The West Hartford-based accounting/business advising firm Filomeno & Company, P.C., stresses a team approach in everything it does. A renewed focus on creating a climate of engagement in the workplace has resulted in a more productive environment and employees who have the ability to take on more responsibility.
After hiring a business consultant a few years ago, the five principals at Filomeno shifted focus to help the firm grow.
“We wanted to become a bigger, more successful firm, so our roles for the partners and leaders of the firm really changed,” said George Thomson, principal. “We had to focus on being leaders and effective managers.”
One of the first steps in creating that culture of engagement was letting all of the firm’s approximately 35 employees in on Filomeno’s goals and objectives.
Thomson said the firm’s principals had to rethink how they managed and led employees.
“Instead of being, so to speak, the answer people, where we ran the jobs, people worked for us and we told them what to do and how to do it, we shifted our mindset to see them grow and thrive,” he said. “It was a mind shift where we had to empower our team to help us guide the firm.”
In the past, Thomson said he or one of the other principals might have gone out and interacted with a client and done most of the heavy lifting. Now, employees are given more responsibility on projects and client relationships.
“We say, ‘Here’s an opportunity to grow and develop as a professional. You’re going to take on these areas of the job that I used to do, and I’ll be there in the background in the office as a resource or to provide support to make sure you feel empowered to do the work, but I’m not abandoning you.'”
While this culture is creating a feeling of empowerment and ownership among the employees, Filomeno’s partners are also looking toward the future.
“Long term, my partners and I are going to retire, and we need to foster an engaged workforce that likes what we’re doing, and says, ‘I’d like to be part owner of that firm down the road,'” Thomson said. “That can’t happen if my partners are going to do all the work and monopolize the relationships with our clients.”
Filomeno is giving employees a say in other aspects of the business as well. An initiative called IMpact Team, which focuses on marketing, involves staff accountants, an administrative employee, managers and a partner.
“We’re trying to have everyone be involved in our growth culture,” Thomson said. “Our people are working hand in hand with the client, and they’re kind of the feet on the ground (people) who can identify problems or issues the client is facing.”
Filomeno management has developed an “open book” policy when it comes to the firm’s profitability, helping to further engage employees. Employees are able to access, on a daily basis, profitability figures as compared to the company’s budget. Those numbers are a factor in twice-yearly bonuses paid out to employees.
“If the workforce is engaged, they know each and every day that their actions have an impact on the financial success of the business,” Thomson said.
During tax season, when employees are busiest, they meet a couple of times each week to assess each employee’s workload.
“You might have two or three people buried with work and we can shift the workload over to team members who aren’t as busy,” Thomson said. “It helps us meet our objective of providing great service to our clients.”
Audit supervisor Kathy Authorne said Filomeno’s open communication policies help to create a sense of camaraderie among the staff.
“There are meetings to keep everyone up to date with what’s going on within the firm,” she said. “I think everyone feels there is someone they can approach with ideas or concerns.”
Staff accountant Barbara Tucker, a 2011 college grad who started working at Filomeno last July, said she was surprised at the level of responsibility she was given as a new employee.
“I think (giving lesser experienced employees responsibility) it really helps to build relationships with everyone in the firm,” she said. “I know in other firms, at the staff level, I don’t think I would be given the same responsibilities.”
Thomson said giving employees a bigger stake in the company’s work is good for everyone.
“It’s basically about getting out of their way in terms of letting them grow,” he said.
