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Objective of this quality control element:

To provide the firm with reasonable assurance that all personnel have the proficiency to perform their assigned responsibilities. Attributes or qualities that enhance the proficiency of personnel who perform, supervise, or review work include integrity, objectivity, intelligence, judgment, competence, experience, and motivation.

General Policies:

• Hiring.
• Engagement assignment.
• Continuing professional education.
• Advancement

QC Document Sections:

Independence	Engagement Performance
Personnel Management	Monitoring
Acceptance and Continuance	Introduction to QC Document

Implementation: The firm implements this policy through the following procedures: 

1. Designating a partner or other qualified individual in each office to be responsible for managing the personnel function, which includes:
• Evaluating that practice office’s overall personnel needs.
• Establishing hiring objectives based on factors such as clientele, anticipated growth, personnel turnover, and individual advancement.
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2. Developing and maintaining personnel policies and procedures that identify attributes, achievements, and experiences desired in entry level and experienced personnel.
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3. Establishing criteria to evaluate personal characteristics such as integrity, competence, and motivation.
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4. Setting guidelines as to additional procedures that are necessary when hiring experienced personnel, such as performing background checks and inquiring about any outstanding regulatory actions.
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5. Identifying sources of employment candidates such as universities and executive recruiters, and coordinating the hiring process within the practice office.
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6. Selecting and training the individuals who will be interviewing candidates or otherwise participating in the hiring process.
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7. Summarizing and evaluating the results of the hiring process for each candidate and providing final approval for hiring.
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8. Additional implementation procedures, if desired by the firm
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Top of Personnel Management
Top of Quality Control Document

Implementation: The firm implements this policy through the following procedures: 

1. Designating an appropriate person in each office (or group of partners in a smaller practice) to be responsible for assigning personnel to engagements based on such factors as:
   • Engagement size and complexity.
   • Specialized experience and expertise required.
   • Personnel availability and involvement of supervisory personnel.
   • Timing of the work to be performed.
   • Continuity and rotation of personnel.
   • Opportunities for on-the-job training.
   • Situations where independence or objective concerns exist.
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2. Designating the quality control partner as the person responsible for approval of the partner assignments on high-risk engagements.
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3. Additional implementation procedure, if desired by the firm
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Top of Personnel Management
Top of Quality Control Document

Implementation: The firm implements this policy through the following procedures: 

1. Designating a partner to be responsible for developing firm requirements and program materials for professional development. These responsibilities include:

   • Setting guidelines for participation by personnel in professional development programs, and considering requirements of the AICPA, state boards of accountancy, and regulatory agencies in establishing the firm’s CPE requirements.
   • Maintaining appropriate documentation evidencing that personnel have met the professional education requirements of the firm, the AICPA, and other regulatory bodies.
   • Providing an orientation program and training for newly employed personnel to inform them of their professional responsibilities and firm policies.
   • Preparing publications and programs designed to inform personnel of their responsibilities and opportunities.
   • Developing in-house staff training programs that focus on general and industry-specific accounting and auditing subject matter, including audits of financial institutions.
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2. Assigning responsibility to an office, industry partner, or other appropriate individual to maintain a professional development program that provides that personnel in the office or those serving clients in an industry participate in professional development activities in accordance with firm guidelines and in subjects that are relevant to their responsibilities.
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3. Communicating and distributing to personnel changes in accounting, auditing, and independence, integrity, and objectivity requirements and the firm’s guidance with respect to them.
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4. Encouraging participation in other professional development activities for personnel at each level within the firm, such as participation in external professional development programs, including graduate level and self study courses, membership in professional organizations, serving on professional committees, and writing for professional publications.
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5. Additional implementation procedure, if desired by the firm
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Top of Personnel Management
Top of Quality Control Document

Implementation: The firm implements this policy through the following procedures: 

1. Appointing a Director of Human Resources (or a partner) to identify and communicate in the firm’s policies and procedures manual the qualifications necessary to fulfill responsibilities at each professional level within the firm by:

   • Establishing the criteria for evaluating personnel at each professional level and for advancement to the next higher level of responsibility.
   • Developing evaluation forms for each professional staff classification.
2. Assigning responsibility to one of its partners for making advancement and termination decisions for staff and recommendations for manager- and partner-level advancements and terminations to the firm’s management committee or to a designated group of partners. Such responsibilities should include:
   • Identifying responsibilities and requirements for evaluation at each level and indicating who will prepare evaluations and when they will be prepared.
   • Reviewing evaluations with the individual being evaluated on a timely basis.
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3. Counseling personnel regarding their progress and career opportunities by
   • Annually summarizing and reviewing with personnel the evaluation of their performance, including an assessment of their progress with the firm. Considerations should include performance, future objectives of the firm and the individual, assignment preferences, and career opportunities.
   • Periodically evaluating partners by means of counseling, peer evaluation, or self-appraisal, as appropriate, regarding whether they continue to have the qualifications to fulfill their responsibilities or assume added responsibilities.
4. Additional implementation procedure, if desired by the firm
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Top of Personnel Management
Top of Quality Control Document

(Version dated XX XX, XXXX)