Summary of Findings related to Work / Life

The CICA and Provincial Institutes / Ordre have obtained information from members on work / life issues as the result of a number of different vehicles.  These cover the breadth of the membership and are outlined below. 

1. Younger Member Survey - Canada (2009)
2. Work Life Today: The Firm’s Perspective
3. Work Life Balance Survey (May 2009)
4. Managing a Public Practice ("MAPP") Survey (October 2007)
5. Member Compensation Survey (2007)
6. New Member Services & Member Profile (2007)
7. Work-Life Balance Needs for Women CAs Focus Groups (2007)
8. Younger Members in Industry Focus Groups (March  to May 2006)
9. Younger Member Survey (January 2006)
10. Managing a Public Practice (“MAPP”) Survey (October 2005)
11. CAPA Survey  (September 2005)
12. Compensation Survey (July 2005)
13. ICAO Career Development Survey (2004)
14. AICPA Research “Decade of Change”

Younger Member Survey – Canada (2009)

Methodology:

The International Innovation Network (IIN) commissioned a survey to allow participating IIN Members to gather information about the needs of their members.  The survey was sent to a small of younger members in business.  In June 2009, a random sample of 2336 members aged 35 and under received the survey and 841 members completed the survey.  The margin of error with this study is +/- 3.3%.

Findings:

Interesting work and work/life balance are the most important work environment factors for younger members.    Work/life balance is more important for women (81%) than men (59%). 

Work/life balance remains the top reason that younger members leave their original training firm, with over 2/3 of younger members identifying work/life balance as a top reason for moving.

Career Plans & Future Aspirations

• 32% of younger members have a clear career plan.  A further 47% have no career plan but a good idea of the type of job they would like in 5 years
• Partner (19%), Director/Manager in Industry (16%) and Chief Financial Officer (14%) are the job titles which the largest number of younger members aspire to within the next 5 years
• Over half of all younger members would like financial accounting to be a part of their job functions within the next 5 years (53%). Followed by general management (34%), auditing and assurance (29%) and taxation (26%)
• Only 6% of younger members have a written career plan.  32% overall have a plan, written or otherwise, while 47% do not have a plan but have a good idea of the type of job they would like to have in 5 years.  21% report having no career plan and no idea about the type of job they would like in 5 years.
• Across gender there are some considerable differences, with women much less likely to have an established career plan either written or otherwise (F: 25%, M: 40%).  Women are also more likely to neither have a career plan nor a good idea of what type of job they would like to do in 5 years (F: 26%, M:15%)
• Women outside of public practice, express a stronger likelihood than men of pursuing development in a variety of sectors, including accounting and financial reporting, leadership and risk management. Outside of public practice, men report a stronger probability of pursing professional development in taxation.

Career Interests

• While many do not have a clear idea of the type of job they would like to do, when presented with several potential job titles, 91% of younger members were able to identify at least one to which they aspired to have within the next 5 years.
• Partner is the most desired job title with 19% indicating they wish to have this title within the next 5 years (10% in small to medium practice and 9% in a major accounting firm).  Director or manager in industry is the next most appealing (16%), followed closely by C.F.O or financial director (14%). 
• By age we see some differences; 25-29 year olds are more interested in Controller positions (14% vs. 8%), and senior management positions within a major accounting firm (12% - 5%).  The 30-35 age group shows more interest in a C.F.O/ Financial Director position (17% -8%) and in being a partner in a major accounting firm (11% -5%).
• By gender there is also some divergence. Women are more interested in being a Director/manager in industry (F:  20%, M:  13%), Controller (F: 14%, M: 6%) or in being Senior Manager in a major accounting firm. 

Work Life Today: The Firm’s Perspective

In December 2009 the institute commissioned research to better understand the attitudes of members in public practice towards their work/life situations and to identify work/life balance practices or programs in effect in their firm.  Of particular interest was whether and how these practices have been used or modified because of the economic situation.

