I worked at JK Harris & Company full-time (Less than a year)
Middle management was easy to get along with, spoke to their employees like adults, and had fairly realistic expectations. A feeling of great satisfaction was to be felt upon completing past-due tax returns for a client. After one spends so much time on one person's case, the sense of accomplishment felt at its conclusion is quite rewarding.
Upper management, though fairly accessible, had unrealistic expectations with regards to the speed:accuracy ratio of return completion. Accuracy tended to take a back seat to speed with some preparers, which was not specifically endorsed by management, but was in a de facto manner, as those who completed returns quickly were offered bonus incentives. However, the returns were often quite complicated and required more time to complete accurately, leading to poor preparation accuracy being rewarded. Sales force often made promises about the work of the Tax Preparation and Case Resolution departments which could not be kept once the case was under way and the full scope of the client's issues was realized.
Advice to Management
Though the company has since been liquidated due to multiple lawsuits leading to insolvency, many can learn from its mismanagement. While after working for this firm, In my opinion, there were two major issues that led to the downfall of the company. First, many members of the sales team often promised unrealistic terms of resolution in an effort to sell contracts, leading to an impasse at case resolution. Second, speed was encouraged more than accuracy. It is important to note, that despite the claims of many plaintiffs, from my perspective it was never the policy of the company to encourage these practices, but nor was its policy discouraging said misdoings. Others in the industry should take note of these mistakes and attempt to prevent similar occurrences in their own businesses.
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