Schellman 2023 Survey

Download Survey: Schellman 2023 Survey

Company Information
Firm/Organization
  Schellman
Firm's Address
  4010 W Boy Scout Blvd # 600, Tampa, FL 33607
Tampa, Florida 33607
United States
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Website
  https://www.schellman.com/
Number of Employees
  490
Category
  Public Accounting Firm
Affiliate
  Other
Primary Survey Contact
Name – Main Contact
  July Suarez
Title – Main Contact
  People Experience Manager
Email – Main Contact
  july.suarez@schellman.com
Phone – Main Contact
  (888) 254-0000
Secondary Contact
Name – Secondary
  Bhavna Dave
Title – Secondary
  Chief of Culture
Email – Secondary
  bhavna.dave@schellman.com
Phone – Secondary
  (888) 254-0000
All Employees
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
70 16 16 31 0 3 136

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
241 22 24 44 0 10 341

All New Hires
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
31 8 7 9 0 0 55

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
79 9 6 13 0 3 110

All Associates
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
9 2 5 0 0 16

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
19 2 1 2 0 1 25

All Senior Staff
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
36 11 8 18 0 0 73

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
126 15 15 30 0 0 186

All Managers
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
14 2 3 4 0 3 26

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
34 2 5 6 0 1 48

All Senior Managers
Women
 

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

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
17 1 0 4 0 0 22

Directors
Women
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
5 0 0 2 0 0 7

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
11 0 0 1 0 0 12

All Partners and Principals
Women
 

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

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
14 1 0 0 0 1 16

Management Committee
Women
 

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

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
4 1 0 0 0 0 5

Total Information Technology Employees
Women
 

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

Men
 

White (non-Hispanic) Black Hispanic Asian Native American / Pacific Islander Biracial / Other Total
11 2 1 2 0 0 16

Information Technology Project Managers and R&D Team Managers
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
5 0 0 0 0 0 5

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
1 0 0 0 0 0 1

Money Section
M1. Benchmark compensation against current market levels
  Annually
M2a. Conduct internal pay equity surveys and analysis
  Annually
M4. Organizational supports for implementing compensation and fair pay policies (check all that apply)
 

  • 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 individual pay discussions
  • Managers decisions reviewed by at least one superior or HR manager
  • Coaching for managers by HR staff or others
  • Payband structure
M5. Managers are accountable for equitable pay (check all that apply)
 

  • We do not tie managers pay to their staffs equitable pay
M6. How do you ensure that managers reward actual productivity (not just 'face time' hours worked, or other measures of time or effort)?
  We have a rewards and recognition program where employees can recognize others through feedback in Workday that is posted to Yammer and the team member is eligible for a $250 bonus.
M7. How are managers held accountable for ensuring that they are paying their direct reports equitably?
  All salary increases route through the CEO and HCM. HCM reviews all raises for any discrimination.
M8. How do you use external market pay data to shape pay policies, practices and innovations?
  We participate and review Mercer and Pay Scale data on a yearly basis.
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?
  All bonuses and raises are reviewed by HCM from a discriminatory standpoint to ensure that all employees are close to or fall within pay ranges, and employees that are similar job roles receive the same or similar pay. These pay ranges are determined based on yearly market data. We currently participate/have access to Mercer and PayScale. If a pay inequity is found, it is discussed with the CEO during the bonus and/or raise cycle. Depending on the size of the pay inequity, the employee maybe be brought into range during that raise/and or bonus cycle or a plan of increases over the next few cycles my also apply.
M11. Please provide details, short case studies, and examples of how you ensure that woman and people of color are paid equitably.
  HCM performs discrimination testing on all discretionary quarterly bonuses and compensation increases. If a discrepancy is found, HCM will allocate the appropriate funds to make sure all team members are paid equally. During our quarterly bonuses and raise cycles, HCM cuts and analyze employee data a variety of ways. HCM looks at gender, race, age, and job categories to ensure that all minorities are receiving the same or similar bonus based on their similar performance. This also applies to compensation increase during our raise cycles.
Opportunity Section
O1. Mentoring: Types of mentoring (check all that apply)
 

  • One-on-one
  • Coaching for mentors
  • Mentoring from external coaches
O2. Leadership training: Types of leadership training (check all that apply)
 

  • Leadership training: internal program
  • Leadership training: external program
  • Career coaching through transition from staff to manager
O4. Skills and management training (check all that apply)
 

