What Do Employees Want Most: Better Health Benefits or More Vacation Time?

Besides more money, what other perks do employees really want? To answer that age-old question, Accountemps recently surveyed 320 employees and 2,100 CFOs across 20 of the largest US cities. The results were unexpected.
Almost half of the CFOs (41 percent) who responded to the survey said their employees wanted better benefits. Only 19 percent thought their employees wanted more vacation time.
But, surprisingly, 30 percent of employees surveyed said they preferred having more time off.
“Employers might assume that with the passage of the Affordable Care Act and healthcare benefits being front and center that [better benefits] is the most in-demand perk,” said Bill Driscoll, district president for Accountemps, a division of Robert Half that specializes in providing temporary staffing services for accounting, finance, and bookkeeping professionals. “However, managers shouldn’t assume they know what their employees want.”
Driscoll advises managers to ask their team members about which workplace perks are most meaningful to them.
“If you’re not offering those incentives that rank highest on their wish list, your efforts to motivate or retain workers could fall flat,” Driscoll said.
With the economy and job market improving, certainly for accounting and finance professionals, Driscoll said more companies are offering additional vacation days and paid time off.
“Many companies evaluate their compensation, benefits, and perks to remain competitive, as the economy improves and the war for talent heats up,” he noted. “Offering additional vacation time shows employees that you’re committed to helping them achieve greater work-life balance.”
As a manager himself, Driscoll said he tries to set a good example for his employees. He’s already planning a vacation this year to Italy with his family, and he is encouraging his employees to make sure they are using their vacation time to recharge their batteries.
“Vacation days allow employees to take much-needed breaks from work to relax, recharge, and come back with renewed energy and enthusiasm for their job,” Driscoll said. “Both employees and companies benefit when workers are happy and well-rested.”

The IRS Doesn’t Take Pity on Home Sellers Who Suffered a Loss

The Internal Revenue Code looks kindheartedly on homeowners who sell at a profit. Internal Revenue Code Section 121 allows sellers to avoid taxes on some – and perhaps all – of their gains on sales of principal residences. The exclusion amounts are as much as $500,000 for married couples who file joint returns and $250,000 for those who file singly or who are married but file separately.
Revised rules allow surviving spouses more time to sell and still qualify for the $500,000 joint-filer exclusion. This break is available to a surviving spouse who sells within two years of the death of his or her spouse, provided the couple jointly owned and occupied their home.
Profits above the exclusion caps are subject to federal taxes, plus applicable state and local taxes. State and local taxes can be claimed as itemized deductions on Schedule A of Form 1040. But the alternative minimum tax completely disallows certain itemized deductibles, including state and local levies, whether on income or on year-round residences, second homes, or other kinds of real or personal property.
Sellers are able to claim exclusions only if they satisfy two key requirements. First, they’ve owned and lived in the property as a principal residence for periods that aggregate at least two years out of the five-year period that ends on the sale date. Second, they haven’t excluded gain on another sale of a principal residence within the two years that precede the sale date.
But Section 121 is one of those trains designed to run in only one direction, authorizing a phenomenal break for those with profits and offering no relief for those with losses.
Back in 1997, Congress and President Clinton cut a deal to exclude profits on sales. They flirted with allowing sellers a limited deduction for losses, but dropped the idea. The final version of the 1997 legislation left unchanged the rule that generally bars deductions for losses on sales of things that are considered personal assets, such as principal residences. And contrary to what many owners mistakenly believe, mortgage debts don’t enter into the calculation of gain or loss on a sale.
Note also that the law empowers the IRS to use its own special method to calculate whether a seller actually suffered a loss. It’s nowhere as simple as, say, comparing the $650,000 you received when you sold your home with the $700,000 you paid for it in 1996, thereby arriving at a loss of $50,000. You’ll need a calculator whenever there’s also a tax-deferred gain from a previous home sale before May 7, 1997, when the current rules took effect. Should that be so, you must subtract the deferred gain from your present home's cost to determine its adjusted basis at the time of sale.
Let's say the place that costs $700,000 was actually your fifth home, and four prior sales generated a cumulative profit of $600,000. The meaning of those numbers: You reduce that place’s basis downward to $100,000 – the difference between the $700,000 cost and the $600,000 postponed profit. Consequently, under the IRS method, the $650,000 sale doesn’t cause a loss of $50,000. Rather, it results in a gain of $550,000 – the $650,000 sales price minus the $100,000 adjusted basis. Suppose, instead, that the only dwelling you’ve owned is the one purchased for $700,000 and unloaded for $650,000. The IRS agrees you do have a $50,000 loss, but one that’s nondeductible.
The IRS and the courts are adamant in their refusal to make any allowances for extenuating circumstances. For instance, an IRS ruling barred a deduction for a loss caused by a doctor-recommended move from a two-story to a one-story home to allow a child the maximum use of his wheelchair.
It matters not that a homeowner is out of pocket because a job relocation triggered by a layoff, illness, death, divorce, or the like compelled a sudden sale before a home appreciated sufficiently to offset brokerage commissions, legal fees, and other expenses involved in buying and selling. Likewise, a loss isn’t deductible when you move to take a new job or are transferred to a new location.
What if your employer reimburses you for the loss? No offset of an otherwise nondeductible loss against the reimbursement because they’re separate transactions. The loss stays nondeductible. Nor is it permissible to include the reimbursement as part of the selling price and avail yourself of the exclusion. The reimbursement counts as income, says the IRS.

