KPMG US

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KPMG US Jobs & Careers in Houston, TX

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18 days ago

Seasonal Associate

KPMG US Houston, TX

Execute the day-to-day activities of audit engagements of various clients including Securities and Exchange Commission (SEC) registrants Identify… KPMG US


8 days ago

Project Coordinator

KPMG US Houston, TX

• Schedule and coordinate workflow for document processing projects • Create and process financial statements and firm letters • Assist in the… KPMG US


18 days ago

Director, Oil & Gas

KPMG US Houston, TX

KPMG's Advisory Services Practice focuses on fundamental business issues - managing risk, increasing revenues, controlling costs - that… KPMG US


23 days ago

Senior Manager, Transfer Pricing

KPMG US Houston, TX

• Manage and deliver transfer pricing services • Develop and maintain client relationships • Supervise and mentor staff members • Prepare… KPMG US


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KPMG US Chairman & CEO John B. Veihmeyer
John B. Veihmeyer
748 Ratings
  1. 1 person found this helpful  

    How it works...No Fluff Talk Here

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Career Opportunities
    Current Employee - Advisory Senior Associate in Houston, TX
    Current Employee - Advisory Senior Associate in Houston, TX

    I have been working at KPMG US

    Pros

    Career Advancement and Exposure to Clients/Industry

    Cons

    To start you are underpaid and overworked so you are always insecure about your pay until you make Sr. Manager (Assuming you can cut it in the Big 4 and didn't slip by the hiring filters). After 1 to 2 years the work is not challenging and your career becomes tedious task management. This task management steadily increases until you become Sr. Manager when you can delegate these tasks, concentrate more on the sale of work you may not be comfortable delivering, and manage frustrated staff from afar.

    If you do not have strong character and work hard enough to be kept around the following will happen: The longer you are around the more tainted you become with this whole selling the image theme and lose sight of actually delivering value internally and to clients. Then if you stay around too long there is not a good exit strategy because the pay is higher than a job you can get in industry or consulting given your limited skillset. So you are stuck with a limited skillset and praying for SOX 2.0 until that day comes when you make partner and have to live your new life under the microscope like a preacher or politician.

    Advice to ManagementAdvice

    Allow staff to be involved with key decisions, understand what staff are doing in the field to support their needs, hire for culture, and pay the people that matter. Get away from the traditional accounting practices of moving people in and out at the bottom and build a system to retain those that add to the culture and provide quality service delivery.

    A suggestion for pay -- don't do a ranking system based on job title for pay but do a grading system of an individuals services. Who cares how many people get an A+ (or EP in the case of KPMG) if they deserve it. Have a flat rate set for raises per grade A, B, C, etc. which correlates directly with communicated numbers for the year and provide extra rewards via bonuses/raises of those who are true investments. This provides rationalization to the amount of the raise and avoids discussion of the unfair process of having limited EPs to give out for a stratified job title (e.g., associate, sr. associate, manager, etc.). A suggested process to determine the value of investment would be to have staff anonymously rate their peers via a survey as a base for discussion and then have management discuss how individuals meet measurable strategic needs of the current and future service lines. The stronger the support by peers and by managements strategic needs the bigger peice of a reserved compensation pool should be allocated as additional pay/raise.

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