Methodology:

In December 2009 qualitative research was conducted with practitioners across Canada.  One small focus group and telephone interviews were conducted among practitioners in small and midsized firms who have responsibility for hiring, education and training.

Findings:

All participants were interested in the topic. Attitudes towards employees is both less tolerant (of underperformers) and more tolerant (of the needs of those how are high producers and add value to the firm).

Several CAs noted that they are not alone in having to deal with change. Clients too are experiencing the same economic situation and stresses.

Many CA respondents were working in a firm that he/she described as “family friendly” and “flexible” to meet employee needs.

The current economy offers employees the ability to meet their needs and those of the firm. Since the workload is lighter, some take the opportunity to take courses and upgrade skills. Unpaid vacation is also available to help modify their lifestyle while saving dollars for the firm.

Several who wanted a longer vacation or more time with children are now able to take the time off without pay.

“We have done unpaid vacation. We’re not open between Christmas and New Year’s with reduced hours/reduced pay. We’ve seen apprehension in BC where spouses have lost jobs. When the breadwinner was exchanged for part-time people.”

Time is available for those who need more education or training. This is the time to take courses, learn from others in the firm.

For some employers, the ability to provide time off without pay (three months for a wedding in India, a four month extension on maternity leave, the summer off to be with children) offers advantages to both employers and employees. Firms have done their best to accommodate the firm’s financial needs (for lower salaries/bonuses) and the needs of the employees for a more relaxed lifestyle.

“Support for flexibility is based on the desperation for several years. If we’ll need people in two years, we have to hire and train them now.”

Several partners assessed employees early in the economic downturn. Less productive employees were let go, employees who left proactively were not replaced. Parts of jobs are now shared among other employees.   Participants note that current staff are working harder and are more productive than in the past.   The result is that current staff are motivated, proactive and fully engaged.

Whereas the culture in the firm was always hardworking, several firms note that their culture has added an element of employee focus to ensure that the employees that remain are happy and able to work hard. All employers mentioned offering, but not imposing:

• flextime
• shorter work weeks (with appropriate change in pay)
• job sharing
• telecommuting
• unpaid vacation or sabbatical
• longer maternity leaves
• more internal education/seminars (vs. formal courses)

Work Life Balance Survey (May 2009)

The objective was to determine member attitudes concerning, and satisfaction with, work life balance.

Methodology:

In early 2009 a random sample of 3000 members received the survey by email and 1057 members completed the survey.  The margin of error associated with this survey is +/- 2.9% at the 95% confidence level.

Findings:

Satisfaction/Importance/Definition of Work Life Balance

• Work life balance is important to virtually all respondents (96%).  While a majority (72%) are satisfied with their work life balance, one-in-five (19%) are not.
• The most commonly mentioned barriers to achieving work life balance were workload (22%), deadlines (12%), staff shortages (10%) and too many hours (9%).
• Respondents were most likely to define work life balance as:  the ability to spend more time outside work to cultivate hobbies and personal relationships, and being able to have more control over work hours.

Career Path

• Approximately six-in-ten respondents indicate that they are likely to be with the same employer within five years, either in a more senior role (36%) or in the same role (27%).
• Improved work life balance (82%) and better compensation (76%) are most likely named by respondents as triggers for them to leave their current employer.
• Just under one half of respondents believe the following statements about the promotion process at their company: most qualified individuals are most likely to be promoted (47%) and females are as likely to be promoted as males (46%).    Likely to agree with these two statements was generally highest for younger members.

Leaves

• Leaves are most commonly taken to look after dependent children.  Some characteristics of these leaves are:
  • One-in-nine (11%) males have taken a leave to look after dependent children, compared to four-in-nine (45%) females.
  • Most respondents who have taken leaves to look after children (85%) believe their employer was supportive.
  • Fifty-seven per cent of male respondents taking a parental leave looked after one child on their last leave.  The comparable number was 38% for female respondents on parental leave.  A higher proportion of female respondents (48%) looked after two children on their most recent leave.

