The Bonadio Group 2023 Survey

Download Survey: The Bonadio Group 2023 Survey

Company Information

Firm/Organization

The Bonadio Group

Firm's Address

171 Sully's Trail
Pittsford, New York 14534
United States
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Website

https://www.bonadio.com

Number of Employees

933

Category

Public Accounting Firm

Affiliate

Other

Primary Survey Contact

Name – Main Contact

Alissa Hinkle

Title – Main Contact

Human Resource & Compliance Senior Specialist

Email – Main Contact

ahinkle@bonadio.com

Phone – Main Contact

(518) 250-7713

Primary – Mobile Phone

(518) 210-4428

Secondary Contact

Name – Secondary

Heather Rudes

Title – Secondary

Chief Human Resources Officer

Email – Secondary

hrudes@bonadio.com

Phone – Secondary

(585) 249-2837

Secondary – Mobile Phone

(585) 472-0616

All Employees

Women

White (non-Hispanic)	Black	Hispanic	Asian	Native American / Pacific Islander	Biracial / Other	Total
419	13	10	25	2	3	472

Men

White (non-Hispanic)	Black	Hispanic	Asian	Native American / Pacific Islander	Biracial / Other	Total
417	6	14	17	0	7	461

All New Hires

Women

White (non-Hispanic)	Black	Hispanic	Asian	Native American / Pacific Islander	Biracial / Other	Total
98	5	4	12	2	1	122

Men

White (non-Hispanic)	Black	Hispanic	Asian	Native American / Pacific Islander	Biracial / Other	Total
100	2	5	9	0	2	118

All Associates

Women

White (non-Hispanic)	Black	Hispanic	Asian	Native American / Pacific Islander	Biracial / Other	Total
182	10	8	15	1	2	218

Men

White (non-Hispanic)	Black	Hispanic	Asian	Native American / Pacific Islander	Biracial / Other	Total
219	3	8	14	0	4	248

All Senior Staff

Women

White (non-Hispanic)	Black	Hispanic	Asian	Native American / Pacific Islander	Biracial / Other	Total
66	1	1	5	1	0	74

Men

White (non-Hispanic)	Black	Hispanic	Asian	Native American / Pacific Islander	Biracial / Other	Total
41	0	2	2	0	1	46

All Managers

Women

White (non-Hispanic)	Black	Hispanic	Asian	Native American / Pacific Islander	Biracial / Other	Total
126	3	2	6	1	1	139

Men

White (non-Hispanic)	Black	Hispanic	Asian	Native American / Pacific Islander	Biracial / Other	Total
111	2	5	1	0	2	121

All Senior 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

Directors

Women

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

Men

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

All Partners and Principals

Women

White (non-Hispanic)	Black	Hispanic	Asian	Native American / Pacific Islander	Biracial / Other	Total
78	0	1	4	0	0	83

Men

White (non-Hispanic)	Black	Hispanic	Asian	Native American / Pacific Islander	Biracial / Other	Total
105	1	2	1	0	0	109

Management Committee

Women

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

Men

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

Total Information Technology Employees

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
15	0	2	0	0	0	17

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
2	0	1	0	0	0	3

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
3	0	0	0	0	0	3

Money Section

M1. Benchmark compensation against current market levels

As needed

M2a. Conduct internal pay equity surveys and analysis

Annually

M2b. Conduct internal pay equity surveys (check all that apply)

As needed

M3. Pay equity survey results are reviewed by (check all that apply)

Partners/Principals
HR staff
All managers with budget and hiring responsibilites

M4. Organizational supports for implementing compensation and fair pay policies (check all that apply)

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

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’ve established a clearly defined performance management process where goals and expectations are
communicated on a continuous basis as well as annually. Leveraging our online recognition system also aids in public
recognition of employee accomplishments

M7. How are managers held accountable for ensuring that they are paying their direct reports equitably?

We have a firm-wide salary grid that is in place that is maintained and updated annually. Additionally, there are
periodic compensation surveys and ensuing discussions with organizational leadership. Informal networking and
participation in relevant Special Interest Groups (SIG's) within the accounting industry also provide our firm relevant compensation insights. The recruiting landscape itself lends to understanding what candidates are expecting/seeing during their job search among competitors.

