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In the past, many firms would not make the decision to outplace some long-term managers since from various perspectives, including client service, engagement and staff management, profitability, etc., they did a great job. But there were missing pieces that prevented making them an equity partner.
Firms just weren’t willing to make an up or out decision, although they were not willing to bring these managers into the partnership. So the firms procrastinated, until in many cases they left.
The opportunity to be made partner in many firms become more limited in the last few years due to the economy and slowing growth. Firms risked losing some of their stars because they couldn’t bring managers into the partnership as quickly as they would like.
Both of these issues have the same result: the loss of high-level, talented people. A relatively new approach to dealing with the problem is gaining popularity in midsized to smaller firms. It is the “no-equity partner” position. Some firms call it a “principal” spot. For other firms, there is a small piece of equity. They will call it a “low-equity partner” spot.
Regardless, the mission is to create an intermediate level between senior manager and partner. This type of partner position has been a common level on the ladder for the top 100 firms for several years.
Here is an outline of what the position looks like, how it differs from the normal equity partner spot, and some considerations to implement it in your firm.
First, the difference between no-equity and equity should be internal only. From the perspective of the public and clients, this is a partner position. Making a new no-equity partner is a big deal and you should celebrate it inside and especially outside the firm, just as you would a new equity partner. These individuals wear the partner title.
In most firms, the no-equity partners function just like the equity partners in terms of serving clients. They probably have already been senior managers. The differences are typically in how you pay them and whether they receive other partner benefits like buyout and retirement.
Most firms utilize a different compensation plan for their no-equity partners. They may participate in firm profits to some extent, but they are typically not in the equity partner compensation plan or year-end pool. It is common to see a base salary that is between a senior manager and an equity partner’s, with a bonus potential based on some percentage of that salary, or a profit pool separate from the equity partners.
The no-equities make either a very small equity contribution or none at all, and they do not participate in the firm’s equity partner goodwill buyout or deferred comp plan. They do participate in the firm’s qualified pension plan, and in most cases their other fringe benefits are the same as the benefits provided to equity partners.
From the perspective of firm governance, the no-equity partners should participate in partner meetings, including firm retreats. Normally they would not be eligible for service on the firm’s executive board or management committee, but they would be able to vote their shares if they hold any.
Many firms use the no-equity partner position as a preliminary step to admitting someone as an equity partner. In other words, they spend some time at the no-equity level while developing their book of business or fulfilling whatever additional requirements are necessary. Most of the time, firms will permit someone to remain indefinitely at the no-equity level. I encourage you to establish and communicate the criteria for moving to the equity level as a part of your firm’s career development program. The expectations should be clear.
You may also be witnessing the phenomenon in your firm where at least one or two generations of your people don’t want the same things that we (the older folks) wanted. Their motivations may be different and they just might be happy (or happier) with something less than the full equity role that most of us chased. Maybe a title and some recognition or differentiation—along with minor financial changes—are the perfect combination for them.
Consider the no-equity partner position in your firm. It may be the answer to keeping talented people while helping the firm maintain the right leverage and number of equity owners.
Gary Adamson is the president of Adamson Advisory, specializing in practice management consulting for CPA firms. He is an Indiana University graduate and has extensive hands-on experience as the recent managing partner of a top 200 CPA firm. He can be reached at (765) 488-0691 or email@example.com. For more about Adamson Advisory, visit www.adamsonadvisory.com or follow the company at www.adamsonadvisory.com/blog.