• The length of most recent leave varies greatly by gender:  71% of males took a leave of less than one month, while 57% of females took a leave of six months or more.

Work life benefits/handling of workplace issues

• The benefits most commonly offered by employers are:  flex-time hours (66%), work from home (55%), part-time hours (54%) and top-up salary during parental leave (47%).
• The most commonly used (among those whose employer offering each) work life benefits are special summer hours (76%), work from home (71%) and flex-time hours (61%).
• Employees are most likely to indicate they would use the following work life benefits if their employer offered them:  special summer hours (82%), flex-time hours (74%) and work from home (64%).
• Company handling of gender issues and work life balance issues are both graded as being done effectively by about one half of respondents. 
• One-in-five (19%) female respondents believe that gender discrimination has hindered their career advancement.  The most frequently mentioned ways this has occurred are:  glass ceiling/limited opportunities (38%) and male dominated industry (29%).

Mentoring

• Approximately one-in-two companies (51%) have either a formal or informal mentoring program. 
• Of respondents working for companies with a mentoring program, 54% are either a mentor and/or mentee.
• One half of mentors report meeting with their mentee monthly or more often, 31% of mentees report meeting with their mentors monthly or more often.
• Three-in-four (76%) mentees believe the mentoring program is effective in giving them career advice.One-in-nine (11%) are involved in a mentorship program outside their company, one-in-four (26%) are interested in taking part in a CICA sponsor mentorship program.

The Work Day

• Full time respondents report working just under 47 hours per week on average, compared to 28 hours for part time respondents.
• Respondents are most likely to do the following actions outside of office hours at least once a week:  check work email from a computer (64%) or check work voicemail (50%).
• Six-in-ten (59%) of respondents are satisfied with the number of hours they work outside business hours.

Likely Activity in Five Years

• Just over 6 in 10 respondents working for an employer indicate that they will be working for the same organization in the next five years, in either the same of a more senior role
• 40% of women indicate that they plan to be working for the same organization in a more senior role in five years, while just 33% of men have similar plans

Gender Issues

• Two in ten (19%) of respondents believe that gender discrimination has hindered their career advancement.
• Glass ceiling / limited opportunities (38%) and male dominated industry (29%) are most frequently cited as the major hindrances to career advancement.  Other hindrances include not being promoted after maternity leave (16%), needed more time for family (12%), over time / flexibility required (10%), got paid less (10%).

Managing a Public Practice ("MAPP") Survey

Summary of Findings
re Work Life Balance

Methodology :
In October 2007, approx. 800 offices responded to an email survey that primarily collected benchmark information for the firms on salaries, benefits, and billing rates. Margin of error associated with this study is /-3% at the 95% confidence level.

Findings :

• over 90% of firms offer some sort of flexible hour arrangements.
• over 1/2 of firms offer an option to work at home while 63% of responding firms offer permanent part-time working arrangements.

Working Arrangements

Office Accommodation

2007 Member Compensation Survey

Methodology:

During July 2007 the Provincial Institutes/ Ordre and the CICA conducted a comprehensive compensation survey of members. Over 50000 members were surveyed with a response rate of 35%.

Key Findings:

• The most commonly offered programs contributing to work life quality include

  Flexible working hours	62.5%
  Training	20.7
  Compressed work weeks	24.7
  Leaves for personal reasons	61.4
  Employee assistance programs	60.4
  Training programs	73.9
  Working from home	43.8

2007 Managing a Public Practice Survey

Summary of Findings Re Work Life

Methodology:

The Member Relations Task Force of the CICA hired an independent research firm, Interactive Tracking Systems ("Itracks") to conduct this survey. Over 10,000 partners and sole proprietors representing over 6,000 offices were identified in databases of provincial institutes, and email invitations were sent out in September 2007 to partners and sole proprietors with email addresses. The margin of error associated with this study is +/- 3% at the 95% confidence level.