M8. How do you use external market pay data to shape pay policies, practices and innovations?

We pay salaries in-line with the market rate and, through active participation in compensation/benefit surveys, we stay
cognizant of competitive practices. This data is used to consider various adjustments to current internal comp/benefit
structures if/when deemed necessary.

M9. What were the results of your most recent internal pay equity survey and analysis?

Overall, we pride ourselves on remaining consistently competitive in our compensation/benefits. Of course, there are
anomalies that may come into play related to specific competitors and geographies. We analyze these when they arise
to determine if they are truly unique situations or show evidence of something more pervasive that could lead to
adjustment needs within our organization's comp/benefit structure.

M10. If an inadvertent pay inequity has ever been discovered, how was it found, how was it corrected; and how were pay practices and policies consequently changed?

We did a salary analysis of all similar positions. In most cases inequity was not found but in a few cases inequity was
uncovered. We immediately moved to correct the situation by bringing the employee to market rate.
M11. Please

M11. Please provide details, short case studies, and examples of how you ensure that woman and people of color are paid equitably.

We ensure that all of our employees are paid equitably by virtue of the role they play and their specific responsibilities.
Regardless of male vs. female or race, we strive to ensure that compensation and benefits are equitable.

Opportunity Section

O1. Mentoring: Types of mentoring (check all that apply)

One-on-one
Group or circle
Coaching for mentors
Across departments and functions
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
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
Part-time partnership track

O3. Rotational training (check all that apply)

Stretch assignments or rotations
Developmental assignments or rotations
Emerging women leaders rotated into client-facing roles
Short-term developmental assignments in lieu of relocation
Rotation into partner/principal task forces
Rotation into operating positions
Rotation into international projects

O4. Skills and management training (check all that apply)

Skills training (such as IT certifications) beyond C.P.E.
Online training program: skills
Online training program: leadership & management development
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

O5. How do managers and top leaders track the advancement of women and people of color? (check all that apply)

Formal succession planning
Formal identification of high-potential employees
Talent management system
Paid internships for college students/professionals before graduation
Track subsequent hiring of interns
Other

O5 – Other Comments

We continuously compare our composition of female employees and partners to national statistics provided by the
AICPA, with our peers in organizations like Moore North America, and with our local competitors in our various markets.
In addition, we consider gender diversity at specific positions in our firm (Office Managing Partner, Practice Leader,
Team Leader, Board Member, Management Committee Member, etc.) Where we believe we are lagging behind, we
discuss strategic plans for improvement.

O6. Internal affinity networks or business resource groups are sponsored by the organization for (Check all that apply)

Women

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.

We have an extremely diverse client base in terms of types of businesses/organizations we serve and services we
provide, and we recognize that there is a business case to be made in striving for our professionals to reflect the
diversity of our clients to the extent it is possible. We aim to be supportive of the advancement of all employees at our
firm. This supportiveness, in relation to each individual’s performance metrics and career goals, lends itself positively
to the business goals and resulting profits of our firm. Our candidate pool continues to be diverse, and with whomever
we hire, it is our goal to provide them the tools/opportunities to have a successful career with us.

O8. What marketing, public relations and similar efforts are tied to your organization's commitment to advancing women?

Wherever feasible, we look to participate in various surveys, competitions, recognitions and other business forums that
can highlight members of our firm, especially those pertaining to women or minority groups when appropriate. As an
example, we regularly nominate female members of our firm for certain leadership award opportunities in our
community such as local 30 Under 30 or 40 Under 40 initiatives.

O9. What marketing, public relations and similar efforts are tied to your organization's commitment to advancing people of color?

Wherever feasible, we look to participate in various surveys, competitions, recognitions and other business forums that
can highlight members of our firm, especially those pertaining to women or minority groups when appropriate. As an
example, we try to nominate people of color at our firm for certain leadership award opportunities in our community
such as local 30 Under 30 or 40 Under 40 initiatives.