  • College tuition assistance
  • Online training program: skills
  • Online training program: leadership & management development
  • Client relationship training & management skills
  • Technical skills training for non-technical employees
  • On-site employee skills workshops
  • 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)
 

  • Formal succession planning
  • Regular reports to executives about all diverse employees
  • Talent management system
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
  • Millennials
  • Lesbian/Gay/Bisexual/Transgender/Questioning
  • Working parents
  • Disabled
  • Veterans
  • New Mothers
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.
  At Schellman we understand the importance of advancing women and people of color. Schellman is lead by our CEO Avani Desai, who identities as an Asian Female. Furthermore, our executive team has recently welcome our Chief of Culture who also identifies as Asian Female. Through our exemplary leaders, we continue to promote and encourage career advance of all women and all ethnicities.
O8. What marketing, public relations and similar efforts are tied to your organization's commitment to advancing women?
  The CEO and COO, both female leaders, as well as other leaders of Schellman, contribute to women led associations and publicly speak on the advancement of women in various formats.
Schellman also runs campaigns to highlight our SchellmanWIN initiatives and projects as well as highlighting women in leadership and their accomplishments
PR- these campaigns are sent out on our social media platforms- Linked In, Glassdoor, Instagram, Twitter, Facebook.
We offer presentations to our firm with the goal of helping to develop the voice and skills of our female population.
O9. What marketing, public relations and similar efforts are tied to your organization's commitment to advancing people of color?
  Marketing- we run campaigns that spotlight our diversity groups (PRISM, PRIDE) initiatives and projects as well as highlighting the leaders or members of these groups and their accomplishments.
PR- these campaigns are sent out on our social media platforms- Linked In, Glassdoor, Instagram, Twitter, Facebook.
We offer presentations to our firm with the goal of helping to develop the voice and skills of our diversity population.
O10. How are affinity and business resource groups used to develop women employees?
  Schellman’s corporate social responsibility program is called SchellmanCARES. Under our CARES umbrella, we have several groups that represent
different social issues. For women, we have our SchellmanWIN (Women’s Influence Network), that allows members to connect to and participate in many
different types of events. These events include book club, key note speakers, social events, and charity opportunities. The group hosts quarterly sessions
and focuses on International Women’s Day and Women’s Equality Day each year.
O11. How are affinity and business resource groups used to develop people of color employees?
  Schellman’s corporate social responsibility program is called SchellmanCARES. Under our CARES umbrella, we have several groups that represent
different social issues. For minorities, we have our SchellmanPRSIM, that allows members to connect to and participate in many different types of events.
These events include book club, key note speakers, social events, and more.
O12. How do affinity and business resource groups drive business results?
  All of our affinity groups are employee lead and are focused on what each group deems important for them to focus on each quarter and annually. These advocacy groups write and publish articles and support charities. They are helping Schellman to establish and live one of our values of social impact. It’s through these groups that we are able to establish top tier clients that also value the importance of social impact and social responsibility. Additionally, we can link employee satisfaction to these groups and the sense of community that they generate. Fostering this strong culture/sense of community, allows us to retain top talent. Retention of top talent helps to grow the expertise and maintain continuity of teams that work with our clients. This expertise and continuity translates to high quality client deliverables / interactions with our teams, therefore increasing overall client satisfaction. Increased client satisfaction boosts our recognition and positions us well within our industry.
O13. Please provide details, short case studies, and examples of how you ensure that woman have access to advancement opportunities and drive business results.
  SchellmanWIN and one of our engagement groups SchellmanYPN (Young Professionals Network) partner on different events that offer mentoring relationships and discussions. We thrive on a culture created for “people first”, and that includes the diversity of our people, including women in leadership.
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.
  SchellmanPRISM and one of our engagement groups SchellmanYPN (Young Professional Network) partner on different events that all for mentoring
relationships and discussions.
Vital Supports for Work-Life
V1. Flexwork (check all that apply)
 

  • Flexwork: Cultural practice
V2. Telecommuting and remote work (check all that apply)
 

  • Telecommuting: Formal practice
  • Telecommuting: Cultural 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)
 

  • Flexwork: Managers coached to support flexwork & telecommuting
  • Flexwork: Employees coached in effective flexwork & telecommuting
  • Flexwork: 24/7 tech support for virtual employees
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
  • 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
V4c. Stage of life transitions: Other transitions (check all that apply)
 