5 Tips to Help Your Website Attract More Clients

Marketing your accounting practice online is essential for client communication and sustained growth, yet many firms are still not using the most basic tool to its full potential: their website.
People expect you to have a useful website, and how well it performs depends on many variables. In addition to attracting more business, your website can serve to retain existing clients, as well as a resource for financial, tax, and business information and overall thought leadership.
Think of your website as a constant window that allows your clients and prospects to explore your business any time. This is your business card, your handshake, your first meeting.
How can you use your site to attract new clients? To answer this question, you must first know how many new prospects turned into clients from initially first visiting your site. Measuring this traffic can be done in a few ways:

• Create a contact page on your website that allows visitors to submit a request for information.
• Add a newsletter sign-up form on your website allowing visitors to register for your newsletter using their email address and contact information.
• Ask new contacts where they first learned about your business. Keeping track of where your new business comes from will help you focus your resources on the most productive prospect stream. Some may say they found you via your website while others come from word-of-mouth, advertising, driving by your business, etc.

Ok, now ask yourself: Are your prospects able to find you online? What search terms would they use to find a new accountant? These search terms will help you improve your website. Try out the logical search terms. Does your firm show up on page one of the results? Page 2? Page 3? etc.
There are also proactive measures you can take to make your website more visible. The search terms (keywords) should be prevalent in your website. These keywords should be used in your page titles and in the text on each page.
For example, if it is common for people to search for your business using “CPA in Hometown USA,” your website home page should include “CPA in Hometown USA.” Make sure your keyword section contains all the logical search terms.
Is there room for improvement to your website? Consider these five essential tips for creating a website that will produce new engagements for your services:

1. Ease of navigation. Your site should be easy to navigate with captivating content. If visitors struggle to navigate your site, they will leave.
2. Quality content. Content on your site should be timely and relevant. Clients and prospects are interested in how you can help serve their tax, accounting, and business needs.
3. Optimize your website for search engines. Your website should be reviewed for search engine optimization (SEO) annually. SEO changes constantly. Let your annual review include a search for the newest SEO techniques.
4. Promote, promote, promote. Talk to your clients and prospects about visiting your website for information. Get their feedback. Add your web address to your business cards, brochures, mailers, etc. (You’d be surprised how many firms don’t do this.) Use social media, print marketing, and email to direct people to your website. Add your website to local business listings and directories.
5. Update your site regularly. Your website will always be in a state of evolution. Schedule regular updates and add meaningful content. Refresh text to make sure it is current. Post articles that would be of interest to your clients and prospects – articles that may move them to call you with questions – such as news about a 529 college savings plan, tax shelters, retirement planning, etc.

Look, your website is a living brochure that must be consistently fed fresh relevant content and regularly monitored for its performance. It serves as the virtual gateway to your business – it makes a first, last, and lasting impression. If you wish to improve your website’s performance, it is up to you to consider these tips and make your site more attractive for prospects, clients, and search engines.

What Young Accountants Know That You Don’t

I recently spoke with graduates from some of the top accounting programs in the country to find out all the latest accounting best practices that your new, digitally savvy competitors have been learning to help level the playing field.
While there was much to glean from their perspective, there were five key things that recent accounting graduates know about growing a successful practice that you don’t ... but should!
The Client Search Begins Online
When it comes to attracting potential new clients, the strategic focus has largely shifted to Google search results. Consumers today first turn to Google to begin most B2B and B2C transactions. The look and content of your practice’s website matters, too – potential new clients are actively comparing your practice to others (welcome to the world of multi-tab browsing). The top accounting programs now preach the importance of a sleek-looking website, listings on popular review sites like Angie’s List, and directory listings with the accounting packages you work with (for example: QuickBooks' find an accountant search) to aid your Google search ranking.
When it comes to being found, you need to make sure you’re up to date on Local Search tactics – they are different than general SEO best practices. The easiest way to get started is to create a Google Plus page for your accounting practice. These listings come up on Google searches first, before webpage listings.
Emphasize Helpfulness
Today’s customers expect service, even before they actually begin a business relationship. Your website should have free, helpful resources and some informative guides or white papers. A recent KoMarketing study of customers searching for new business services found that nearly 40 percent claimed such resources, and info-rich guides were a “must-have” for them to consider selecting a business.
Clients Perceive Expertise Through Social Media
Today’s clients increasingly associate social media presence with expertise for businesses. You don’t need to post every day, but every few days share some industry news or a business accomplishment. Social media accounts have taken on the role of word-of-mouth referrals (several people your client knows already “like” your Facebook page). Social media also has created a new, powerful consumer mindset of “social proof." This relates to associating competence with a high number of social followers. For example, if you have 200 Twitter followers or Facebook “likes," the customer will perceive that your practice is better than another practice that only has 50 Twitter followers or Facebook “likes."
Decisions Are Made by Younger Members of the Business
According to a March 2015 study by Google, more than 50 percent of all B2B researchers are millennials. When considering your potential client profile, keep in mind that these days, it’s likely that a young millennial is presenting his boss with his top three recommendations. You need to appeal to those millennials by having a modern-looking website and demonstrated expertise (social media, testimonials, and extracurricular accreditations).
Pitch Your Skillset Beyond Taxes
The top accounting schools and programs all push the message of diversifying your practice, both to expand business opportunities and to bolster your core practice (perceived expertise and superiority). Without taking any extra classes, most accountants are already equipped to add several new offerings to their practice’s repertoire: competitive business analysis, business budgeting and forecasting, investor due diligence, exit and succession planning, and a great deal more. Go for it!
Small businesses still find in-person events like conferences to be the best way to investigate new business opportunities. Even the most advanced, innovative accounting programs agree that when it comes to attracting small business clients, in-person events such as industry conferences remain paramount. Try to attend at least one conference a year to actually meet potential new clients, and to showcase your practice.