| Company Information |
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Firm/Organization
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James Moore & Co.
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Firm's Address
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5931 NW 1st Pl
Gainesville, Florida 32607
United States
Map It
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Website
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https://www.jmco.com
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Number of Employees
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260
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Category
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Public Accounting Firm
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Affiliate
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CPAmerica
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| Primary Survey Contact |
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Name – Main Contact
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James Williams
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Title – Main Contact
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Marketing Coordinator
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Email – Main Contact
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James.Williams@jmco.com
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Phone – Main Contact
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(352) 378-1331
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| Secondary Contact |
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Name – Secondary
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Stacy Dreher
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Title – Secondary
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Marketing Director
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Email – Secondary
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stacy.dreher@jmco.com
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Phone – Secondary
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(352) 378-1331
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| All Employees |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 137 |
4 |
11 |
7 |
1 |
1 |
161 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 86 |
2 |
7 |
4 |
0 |
0 |
99 |
|
| All New Hires |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 24 |
2 |
8 |
2 |
0 |
1 |
37 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 19 |
1 |
4 |
0 |
0 |
0 |
24 |
|
| All Associates |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 16 |
1 |
1 |
1 |
0 |
0 |
19 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 19 |
0 |
0 |
0 |
0 |
0 |
19 |
|
| All Senior Staff |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 38 |
2 |
2 |
0 |
0 |
0 |
42 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 10 |
1 |
0 |
1 |
0 |
0 |
12 |
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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 |
| 16 |
0 |
0 |
2 |
0 |
0 |
18 |
|
|
Men
|
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| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 12 |
0 |
0 |
1 |
0 |
0 |
13 |
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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 |
| 7 |
0 |
0 |
0 |
0 |
0 |
7 |
|
|
Men
|
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| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 9 |
0 |
0 |
0 |
0 |
0 |
9 |
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| Directors |
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Women
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| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 11 |
0 |
1 |
1 |
0 |
0 |
13 |
|
|
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
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| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 11 |
0 |
0 |
0 |
0 |
0 |
11 |
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Men
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| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 10 |
0 |
0 |
2 |
0 |
0 |
12 |
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| Management Committee |
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Women
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| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 11 |
0 |
0 |
0 |
0 |
0 |
11 |
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Men
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| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 9 |
0 |
0 |
2 |
0 |
0 |
11 |
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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 |
| 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 |
| 16 |
0 |
2 |
0 |
0 |
0 |
18 |
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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
|
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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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| Information Technology Principals / Partners and Corporate Dept. 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 |
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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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| Money Section |
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M1. Benchmark compensation against current market levels
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Annually
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M2a. Conduct internal pay equity surveys and analysis
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Biannually
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M2b. Conduct internal pay equity surveys (check all that apply)
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- Of all pay plus performance data
- As needed
- By applicants and new hires
- By race and gender
- 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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As explained in the 2022 MOVE Project survey.
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M7. How are managers held accountable for ensuring that they are paying their direct reports equitably?
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As explained in the 2022 MOVE Project survey.
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M8. How do you use external market pay data to shape pay policies, practices and innovations?
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As explained in the 2022 MOVE Project survey.
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M9. What were the results of your most recent internal pay equity survey and analysis?
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As explained in the 2022 MOVE Project survey.
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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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As explained in the 2022 MOVE Project survey.
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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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As explained in the 2022 MOVE Project survey.
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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
- Career coaching for alternative partnership track
- Leadership training: through employer-supported volunteer responsibilities
- 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
- 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.
- College tuition assistance
- Online training program: skills
- Online training program: leadership & management development
- Client relationship training & management skills
- Financial skills training for non-financial 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 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
- Publicly report the status of women, minorities and diverse employess at least annually
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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
- Retirement transition
- Working parents
- New Mothers
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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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As explained in the 2022 MOVE Project survey.
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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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As explained in the 2022 MOVE Project survey.
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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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As explained in the 2022 MOVE Project survey.
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O10. How are affinity and business resource groups used to develop women employees?
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As explained in the 2022 MOVE Project survey.
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O11. How are affinity and business resource groups used to develop people of color employees?
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As explained in the 2022 MOVE Project survey.
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O12. How do affinity and business resource groups drive business results?
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As explained in the 2022 MOVE Project survey.
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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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As explained in the 2022 MOVE Project survey.
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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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As explained in the 2022 MOVE Project survey.
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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: 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: 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
- Telecommuting: Used as strategic tool for disaster recovery, etc.
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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 evaluate productivity, not face time
- Flexwork: Managers coached to support flexwork & telecommuting
- Flexwork: Employees coached in effective flexwork & telecommuting
- Flexwork: 24/7 tech support for virtual employees
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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
- 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)
- 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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- Childcare: referral service
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V5b. Elder/other dependent care assistance provided (check all that apply)
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- Elder/other dependent care: referral service
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V6. Wellness and Disability Accommodation (check all that apply)
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- Subsidized gym/fitness membership
- Ergonomic accommodations beyond ADA minimum
- Ergonomic consults
- Ergonomic equipment provided
- Technology accommodations beyond ADA minimum
- Other
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V6 – Other Comments
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The notion of wellness is frequently associated with gym memberships or green smoothies, limiting the scope to just physical well-being. In reality, well-being is a result of complex interactions among many dimensions that, when nurtured in harmony, improve health and quality of life. Our wellness program aims to address the holistic dimensions of well-being. Our program encompasses 8 dimensions of well-being and offers a stipend and support to help employees with their emotional, occupational, spiritual, physical, social, environmental, intellectual, and financial wellness.
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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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As explained in the 2022 MOVE Project survey.
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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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As explained in the 2022 MOVE Project survey.
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V12. What other work/life programs, practices and innovations support productivity?
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As explained in the 2022 MOVE Project survey.
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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
- Exit surveys for former employees
- Alumni networks of former employees for temp & contract work
- Informal communication with key former employees
- Communication tools to reach alumni employees (website; newsletter; etc.)
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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
- Sales process improvement
- 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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- Sponsor W/MBE owners for trade and marketing opportunities
- Assist W/MBE owners in collaborating with other W/MBE owners for contracts
- 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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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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As explained in the 2022 MOVE Project survey.
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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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05/11/2023
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