This edition of Generational Viewpoints features two professionals from PKF O’Connor Davies, a Top 100 Firm with 900 staff and 14 locations (www.pkfod.com). We asked Generation X partner Robert Cordero, born in 1979, and Generation Z associate Mecca Muhammad, born in 1997, to share their perspectives on the following question:

“What strategies are you employing to maintain your firm’s culture while working remotely?”

Cordero’s Gen X viewpoint

In March, when the firm closed all physical office locations due to the pandemic, change was forced upon us overnight. It was a rapid transition.

In an effort to continue to support and connect with our employees, leadership shifted many of our firmwide initiatives to a remote format. First came the firmwide virtual town hall meetings to ensure our employees were well-informed on the steps being taken in light of the pandemic. Next came the virtual team-building activities and the virtual annual company picnic. The firm also successfully transitioned our internship program to a virtual format.

As a partner, I feel that much of firm culture needs to be driven at the individual group/team level. I currently lead the firm’s practice of advising and auditing independent schools, and have the pleasure of working closely with a team of about 20 professional and administrative staff on a day-to-day basis. With all of us spread out, we didn’t have the camaraderie of being together in person, nor the ability to be in-person leaders, teachers and mentors to various members of the team. The additional stress brought on by the pandemic amplified the need to be adaptive and ensure that team members were supported and, more importantly, thriving.

Our team established a series of scheduled and unscheduled check-in meetings. We also set up weekly meetings for the whole group to get together and talk about open engagements and projects. Each individual engagement team scheduled two standing daily calls: one with the team, the other with the main client contact in order to talk about the progress of the engagement and to cover any questions that arose. In addition, in an effort to foster ongoing communication, I have been calling each team member on a daily basis to check in on an individual level.

One of the other challenges we faced was adding two new professional staff members to the team. The need for frequent communication with those two team members was a priority to ensure we fostered a positive, inclusive environment and they, too, recognize and absorb the firm’s culture. Because these have been such unparalleled times, ensuring consistency in all aspects of firm practice has been essential, with communication being first and foremost.

With such uncertainty, it has been essential to communicate clearly while still allowing for understanding and responsiveness to people’s personal experiences and struggles.

Muhammad’s Gen Z viewpoint

Since transitioning to a cyber workplace, I made a concerted effort to stay involved with our firm’s initiatives and programs to enable as much “normalcy” as possible in serving our clients. Though working remotely was initially outside my comfort zone, I did not allow it to make me feel as though I was operating in solitude. I actively participated in meetings that introduced new employees, interns and other members of the firm, as well as in seminars that kept me up to date on professional issues. Fortunately, our firm has provided the infrastructure for us to navigate the “virtual” business world successfully, and our leaders continually reach out to us to ensure that we work as a team and a community.

One aspect of our culture is our commitment to our community. I was able to sustain that remotely by taking part in an opportunity to speak to a group of high school students about the accounting industry. Although I never considered the prospect of working completely virtually — especially so early in my career — I enjoyed sharing tips with these students on how to make remote work effective.

Another important part of our firm culture is creating a client service approach that provides the utmost value. To maintain that focus remotely during the pandemic, I have immersed myself in the study of the relief programs being offered to assist struggling businesses in this time of unprecedented challenge. Through research and PKFOD’s educational programs, I have become skilled in the application process for the Paycheck Protection Program and New York Forward Loan Fund. Our firm has provided the latest technology and remote instructional programs to empower staff to support clients who need help offsetting financial loss due to the pandemic.

One of the many things I appreciate about PKFOD, and one of the leading factors that propelled me to join the firm, is its culture of internal professional advancement. I believe this is the reason the firm has such a solid employee retention rate. PKFOD encourages employees to get their CPA designation, as I am in this process of doing right now. I can attest to the fact that this serves as a huge pillar of strength to those working full-time and studying simultaneously. The ability to connect virtually with office colleagues who are also preparing for the exam is a great advantage. It is the firm’s culture of teamwork that encourages its staff to pursue their career objectives. Our firm also encourages us to avoid “cyber fatigue” from working remotely through paid time-off. I use this time to recharge so I can work at my full potential.

This column is facilitated and edited by Brianna Johnson, the millennial consultant, and Jennifer Wilson, the baby boomer co-founder and partner, of ConvergenceCoaching LLC (www.convergencecoaching.com), a leadership and management consulting and coaching firm that helps leaders achieve success. To have your firm’s generational viewpoints considered for a future Accounting Tomorrow column, email them at brianna@convergencecoaching.com.