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A difficult decision is whether compensation information should be publicized internally by the firm. Knowing the compensation ranges at each level can serve as an incentive to junior staff, creates a culture of openness, and eliminates time-consuming gossip and backbiting over salaries. However, there are some drawbacks to this approach. Competitors can easily benchmark themselves against firm pay rates. Furthermore, if salaries are perceived by the staff to be noncompetitive, attrition rates will be higher. If the salary ranges are too wide or regarded by the staff as inequitable, public salary information will be counterproductive as well. Internal disclosure of salaries tends to work best in firms that have the preceding compensation best practices implemented: levels and roles clearly defined, easy-to-understand promotion criteria, and market-based benchmarked salary and compensation packages that are relatively competitive. Additionally, firms that disclose compensation information internally may elect to avoid partner compensation disclosure or may intentionally obfuscate the information for the higher levels of the firm.

Appraisals are the mile markers along the career track laid out by the firm. They serve as a forum for helping staff improve by providing a formal feedback mechanism, and a formal venue for promoting staff. A rigorous appraisal process is also a good discipline for the firm as a whole, sending the message that staff performance is important and that there is accountability for performance at all levels. To get the most value out of the appraisal process, it must be taken seriously by the firm, the appraisers, and the appraisees. The very best firms have welldefined processes for executing staff appraisals and invest immense internal effort at all levels to complete comprehensive reviews every year. While appraisals within a given firm may take many different forms, in general, they are working to accomplish several things: Determine whether professionals being evaluated have the skills, capabilities, and knowledge to do their current job well. Determine whether professionals have the skills, capabilities, and knowledge to advance to the next level. Identify, inventory, and plan around any gaps that need to be addressed. Provide a formal process for documenting and revisiting these issues. Celebrate achievement and recognition through a formal process (promotions are usually, but not necessarily, linked to appraisals).

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Because professional services are knowledge businesses, training is a critical piece of the organizational structure that requires ongoing commitment and investment. Most firms give inadequate attention to staff training, and training can easily be viewed as an expense rather than a necessary organizational investment. This is a mistake because good training across the firm and from new level employees through senior partners reinforces and supports the firm s organization. It introduces the corporate culture and customer-facing approach to new employees. It develops intellectual capital among senior professionals. And it keeps the firm competitive by helping members keep current with new technologies, industry trends, and client issues. 11 discusses both career tracks and professional development in detail. Another consideration when determining a firm s organization is that ownership and governance decisions, which determine the incentive structure and set the organization s cultural tone, have a significant impact on the firm s ability to recruit and retain talent. 3 discusses the concepts of partnership structures and governance in detail. There are four main organization models common to professional services firms: practice, functional, hybrid, and geographic. Each has its strengths and weaknesses, and choosing between them requires trade-offs primarily between economies of scale and degree of delivery staff involvement in customer relationships. On top of those four models, there are two types of ownership structure. Partnerships are the most common, although some professional services firms are publicly owned.

Results logs show both actual and expected results. Results logs show whether a verification point passed. Users can easily develop their own database queries and present the results in charts or reports. As the test is developed, English-like documentation is automatically produced and maintained. There is no need for a separate documentation step. All test assets can be exported from the database into a text file or other format for integration with other tools. The user can extend the capability of the tool to automate custom and thirdparty controls. Refers to the test management capability and to the ability to add data elements as text, combo-box, checkbox, etc. This allows the user to customize the information that is captured and reported so that it conforms to the user s internal processes and terminology. Single or multiple requirements can be traced to a single or many tests. It means you can pass the names of these components as variables to allow the test data to control the flow and content of test execution.

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