O10. How are affinity and business resource groups used to develop women employees?

We encourage participation in a widespread array of groups that will support the
development of any employee regardless of sex/race. With that, we also feel it is our firm’s obligation to provide
community resources for women, people of color, and other minority groups.

O11. How are affinity and business resource groups used to develop people of color employees?

O12. How do affinity and business resource groups drive business results?

The networking benefit from participation in these groups is extremely beneficial. The benefits are not only towards
enhancement of new business, but career and personal development of the involved employees.

O13. Please provide details, short case studies, and examples of how you ensure that woman have access to advancement opportunities and drive business results.

We ensure that all employees, regardless of sex/race are provided the same
type of advancement opportunities. Harassment training is provided during new hire orientation and on an annual
basis firm-wide, which increases awareness of treating others equally and respectfully along with making employees
aware of the resources available in to address any concerns. We also have a confidential hotline that serves as a
resource for anyone needing to discuss issues. As we've noted in a prior MOVE survey, we have had women progress
from intern to partner and even to Management Committee.

O14. Please provide details, short case studies, and examples of how you ensure that minorities/people of color have access to advancement opportunities and drive business results.

We ensure that all employees, regardless of sex/race are provided the same
type of advancement opportunities. Harassment training is provided during new hire orientation and on an annual
basis firm-wide, which increases awareness of treating others equally and respectfully along with making employee's aware of the resources available in to address any concerns. We also have a confidential hotline that serves as a
resource for anyone needing to discuss issues.

Vital Supports for Work-Life

V1. Flexwork (check all that apply)

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

V2. Telecommuting and remote work (check all that apply)

Telecommuting: Cultural practice
Telecommuting: On a case-by-case basis, with managers approval
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 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

V3 – Other Comments

Because we have multiple locations, our employees are used to and adept at working virtually with colleagues
regardless of where they physically are located. Significant video conferencing capabilities for meetings, trainings, etc.
and our video phone system are all tools everyone can access to enhance the effectiveness of flexible work styles and
schedules.

V4a. Stage of life transitions: Parenting transitions (check all that apply)

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

V4b. Stage of life transitions: Retirement transitions (check all that apply)

Phased retirement: Retirement transition career track
Phased retirement: Temp/contract work for new retirees

V4c. Stage of life transitions: Other transitions (check all that apply)

Phased return to work from illness/injury
Accommodations beyond ADA required for chronic illness management
Paid time off to volunteer-work related

V5a. Dependent care: Childcare assistance provided (check all that apply)

Worklife supports geared for busy season

V5b. Elder/other dependent care assistance provided (check all that apply)

Elder/other dependent care: referral service

V6. Wellness and Disability Accommodation (check all that apply)

Subsidized gym/fitness membership
On-site gym/fitness membership
Ergonomic accommodations beyond ADA minimum
Ergonomic consults
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?

Long hours and unexpected client service needs are common in our industry. Our industry is all client-service based,
and we are often tied to the unexpected and changeable nature of our clients' needs. Managing the clients'
expectations is critical, however, when the clients are what help keep the lights on, this can be challenging in terms of
delivering on service and helping our employees maintain a reasonable balance between work and personal lives.

V8. How are managers trained and coached to leverage your organization's work/life programs to keep employee and team productivity on track?

New managers and supervisors are coached in staying aware of the varied needs of their employees. By meeting
periodically with their direct reports, they are expected to stay in tune with these necessities, both in and outside of
the office, and address them as needed. Managers are also expected to be approachable by their employees, so there
is comfort in having an employee raise concerns along these lines. When this works effectively, it's a positive outcome
for all.

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)?

There isn't a specific metric used, however we track by ensuring that constructive communications occur between
employees and their supervisors. A helpful aid in this can be our confidential 360 process. If an employee feels they are
not getting adequate support from their supervisor or even when they are, this program can be a helpful tool in
understanding what is occurring in the event the employee isn't comfortable sharing something directly with their
supervisor. Positive retention is also proof that we are being successful.

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.

