| Company Information |
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Firm/Organization
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HBE LLP
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Firm's Address
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7140 Stephanie Lane
Lincoln, Nebraska 68516
United States
Map It
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Website
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https://hbecpa.com
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Number of Employees
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105
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Category
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Public Accounting Firm
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Affiliate
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BDO
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| Primary Survey Contact |
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Name – Main Contact
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Judy Fischer
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Title – Main Contact
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HR Manager
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Email – Main Contact
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jfischer@hbecpa.com
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Phone – Main Contact
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(402) 423-4343
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| All Employees |
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Women
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| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 66 |
0 |
1 |
1 |
0 |
0 |
68 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 37 |
0 |
0 |
0 |
0 |
0 |
37 |
|
| All New Hires |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 10 |
0 |
0 |
0 |
0 |
0 |
10 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 5 |
0 |
0 |
0 |
0 |
0 |
5 |
|
| All Associates |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 11 |
0 |
0 |
0 |
0 |
0 |
11 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 4 |
0 |
0 |
0 |
0 |
0 |
4 |
|
| All Senior Staff |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 12 |
1 |
0 |
1 |
|
|
14 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 9 |
0 |
0 |
0 |
0 |
0 |
9 |
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| All Managers |
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Women
|
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| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 14 |
0 |
0 |
0 |
0 |
0 |
14 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 4 |
0 |
0 |
0 |
0 |
0 |
4 |
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| All Senior Managers |
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Women
|
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| 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 |
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| Directors |
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Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 3 |
0 |
0 |
0 |
0 |
0 |
3 |
|
|
Men
|
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| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 3 |
0 |
0 |
0 |
0 |
0 |
3 |
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| All Partners and Principals |
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Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 7 |
0 |
0 |
0 |
0 |
0 |
7 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 9 |
0 |
0 |
0 |
0 |
0 |
9 |
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| Management Committee |
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Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 2 |
0 |
0 |
0 |
0 |
0 |
2 |
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Men
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| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 4 |
0 |
0 |
0 |
0 |
0 |
4 |
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| Total Information Technology Employees |
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Women
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| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 0 |
0 |
0 |
0 |
0 |
0 |
0 |
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Men
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| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 2 |
0 |
0 |
0 |
0 |
0 |
2 |
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| Information Technology Project Managers and R&D Team Managers |
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Women
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| 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 |
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| Information Technology Principals / Partners and Corporate Dept. Managers |
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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 |
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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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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
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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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Our managers are not involved in the process of making salary decisions. Although they do not take part in the process of reviewing salaries, our managers input is reviewed with regard to job performance. In lieu of having our managers take part in the salary review process, we have a salary review committee made up of three partners and the Human Resources Manager who meet at a minimum on an annual basis (more often if needed) to discuss pay. All salary decisions are reviewed by the equity partners or principles of the organization
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M7. How are managers held accountable for ensuring that they are paying their direct reports equitably?
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Managers are not in charge of making salary decisions.
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M8. How do you use external market pay data to shape pay policies, practices and innovations?
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To ensure we are using fair compensation practices, we use several salary comparisons as a starting point to guide our compensation decisions. We evaluate each employee based on their job performance and pay accordingly.
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M9. What were the results of your most recent internal pay equity survey and analysis?
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We have always taken a pro-active approach to our pay to ensure our employees are being compensated fairly our internal pay equity analysis in 2022 was strong. In 2022 we reviewed wages compared to the market and made the decision to apply increases across the board both in January, 2022 and July, 2022. This was in addition to the annual increase at the beginning of the year. In addition, we are currently in the process of reviewing wages at the time of this survey to determine if another increase is warranted to ensure we are being equitable compared to other firms.
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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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Over the last several years, we have been successful in avoiding any pay inequity situations.
In the past, we have noticed some inequities in pay through the implementation of our strategies for looking at pay. The majority of past pay inequity issues derive from employees coming in at too high of a salary and not being able to perform the job duties at the level expected. Another pay inequity issue came from when an employee came in too low based off of their salary expectation and the work they perform. in this instance, the employee’s performance was reviewed and a determination was made as to whether an increase and/or promotion was warranted.
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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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Since we base pay on performance, every individual in our firm has the opportunity to gain experience and earn a higher wage. We ensure that all our employees are being paid at fair rates based on the salary surveys and comparisons we use. A good indicator that our salaries are fair is our new employees have been pleased with their offers of employment and compensation packages. Additionally, HBE was one of the first firms in Nebraska to have a female partner, which was over 40 years ago. Since that time HBE has continued to promote the most qualified individuals regardless of race or gender.
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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
- 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
- Leadership training: through employer-supported volunteer responsibilities
- Leadership training: through support for business board positions
- Leadership training: through support for nonprofit board positions
- Phased on-ramp for returning mid-career professionals
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O3. Rotational training (check all that apply)
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- Stretch assignments or rotations
- Developmental assignments or rotations
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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
- 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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O5 – Other Comments
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HBE does not track advancement solely based on gender or color, although we do many of the items listed above for all members of the firm equally. We utilize flexibility and various work arrangements that best suit our employees needs giving opportunities where none existed. In previous years, we have allowed mothers to modify or reduce their work schedule to fit their needs best., Through this modified schedule, we are able to keep our valued employees collaborating with us as their life demands shift. We also have an internship program for college students that had seventeen interns join us this year. We are fortunate that we are often able to retain our interns as fulltime employees. We had four prior interns start as fulltime staff this past year. Interns are provided with great flexibility in their day-to-day schedule, just as our fulltime staff are afforded this same benefit.