Key Findings:

The following table summarizes the types of flexible working arrangements offered by respondents to the survey.

2007 Members in Government

Methodology:

Key Findings:

• Three out of four members in government are happy with their work life balance.
  
  
• The following table summarizes the programs that may be available in government positions
  
  

  WORK/LIFE BALANCE PROGRAMS	EMPLOYER OFFERS (ALL INTERVIEWED)	EMPLOYEE USES (ALL WHO HAVE PROGRAM AVAILABLE)	EMPLOYEE WOULD LIKE TO HAVE AVAILABLE (ALL WHO DO NOT HAVE PROGRAM AVAILABLE)
  Flex time (e.g., flexible workday start and end times)	84%	76%	72%
  Compressed time (e.g., 4 days at 10 hours per day)	46%	36%	59%
  Part-time	44%	9%	21%
  Job Sharing	14%	1%	7%
  Telecommuting or remote work	40%	56%	58%
  Fitness dues	20%	47%	68%
  Fitness facility within organization	21%	39%	64%

2007 INTERNATIONAL INNOVATION NETWORK
MEMBERS IN INDUSTRY
Canadian Results – Work Life Issues

Methodology:

The CICA on behalf of the IIN commissioned the market research firm iTracks to conduct an online survey of members in industry of seven national accounting associations - Australia (ICAA), Canada (CICA), Ireland (ICAI), Netherlands (NIVRA), Pakistan (ICAP), and the United States (AICPA). The results presented in this report are exclusively for Canada. In September 2007, a random sample of 3000 members in industry was sent an invitation to participate in the survey by email, and 638 of these members completed the survey. The response rate was 21%. The margin of error associated with a sample of this size is +/-4%

Key Findings:

• Managing work/life balance (84%), health/stress (80%), and keeping up with volume of work (74%) are the top issues facing the largest percentages of members in industry. Other issues facing many members in industry include developing leadership and management skills, staying on top of CPD requirements and career advancement.
• Interesting work (97%), intellectual challenge (96%), variety of work (95%), a good corporate culture (95%), high compensation (93%), continuous skill development (90%) and work/life balance (90%) are priorities for 90% or more of members in industry.
• Over a third of industry members are not satisfied with the compensation, skill development and work/life balance offered in their current position.

Better work (80%), work/life balance (73%), better compensation (67%) and opportunity for advancement elsewhere (67%) were the most common reasons members left their previous employer

2007 INTERNATIONAL INNOVATION NETWORK
PRACTICE SURVEY
Canadian Results – Work Life Issues

Methodology:

The CICA on behalf of the IIN commissioned the market research firm iTracks to conduct an online survey of owners of CA (or country equivalent) practices of eight national accounting associations - Australia (ICAA), Canada (CICA), Ireland (ICAI), Netherlands (NIVRA), New Zealand (NZICA), Pakistan (ICAP), Scotland (ICAS) and the United States (AICPA). The results presented in this report are exclusively for Canada. In June 2007, a random sample of 2,511 owners of CA firm received an invitation to participate in the survey by email, and 364 of these members completed the survey. The response rate was 14%. The margin of error associated with a sample of this size is +/- 5% at the 95% confidence level. Sole practitioners with no CA staff account for about 70% of the 6000 Canadian CA Firms. Oversampling was used to ensure a representative number of larger firms participated in the survey.

Key Findings:

• BALANCING work and personal issues was rated as critical or very important by 76% of firm owners.
• 25% of Owners of CA firms identified balancing work and personal issues as one of the top three issues facing their firm. Hiring and retaining qualified staff was the top issue according to 46% of respondents.

2007 SURVEY OF MEMBERSHIP

New Member Services & Member Profile

Methodology: In January 2007, a random sample of 2,199 members received the survey by email, and 686 members completed the survey (response rate of 31%). Margin of error is + 4% at the 95% confidence level.

