| Company Information |
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Firm/Organization
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Johanson & Yau
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Firm's Address
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42 West Campbell Avenue
Third Floor
Campbell, California 95008
United States
Map It
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Website
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https://jyac.com/
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Number of Employees
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64
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Category
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Public Accounting Firm
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Affiliate
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BKR International
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| Primary Survey Contact |
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Name – Main Contact
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Jon D'Agostino
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Title – Main Contact
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Director of Human Resources
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Email – Main Contact
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jond@jyac.com
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Phone – Main Contact
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(215) 380-3270
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Primary – Mobile Phone
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(215) 380-3270
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| Secondary Contact |
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Name – Secondary
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Laura Lin
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Title – Secondary
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Managing Partner
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Email – Secondary
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carolynef@jyac.com
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Phone – Secondary
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(408) 288-5111
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Secondary – Mobile Phone
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(408) 288-5111
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| All Employees |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 15 |
0 |
4 |
20 |
0 |
0 |
39 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 11 |
1 |
4 |
9 |
0 |
0 |
25 |
|
| All New Hires |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 3 |
0 |
0 |
3 |
0 |
0 |
6 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 4 |
1 |
0 |
0 |
0 |
0 |
5 |
|
| All Associates |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 3 |
0 |
1 |
5 |
0 |
0 |
9 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 3 |
1 |
1 |
3 |
0 |
0 |
8 |
|
| All Senior Staff |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 3 |
0 |
0 |
5 |
0 |
0 |
8 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 2 |
0 |
0 |
1 |
0 |
0 |
3 |
|
| All Managers |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
0 |
0 |
6 |
0 |
0 |
7 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
1 |
0 |
2 |
0 |
0 |
4 |
|
| All Senior Managers |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 2 |
0 |
1 |
0 |
0 |
0 |
3 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
0 |
0 |
0 |
0 |
0 |
1 |
|
| Directors |
|
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 |
0 |
1 |
0 |
0 |
0 |
2 |
|
| All Partners and Principals |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
0 |
0 |
2 |
0 |
0 |
3 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 1 |
0 |
0 |
3 |
|
|
4 |
|
| Management Committee |
|
Women
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 4 |
0 |
0 |
9 |
0 |
0 |
13 |
|
|
Men
|
| |
| White (non-Hispanic) |
Black |
Hispanic |
Asian |
Native American / Pacific Islander |
Biracial / Other |
Total |
| 4 |
0 |
2 |
5 |
0 |
0 |
11 |
|
| 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 |
| 0 |
0 |
0 |
0 |
0 |
0 |
0 |
|
| 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 |
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| Money Section |
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M1. Benchmark compensation against current market levels
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Quarterly
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M2a. Conduct internal pay equity surveys and analysis
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Quarterly
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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
- By applicants and new hires
- By race and gender
- By department
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M3. Pay equity survey results are reviewed by (check all that apply)
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- Partners/Principals
- HR staff
- All managers with budget and hiring responsibilites
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M4. Organizational supports for implementing compensation and fair pay policies (check all that apply)
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- Training for managers in applying fair pay policies when hiring
- Traning for managers in applying fair pay policies when determining raises, promotions and bonuses
- Organization-wide communication about pay from top leaders
- 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
- Group or circle
- Coaching for mentors
- Across departments and functions
- Mentoring from external coaches
- Other
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Other O1 – Comments
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Nearly all employees participate in our mentor program. Mentors regularly meet with mentees to provide feedback regarding work performance, career advice, etc. We also conduct quarterly lunch & learn events and other training sessions for mentors/mentees, as well as informal support groups for employees new to the profession, working parents, etc.
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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
- Other
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O2 – Other Comments
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We offer various leadership training opportunities: 1) In-house presentations 2) BKR Leadership Institute (participants include multiple female managers and potential partner candidates) 3) Leadership San Jose 4) Professional one-on-one coaching.
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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
- Other
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O3 – Other Comments
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Although we do not have a formal program to address rotational training, we regularly offer opportunities for all employees (and from all departments), to expand skills and work outside the usual comfort zone.
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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
- Technical skills training for non-technical employees
- On-site employee skills workshops
- Funding to attend professional development conferences
- Other
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O4 – Other Comments
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We conduct ongoing training sessions on topics including technical, management/leadership and soft skills. These topics are presented by colleagues and external speakers. We also offer a generous allowance for personalized training via online and external resources, conferences, etc.
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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
- Regular reports to executives about pipeline of women only
- Formal identification of high-potential employees
- Managers trained to identify high-potential employees
- Managers base pay tied to advancing women and people of color
- Paid internships for college students/professionals before graduation
- Track subsequent hiring of interns
- Formal evaluation of effectiveness of advancement programs for women and people of color
- Publicly report the status of women, minorities and diverse employess at least annually
- Other
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O5 – Other Comments
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HR regularly presents to our management team on best practices for diversity in employment. We are proud of our long history of promoting traditionally underrepresented employees to management, partnership and other high profile leadership positions.
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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
- Millennials
- Retirement transition
- Lesbian/Gay/Bisexual/Transgender/Questioning
- Working parents
- Working caregivers
- New Mothers
- Other
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O6 – Other Comments
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We are active with organizations that provide education and guidance regarding work/life balance and other related employment concerns. This has included Commercial Real Estate Women (CREW), Asian/Latino chambers of commerce, LeanIn.org and SHRM's LGBTQ initiatives among others.
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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.
|
| |
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: Cultural practice
- Flexwork: By department, with managers approval
- Flexwork: On a case-by-case basis, with managers approval
- Flexwork: ROI formally measured and reported to senior management
- Other
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V1 – Other Comments
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We are proud of our long commitment to accommodating employee requests for flexible work arrangements. In response to the COVID-19 pandemic and the changing landscape of work, we recently introduced FlexFirst, a formal policy to allow employees to work anywhere/anytime. This has been enthusiastically embraced by employees and served to expand our recruiting opportunities.
