McGladrey LLP

  www.mcgladrey.com
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Decent attempt at a work-life balance

  • Comp & Benefits
  • Work/Life Balance
  • Senior Management
  • Culture & Values
  • Career Opportunities
Current Employee - Associate, Risk Management  in  Denver, CO
Current Employee - Associate, Risk Management in Denver, CO

Pros

Feedback from superiors is genuinely considered
Promote from within

Cons

High turnover leads to high workload

Advice to ManagementAdvice

Work harder at retaining employees

Recommends
Positive Outlook
Approves of CEO

Other reviews for McGladrey LLP

  1. 1 person found this helpful  

    Not the best company to work for

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - Tax Associate  in  Davenport, IA
    Former Employee - Tax Associate in Davenport, IA

    Pros

    Not sure if there are any pros to this company

    Cons

    Company is difficult to work for - changes direction too many times - not enough training

    Advice to ManagementAdvice

    Keep good employees - stop the revolving door

    Doesn't Recommend
    Negative Outlook
    No opinion of CEO
  2. 3 people found this helpful  

    McGladrey Irvine, Tax Department not so good, advised to stay away! Bad management, poor training, high turnover...

    • Senior Management
    Former Employee - Anonymous Employee  in  Irvine, CA
    Former Employee - Anonymous Employee in Irvine, CA

    Pros

    Was not with the firm long enough to properly evaluate and determine if anything about this company would have been a pro and positive.

    Cons

    Cons, pretty much everything.....

    Big indicating factor regarding this tax department having problems- high turnover rate. Majority of employees at manager level and below had only worked with the company for 1 1/2 yrs or less.

    1. No new hire training/any training for new hire managers when they start. Somehow the firm expects them to succeed. Only training received consisted of first day firm orientation with the other new hires; here is your computer, here is how you change your passwords, here is how you enter your timesheet, etc. All new hires below the manager level then received 1 week of additional training on the firm tools and processes. Umm hello, the manager is still going to need to know how to utilize these tools, get into, review documents, submit items, etc. How do you expect them to succeed without this knowledge?
    2. New manager hired under false pretence. Hired to be Subchapter C specialist and then given no Subchapter C work. Told by Partner in Charge when not given Sub C work, "Well we all have to wear different hats". Pretty much bait and switch.......
    3. Management fumbled around for weeks trying to determine what clients to assign new manager.
    4. Partner in Charge assigns new hire manager inappropriate navigator/buddy. Navigator/buddy knows nothing about firms BCP/Dott Process the new hire manager needs to utilize for the scheduling of their client assignments. Nav/buddy states they do not utilize those processes/tools in the PCS practice. Nav/buddy quits the firm a few weeks later. New manager assigned a new nav/buddy who is to new to the firm to properly assist with these tools. Partner in Charge not competent enough to realize and assign the most logical person as the navigator/buddy who is the firms experienced home grown manager who had been with the firm 5+ yrs. Once again the firm does not set up the new manager to succeed.
    5. New manager who received no firm training assigned predominantly to firms new/messy clients that require a ton of setup (utilizing the firms systems & process that they received no training on) and where there will be significant write offs due to underbidding/budgeting of new firm engagements. New manager not setup to look like a star or even adequate in this department.
    6. New manager assigned to work for incompetent partner who flat out told new manager, "Don't look for a mentor here, you won't find one in this firm". Some of the first words ever said by this incompetent partner to the new manager were, "We are going to eat it in the shorts on this engagement". How does one look like a super star or even an adequate star on a new firm engagement when you’re just told by the Partner the engagement was severely underbid and we are going to eat it in the shorts? Incompetent Partner then proceeds to throw new manager under the bus on that engagement every chance they got to protect their hide and make the new manager look bad. Incompetent Partner told new manager on more then one occasions that they were not the expert in various areas of tax law and taxation, where new manager had many years of experience and expertise and new more then the supposed experts in the local office regarding those matters. The list of Cons could go on and on....

    Advice to ManagementAdvice

    Learn how to train and mentor those you hire at all levels. Don't bring people into the firm under false pretences because you are scrambling to hire someone at the last hour before busy season when you have no clue as the type of industry, or level of person you really need to hire. Also if you only plan on bringing the person in for busy season and then letting them go afterwards, why not be up front in your hiring practices and let them know that is all it is going to be. They may have had other job offers on the table to have chosen from. Unfortunately due to your false pretences they chose poorly and chose your firm.

    Doesn't Recommend
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