We have numerous examples of how we have been flexible with our employees related to work/life issues. They
include parental needs, relocation, telecommuting, flexibility in family emergency occurrences, referrals to our
confidential EAP, etc. This flexibility has been viewed very positively by all, and keeping HIPAA in mind, certain aspects
are shared in our hiring practices to let candidates know we walk the talk.

V11. How does your organization cultivate daily wellness habits that help keep employees productive and also help manage health care costs?

We partner with our healthcare providers on specific wellness initiatives that can help to pre-identify medical matters
that the employee may not otherwise be aware of; this program also provides an opportunity for employees to earn
additional HSA contributions for their participation. Ergonomic information is provided at orientation and publicized in
various manners throughout the organization; employees are encouraged to let HR know if they feel they could benefit
from certain equipment adjustments to aid in their physical comfort while at work. Each office has an employee
representative who is trained to identify/adjust work station equipment to assist in ergonomic comfort. We also have a
firm-wide Wellness Committee that is responsible for planning wellness events and challenges for all employees. We
recently launched a mobile fitness app through which our employees can participate in fitness classes. Our staff travels
a lot, and the ability to keep them engaged in wellness while on the road is important. We keep in mind the promotion
of healthy meals/snacks, including promoting a local produce delivery program that employees can become members
of. We provide an annual Healthy Living Reimbursement towards health/fitness purchases as well as publicize other
discounting opportunities towards health/wellness programs.

V12. What other work/life programs, practices and innovations support productivity?

In addition to the litany of wellness-related activities we support, we also orchestrate a number of busy season stress
reliever activities that are for the purpose of promoting camaraderie as well as simply getting away from work mode
for a bit during our busiest and most stressful times of the year. These may include games, social hours, team-specific
outings, on-site massages, healthy snacks, therapy dogs on-site, etc. Year-round, we also have an unlimited PTO policy
and a program to address flexibility needs firm wide to ensure employees are empowered.

V13a. Does your firm track/count the number of LGBTQ / nonbinary employees?

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 business plan competition
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
Organization sponsors external business plan competition, awards, etc.
Other

E1 – Other Comments

Our firm has involvement with numerous outside business and marketing groups inclusive of those tied to our industry
itself, i.e. the NYSSCPA's and AICPA among others.

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

E2 – Other Comments

Periodically hold alumni events for networking, social, educational and business development purposes.

E3. Please indicate how employee resouce groups have contributed to your firm's growth (check all that apply)

Internal networking
External networking

E4. Does your company track the proportion of women/minority business enterprise suppliers?

E5. How does your organization invest in the success of women/minority business enterprises? (check all that apply)

Collaborate with women and minority small business centers or similar programs
Publicly report supplier diversity at least annually (if so provide a copy of or a link to the report)
Other

E5 – Other Comments

While we may not have a formal training program related to the procurement of services by W/MBE's, we stay
cognizant of these opportunities and encourage awareness and potential involvement with them.

E6. How does your organization achieve its business growth and profitability goals by collaborating with diverse suppliers?

We believe that everyone brings something to the table in all aspects of our business. It is beneficial to be open minded to the diversity of suppliers that exist. When we hire diverse employees, we open our firm up to new opportunities to better serve our diverse base of clients.

E7. How does your organization leverage its track record with diverse suppliers to better market to women and minorities?

Repeat business and networking helps us to achieve this.

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?

There are several women and minorities firm-wide represented on various strategic planning committees. We recently
updated our Five Year Strategic Plan and have committees that represent each of our four cornerstones: People,
Growth, Client Service and Excellence. We have women and minorities on each of these committees and
representation from different levels and divisions across the firm. We have women leading our audit and tax innovation
efforts, the first female member of our Management committee, and multiple female Office Managing Partners.

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.

As stated above, we have women leading both our audit and tax innovation initiatives. They were selected for these
roles based on their commitment to entrepreneurship and change management.

Final Section

Does your firm have a flexible or customized partnership model?

Yes

Customized Partnerships

Our firm does employ part time partners. Each agreement is dependent on their individual situations.

Date Entered

05/11/2023

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