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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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n/a
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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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n/a
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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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n/a
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O10. How are affinity and business resource groups used to develop women employees?
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n/a
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O11. How are affinity and business resource groups used to develop people of color employees?
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n/a
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O12. How do affinity and business resource groups drive business results?
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n/a
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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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At HBE, all individuals have the same opportunity for advancement no matter race or gender, At HBE, we have had women in leadership positions for over forty years. These women in leadership positions are key role models for other women, ads well as men, interested in growth and development opportunities at HBE. We provide younger staff or new staff with the opportunity to shadow partners and managers in client meetings, at board meetings and in the community. We afford our new and developing staff to work directly with clients their first year on the job,. Giving our new staff the same opportunities to succeed that we give to our more seasoned staff ensures that all HBE employee can envision a path to leadership and a personal path to success.
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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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Please see above answer
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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: Online training for virtual staff
- Telecommuting: Used as recruiting tool
- Telecommuting: Used as retention tool
- Telecommuting: Used as strategic tool for disaster recovery, etc.
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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
- Work/life supports geared for busy season
- Other
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V4a – Other Comments
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We have had a flexible schedule for some time and we have as many employees working a traditional work schedule as we do those working a non-traditional work schedule, As we continue to utilize this flexibility, employees are more and more comfortable asking to make a change and we rarely if ever say no. With communication, we can make about any schedule work.
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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
- Other
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V4b – Other Comments
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We often promote that retiring or transitions accountants can find their second home at HBE which will serve as a solution to their succession plan, We currently have two individuals in this capacity and plan to transition some partners into their role in the next several years, We are happy to hire, not just as a temp or as a contract work, those individuals who have reached the age of retirement or who have previously retired from their career. One of our Partners recently “retired” and agreed be a coach and mentor to some of our up-and-coming accountants. This arrangement has worked great! The Partner is still able to contribute to our firm by sharing his years of experience and help coach up and coming accountants. We also employ a retired IRS agent for season review work, Finally, those with more years of experience are looked at as a very valuable member of our team and we look to them for leadership in training and development of our staff.
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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
- Sabbaticals
- 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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- Partnership with drop-in care clinic
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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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As explained in the 2022 MOVE Project survey
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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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As explained in the 2022 MOVE Project survey
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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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As explained in the 2022 MOVE Project survey
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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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This past year we had two employees who had an immediate family member pass away. One was unexpected and the other after a lengthy illness. Both women were able to take the time off they needed to be a caregiver and to grieve their losses. We worked with these employees to offer options as well as hear their ideas on how HBE could best help them with their needs and how to best help them transition back to work. We were able to successfully retain both employees by offering the time off that the needed as well as reduced hours.
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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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HBE promotes healthy habits through it’s “Walking Wednesday” program. All employees are encouraged to take a ½ hour on Wednesday mornings during the summer to walk as a group. This time is paid as part of our wellness program. We provide health insurance at no cost to all fulltime employees who elect individual coverage (spouse, child(ren) and family coverage is available with eh employee paying a portion of the premium). We encourage daily wellness through providing fruit bowls and well as healthy snacks in our break room. We encourage employees to drink more water and get up and move throughout the day, many of our professional staff take advantage of the work anywhere/anytime environment and work form home. This provides them with more flexibility during the busy season and allows them to be more present with their family.
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V12. What other work/life programs, practices and innovations support productivity?
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For professional staff, flexibility and unlimited PTO are the two programs that help our employee stay happy, healthy and engaged in their work. Professional employees are all given a laptop and two monitors to work from home whether they are fully remote or work a hybrid/flex schedule. Providing a Citrix environment that allows them the technology to work form anywhere is also well received and appreciated by our professional staff.
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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.
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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
- Exit surveys for former employees
- Informal communication with key former employees
- Other
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E2 – Other Comments
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HBE is in the process of creating an Alumni network for former employees. The intent is to use this opportunity to entice select former employees to return to HBE as well as utilize as a networking tool to generate potential new clients through these contacts.
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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
- 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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E6. How does your organization achieve its business growth and profitability goals by collaborating with diverse suppliers?
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As explained in the 2022 MOVE Project survey
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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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As explained in the 2022 MOVE Project survey
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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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As explained in the 2022 MOVE Project survey
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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.
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HBE fosters innovations that might lead to new lines of businesses through internal programs, vision planning and by sharing ideas with the team. Every individual, no matter their level, is made aware that there are opportunities to get involved on all levels in all initiatives, individuals naturally gravitate towards the lines of business that they enjoy the most for example, we have an agricultural niche. Those who have expressed interest in agriculture and serving in this capacity have bene given opportunities with the niche group.
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| Final Section |
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Does your firm have a flexible or customized partnership model?
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No
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Date Entered
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05/10/2023
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