Key Findings:

• 68% of members are either “Very” or “Somewhat satisfied” with their work life balance: Broken down by industry, the percentages of those ‘Very’ or ‘Somewhat satisfied’ with their work life balance varies significantly: Government (86%), Industry (70%) and Professional Services (58%).
• Only 24% of members are 'very satisfied' with their work life balance and fully 3/4 of members thing there is room for improvement in their work life balance.
• Need to work longer hours due to increased volume of work is mentioned by both Owners (57%) and Non-Owners (58%) as a factor that contributes “To a great extent” for the reason they are not “Very satisfied” with their work life balance.
• Flex time (75%) is offered by three-in-four employers. Telecommuting (40%) and Fitness dues (37%) are the next most frequently offered work life balance programs. These same programs are most likely to be used by members if they are made available: Flex time (68%), Fitness dues (68%) and Telecommuting (59%).

Work-Life Balance Needs for Women CAs Focus Groups (2007)

Methodology:  Eight focus groups discussions were held across Canada in August 2007.

Key Findings:

• Awareness of the ‘glass Ceiling’:  The term was not used in conversation until introduced by the moderator.  Successful older women CAs disregard the glass ceiling, assuming that its presence is a function of the individual’s behaviours and her choices.  Younger women CAs did not believe that they faced a glass ceiling but most agreed that men had advantages over women in the CA profession.
• Role Models:  Some of the older women recall having role models who were men.  Some of the younger women in public practice look at other women in the firm, but do not see them as role models.  Women who have left the firm to do other things, such as set up their own business are more likely to be seen as role models.  Men might be mentors, but younger women do not consider them role models.
• Older women CAs in the group were adamant that they want no special treatment.  They want to make Partner on their own merits, not as the ‘token’ woman.  They do not want any fewer or more lenient requirements based on gender.  They are determined to be successful in their own right, and to be judged by the same standards as their male colleagues.

2006 YOUNGER MEMBERS IN INDUSTRY

SUMMARY OF FINDINGS

RE WORK LIFE BALANCE

Methodology : Focus Groups conducted across Canada in March 2006. (Vancouver, Calgary, Toronto, Montreal, Halifax) with CAs in industry 35 or younger

Key Findings :

• Topline findings consistent across the country and with younger member survey results
• Work life balance key motivator for moving to industry
  

2006 YOUNGER MEMBER SURVEY - Canada

SUMMARY OF REPORT FINDINGS

RE WORK LIFE BALANCE

Methodology :  In January 2006 a random sample of 4125 members aged 35 and under received the survey by email, and 1804 members completed the survey (response rate of 44%).  Margin of error is 2% at the 95% confidence level.

Key Findings:

1. Interesting work and work life balance are the work environment priorities for the largest number of younger members.  69% of respondents rated work life balance as a very important factor in their current work environment.

2. Work life balance is the most common reason for younger CAs to leave their original training firm (identified by 77% of respondents).

3. Work life balance was identified by 7% of younger CAs as a top three reason for choosing the CA profession.

4. Work/Life Balance is a greater workplace priority for members not in public practice who are between 30 and 35 as compared to members not in public practice who under 29

5. Work/Life Balance is a priority for all members in public practice

6. Younger members not working in public practice (especially those under 29) are more likely to say they left their original training firm for Work/Life Balance than those still working in public practice.

2005 Managing a Public Practice Survey

SUMMARY OF FINDINGS

RE WORK LIFE BALANCE

Methodology : In October 2005 1,082 CA firms (about 18% of CA Firm) responded to an email survey that primarily collected benchmark information for the firms on salaries, benefits, and billing rates. Margin of error is /-3% at the 95% confidence level.

Findings :

• Balancing work and personal issues is a very important or critical issues for 75%  of small and medium firms and ranks number 6 on the list of important issues
• Other top issues also relate to managing time and changes and balancing work throughout the year

CA Practice Advantage e-Newsletter

Response to Readers’ Poll:

Is work-life balance an important issue at your firm?