  • Phased return to work from illness/injury
  • Paid time off bank (includes paid sick and vacation time)
  • Sabbaticals
  • Paid time off to volunteer-work related
V6. Wellness and Disability Accommodation (check all that apply)
 

  • Ergonomic equipment provided
  • Technology accommodations beyond ADA minimum
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?
  The majority of our Service Delivery personnel (auditors) travel to client sites Monday through Thursday to perform audits that needed
to be conducted on site. This could often put a strain on family or friend’s relationship when an individual is gone for several days at a time or back-to-back
weeks. We try and alleviate this stress by providing our employees with travel bonuses based on when and where they travel. We also provide an annual
corporate trip for all of our employees and a plus one. This trip is a thank you to the plus ones (friends or family) as well as a time for employees to connect
with each other. As we return to more travel post pandemic, our practice of travel bonuses and the corporate trip have resumed as well
V8. How are managers trained and coached to leverage your organization's work/life programs to keep employee and team productivity on track?
  When an individual becomes a manager, they attend a week long training seminar. Managers also attending a yearly Manager Summit at our headquarters.
During these sessions, managers are trained on the importance of how to manage their teams effectively.
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)?
  We try and encourage our employees to take PTO through different PTO promotional because we know the importance of work life balance. Last year during summer we had a week off for employees to enjoy the last week of summer. Also, during Thanksgiving we had a $150 snappy gift for employees taking off.
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.
  Schellman has implemented “Focus Friday.” Focus Friday is ended to limit the number of internal meetings on Friday afternoons. The goal is that employees should not be scheduling internal meetings on Friday afternoon. Friday afternoon should be used to wrap up work for the week and prepare for next week. We’ve also implemented “jump start your holiday.” In this program, we shut down the office at noon the Friday before all major holidays (Memorial Day, 4th of July, Labor Day, and Thanksgiving). We also close our office for two weeks around the Holiday season so our employees can enjoy a winter break. Schellman has also implemented floating holidays to allow employees to take a holiday of their choice off that is not a Schellman recognized Holiday. This could be for a federal observed Holiday or an employee’s own birthday! We also try and “work hard/play hard” motto. Employees and their plus ones are also invited to the corporate trip. A 4-day 3 night vacation where the company pays for your flight, transportation, bags, and hotel (and so much more). There are nightly events and even company paid excursions. The Monday following the corporate trip, the company is closed for a mental health day so that employees can reflect on the time spent with their family, friends, and team members. Schellman also offers a week off during the week of July 4th.
V11. How does your organization cultivate daily wellness habits that help keep employees productive and also help manage health care costs?
  Under the CARES umbrella, we also have a resource group called SchellmanWELL. WELL is focused on all things wellness; from mental health to financial health, to physical health. We also have implemented HealthJoy, which is a benefit platform that allows for unlimited medical and behavioral health virtual visits at no cost to the employee.
V12. What other work/life programs, practices and innovations support productivity?
  Schellman has implemented “Focus Friday.” Focus Friday is ended to limit the number of internal meetings on Friday afternoons. The goal is that employees should not be scheduling internal meetings on Friday afternoon. Friday afternoon should be used to wrap up work for the week and prepare for next week. The firm has also implemented Summer Friday's in order for employees to kick off the weekend earlier and allow them to expend time with family and friends. We’ve also implemented “jump start your holiday.” In this program, we shut down the office at noon the Friday before all major holidays.
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.
  • Internal incubators for employee ideas
  • Internal business plan competition
  • Employee affinity groups and business resource groups involved in marketing
  • Employee affinity groups and business resource groups involved in recruiting
  • Organization sponsors external business plan competition, awards, etc.
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
  • Internal networking
  • External networking
  • External referrals
E4. Does your company track the proportion of women/minority business enterprise suppliers?
  No
E6. How does your organization achieve its business growth and profitability goals by collaborating with diverse suppliers?
  Schellman does not formally track diversity of suppliers. In 2023, a vendor management program will focus on formalizing supplier diversity.
E7. How does your organization leverage its track record with diverse suppliers to better market to women and minorities?
  Schellman does not formally track diversity of suppliers. In 2023, a vendor management program will focus on formalizing supplier diversity.
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?
  Schellman does not formally track diversity of suppliers. In 2023, a vendor management program will focus on formalizing supplier diversity.
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.
  Schellman does not formally track diversity of suppliers. In 2023, a vendor management program will focus on formalizing supplier diversity.
Final Section
Date Entered
  05/11/2023
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