care: Childcare assistance provided (check all that apply)
 

  • Childcare: referral service
  • Other
V5a – Other Comments
  We have an EAP that provides some support for childcare.
V5b. Elder/other dependent care assistance provided (check all that apply)
 

  • Elder/other dependent care: referral service
  • Other
V5b – Other Comments
  EAP helps with elder care and other dependent care
V6. Wellness and Disability Accommodation (check all that apply)
 

  • Subsidized gym/fitness membership
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?
  GHJ offers both for-profit and non-profit services and because of that, we have 2 busy seasons every year. This provides challenges to our leadership and employees when striving to address work/life balance. Additionally, some of our employees flex between both sectors, which makes them subject to an additional busy season that most workers in the industry do not experience.
V8. How are managers trained and coached to leverage your organization's work/life programs to keep employee and team productivity on track?
  For the past couple of years we have instituted a firmwide Wellness Week. All employees at GHJ take the week of July 4 off with the purpose to relax and recharge. Everyone at the firm including partners are strongly encouraged to refrain to engaging in any work activities for the entire week. Many employees take additional time on top of the wellness week to maximize their recharging efforts. Managers are supportive and encourage team members to truly unplug during this time.
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)?
  With this being new, we have yet to analyze an ROI of this program.
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 firmwide Wellness Week has been a huge in helping keep our employees engaged and providing a better work life balance. This week lands shortly after the busy season, so it comes to employees at a good time. While people are out we ask that everyone take pictures and uploaded them when they come back. It has been very well received thus far and continues to provide a great opportunity for people to recharge and experience some rejuvination.
V11. How does your organization cultivate daily wellness habits that help keep employees productive and also help manage health care costs?
  GHJ pays for a premium Calm membership that is available to all employees plus 5 more people they are connected to. It is a great app that gives employees the opportunity to take a mental health break and practice mindfulness and meditation. We currently see 84.5% engagement across the firm!
V12. What other work/life programs, practices and innovations support productivity?
  This year we transitioned all FLSA exempt employees from a traditional accrual based PTO policy to an "unlimited" Flexible Time Off policy. This has allowed us to give new employees the opportunity to have a time off early on instead of having to wait and accrue a sufficient amount of paid time off.
V13a. Does your firm track/count the number of LGBTQ / nonbinary employees?
  No
ENTREPRENEURSHIP
E1. Internal entrepreneurship (check all that apply)
 

  • Training in essential business skills beyond C.P.E.
  • Organizational marketing tied to external sponsorship/support of entrepreneurs
  • Organization sponsors external business plan competition, awards, etc.
E2. Does your company track former employees who might contribute to the company as a supplier or contractor? (check all that apply)
 

  • Informal communication with key former employees
E4. Does your company track the proportion of women/minority business enterprise suppliers?
  No
Final Section
Does your firm have a flexible or customized partnership model?
  No
Final Question
  There are some questions that were unclear. It would be great to have pop-up bubbles that would give further clarification or examples of what answers should look like. There was also a lack of N/A options, which would have been nice, because some of the items did not apply to us or we do not have that things established.
Date Entered
  04/05/2023
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