Readers’ responses to a September 2005 poll suggest that work-life balance is a very important issue. 85% replied that work-life balance is important, 10% said the issue has not been addressed, and 5% said it wasn’t important.

The top five initiatives firms have implemented to help staff deal with work-life balance issues are: flexible hours (82%), leaves for personal reasons (50%), part-time positions (47%), employee assistance programs (27%), and compressed work week (27%).

2005 MEMBER COMPENSATION SURVEY 

SUMMARY OF FINDINGS

RE WORK LIFE BALANCE

Methodology :

In July 2005, 17,982 members (39% response rate) responded to an email compensation survey.  Margin of error is /-1% at the 95% confidence level.

Findings :

Work/Life Balance Programs Offered by Employers and Used by Staff by Industry Sector:

The most commonly offered Work Life Balance Programs include:

• Flexible working hours
• Sabbaticals
• Compressed work weeks
• Leaves for personal reasons.

Flexible working hours is the most commonly offered program, offered by approx ¾ of employers. However, usage varied by industry sector, with approximately 45% of employees in professional services using the program, 40% of those industry using the program and 55% of employees in the government and education sector using the program.

2004 Career Development Survey

Institute of Chartered Accountants of Ontario

This survey focused solely on CAs in industry.  The 1283 CAs who responded were employed in a wide range of industries.  The composition of the CAs who responded was approximately two-thirds male and one-third female.  Over half had been a CA for more than eleven years. 

While half the CAs said they had achieved work/life balance, a significant number (41%) called their workload excessive and a few (2%) called it unmanageable.  When asked what they would most like to change about their current job, improved work/life balance was mentioned twice as often as any other factor, including better compensation.

For further details on this survey, please go to www.icao.on.ca

A survey by the AICPA Work Life and Women’s Initiatives Executive Committee

A Decade of Change

Since 1993, the AICPA Work/Life and Women’s Initiatives Executive committee has conducted longitudinal research to track trends in the accounting profession related to human resources policies and progress in women’s advancement, leadership development, and work/life effectiveness.  The current phase of this research included a survey of three groups in late 2003 and early 2004:  (1) managing partners and partners of public accounting firms; (2) professionals in public accounting; and (3) accounting professionals in business and industry.   For completed study results, see www.aicpa.org/worklife.

Findings

A longstanding concern in public accounting has been enabling professionals to achieve success both at home and at work.  This concern is often termed work/life balance or work/life effectiveness.  Both male and female professionals express high levels of concern about work/life effectiveness between 72% and 92%.  While overall women and men with children express the greatest concern about the issue, it is noteworthy that professionals at all levels from staff to partner report similar levels of concern. 

One means firms use to address this issue is alternative work arrangements.  The firms’ motivation to support work/life policies such as alternative work arrangements is clearly related to retention, morale, productivity, value of individuals, and so some extent, management costs and recruitment.  Over 2/3 of firms now offer flextime or part-time work arrangements, though there is some variability by firm size.  This figure has increased from 1993, the first survey year, when only half of the firms reported offering these arrangements.  While job-sharing, working-at-home, and telecommuting are also possible means to facilitate work/life effectiveness; they are much less commonly available.

The survey also solicited professional views on how easy the alternative arrangements are to use and whether the arrangements are operating effectively.  At the senior manager and manager levels, female professionals were more likely than males to report that the arrangements are easy to use, whereas female partners, seniors, and staff report a less positive view of the arrangements than their male counterpart.  For both male and female professionals, the arrangements were more likely to be viewed as operating effectively at the smaller firms than the larger firms.

Consistent with earlier surveys, firms were asked about their policies or planned policies for family-related programs.  Availability of family related programs has not appreciably changes since prior surveys.  Although not widely available, the most common programs in descending order are parental leave (most commonly unpaid except at the Big Four Public Accoutning firms), dependent care (emergency back-up child care and elder care), and flexible spending accounts (health and dependent care).