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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
- Telecommuting: Used to trim overhead, save cost
- Telecommuting: Used as strategic tool for disaster recovery, etc.
- Other
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V2 – Other Comments
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See response to V1.
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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
- Flexwork: 24/7 tech support for virtual employees
- Other
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V3 – Other Comments
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We provide managers with coaching and necessary resources and tools around this topic so that they are able to respond to employee requests in a meaningful way. This has become a more routine priority for us as we struggle with concerns like sufficient office space, a tight labor market and regional commuting limitations.
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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
- Other
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V4a – Other Comments
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We have a long history of accommodating family leave requests beyond minimum legal requirements. Our current policy was modeled/scaled to remain competitive with Big Four firms to include new parents, illness and eldercare. The policy provides up to 24 weeks away from work with 8 weeks fully paid. The policy also allows for phased return to work with part-time hours and full-time pay.
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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 work with a professional transition consultant to implement partner succession plans on behalf of retiring partners. We also internal succession plans on behalf of most employees with various benchmarks for advancement, including a path to partnership.
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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
- Other
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V4c – Other Comments
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Our Paid Time Off (PTO) benefit compares with the best firms in the industry. We recently rolled out an unlimited PTO benefit for managers/senior managers. Employees are also provided with paid time for community volunteer work. In addition, we are continuing to consider a sabbatical policy for management team staff.
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V5a. Dependent care: Childcare assistance provided (check all that apply)
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- Worklife supports geared for busy season
- Other
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V5a – Other Comments
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We provide access to and partially fund pretax accounts which may be used to plan for and reimburse childcare/dependent care costs. Additionally, we are looking to partner with a local community childcare center.
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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
- Other
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V5b – Other Comments
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We provide access to and partially fund pretax accounts which may be used to plan for and reimburse elder/dependent care costs. In addition, employees may consult with our wealth management practice.
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V6. Wellness and Disability Accommodation (check all that apply)
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- On-site clinic
- 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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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?
|
| |
As explained in the 2022 MOVE Project survey.
|
|
V13a. Does your firm track/count the number of LGBTQ / nonbinary employees?
|
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Yes
|
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V13b. If so, how?
|
| |
This is an informal count that relies on employees self-identifying as LGBTQ or nonbinary.
|
| ENTREPRENEURSHIP |
|
E1. Internal entrepreneurship (check all that apply)
|
| |
- 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
- Other
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E1 – Other Comments
|
| |
We regularly form and lead employee focus groups to consider new business plans and research best practices for new practice offerings, technical skills or industry requirements. These topics are presented to our management team and as part of ongoing employee training needs. An example is the launch of our international tax practice, organized organically and led entirely by a senior woman of color.
|
|
E2. Does your company track former employees who might contribute to the company as a supplier or contractor? (check all that apply)
|
| |
- Exit interviews for former employees
- Exit surveys for former employees
- Alumni networks of former employees for temp & contract work
- Informal communication with key former employees
- Communication tools to reach alumni employees (website; newsletter; etc.)
- Established process for employees to transition to supplier or contractor status
- Other
|
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E2 – Other Comments
|
| |
We find much success working with former employees, either on a project or temporary basis – and for potential new client referrals.
|
|
E3. Please indicate how employee resouce groups have contributed to your firm's growth (check all that apply)
|
| |
- 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
- Other
|
|
E3 – Other Comments
|
| |
Our business development director assists in coordinates employee participation in ERGs, which has produced positive results toward firm growth, especially as related to networking and referrals.
|
|
E4. Does your company track the proportion of women/minority business enterprise suppliers?
|
| |
Yes
|
|
E5. How does your organization invest in the success of women/minority business enterprises? (check all that apply)
|
| |
- Train procurement staff in finding and working with W/MBEs
- Train line managers in finding and working with W/MBEs
- C-level review of W/MBE spend at least annually
- Mentor W/MBE owners in business management
- Other
|
|
E5 – Other Comments
|
| |
We do not maintain a formal program to invest in the success of women/minority business enterprises. However, our culture is supportive of working with diverse and seeks out such relationships on an informal basis. We hope to learn more about this in the future and formalize our process.
|
|
E6. How does your organization achieve its business growth and profitability goals by collaborating with diverse suppliers?
|
| |
See response to E5.
|
|
E7. How does your organization leverage its track record with diverse suppliers to better market to women and minorities?
|
| |
See response to E5.
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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?
|
| |
Employees at all levels meet regularly to discuss and consider innovations that might lead to new lines of business. This occurs in various forums, such as during practice and marketing meetings, management team meetings, strategic planning retreats and informal conversations. One of our partners, a woman of color, leads and provides regular reporting of these activities. See response to E1 regarding international tax.
|
|
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.
|
| |
Entrepreneurship is typically seen in an organic setting and open to participation among employees at all levels. This has ranged from simple procedural suggestions for efficiency or major initiatives, such as launching our international tax practice. As part of our newly-formed diversity initiative, we are in the early stages of formalizing the process of identifying opportunities to work with diverse suppliers. To date, we have contracted with vendor companies owned by women and other underrepresented communities, including services in architecture, website design, floral design, cleaning and printing.
|
| Final Section |
|
Does your firm have a flexible or customized partnership model?
|
| |
No
|
|
Confidential Snapshot
|
| |
Nothing specific comes to mind. Happy to discuss more, based on your findings.
|
|
Final Question
|
| |
Nothing specific comes to mind.
|
|
Date Entered
|
| |
05/04/2023
|
