Full Time Work-at-Home Jobs at AccountingDepartment.com

Full Time Work-at-Home Jobs at AccountingDepartment.comFull Time Work-at-Home Jobs at AccountingDepartment.comBased in Pompton Plains, NJ and founded in 2004, AccountingDepartment.com is a business process outsourcing (BPO) firm that provides virtual accounting and bookkeeping services for small to medium-size businesses. The company hires bookkeepers, certified public accountants and account managers to work from home. The opportunities provided are top notch full-time work with full benefits. Its important to note, however, that AccountingDepartment.com is looking for experienced, credentialed financial professionals who can jump in and work with clients right away. If you have the right skills, however, its well worth looking into the available options. Types of Opportunities Available AccountingDepartment.com is always on the lookout for individuals with strong skills and the ability to work with clients independently and at a distance. They have three types of available oppo rtunities while unterstellung listings describe most of the requirement, you will want to contact the company regarding any changes or updates. Virtual Full Charge Bookkeeper Responsibilities for these employees include A/P, A/R, payroll and month-end closing services. Bookkeepers must also be able to prioritize and manage multiple client needs, be decisive and have excellent written and verbal communication skills. Requirements for this position include 3 or mora years in full charge bookkeeping and 2 or more years of experience with QuickBooks. To be a full charge bookkeeper with the governmental background, employees must have 3 or more years of government experience as well as an understanding of DCAA and usage of Deltek software. Virtual Account Manager Account managers lead a team of bookkeepers assigned to various clients. Must be able to work with multiple clients, oversee all financial reports, facilitate team meetings and mentor/provide feedback and performance reviews of all staff members. Potential employees must have a minimum of 7 years of professional accounting experience and 3-5 years of management experience. Minimum education requirements include a Bachelors degree in Accounting, QuickBooks experience, and two or more years of public accounting experience. Hours are full time, Monday-Friday 8 AM-5P M in employees time zone. Virtual CPA/Controller In this position, CPAs are expected to perform phone consultations with clients, support and train bookkeeping staff, start up new clients, plan and prepare tax information for clients, and develop policies and procedures. This position requires 7-10 years of public accounting experience, 5-7 years supervisory experience, the ability to multitask and set priorities, and well-developed written and oral communication skills. Quickbooks and some additional computer literacy are required. Requirements to Be Considered for Employment This company only hires employees with US citizenship and residenc y. Employees are expected to assist clients with all bookkeeping functions contained in the QuickBooks software. Possible employees must undergo QuickBooks and bookkeeping tests. Of those who took the test only 25% were offered employment. This is a privately held company with 51-200 employees. Much of the work with clients is on the phone so a quiet home office with landline phone and computer with high-speed Internet must be provided by the employee. Benefits The positions offered are full-time W-2 jobs. Benefits include vacation, paid holidays and a 401 (k) plan as well as group medical, dental, life, vision, and accident insurance. How to Apply In order to apply for one of these positions, go to AccountingDepartment.com and select the job in which you are applying to. Click the Apply button beneath the job title and fill out the information. After the questionnaire is filled out, be sure to include either you resume or your LinkedIn account and submit the application.

Evaluate a Job Candidates Social Skills

Evaluate a Job Candidates Social SkillsEvaluate a Job Candidates Social SkillsEvaluate a Job Candidates Social SkillsWhen it comes to recruiting strategies, hiring decisions often focus largely on candidates technical skills and expertise, with relatively little attention given to soft skills. This can result in hiring employees who have the cognitive firepower to succeed but lack the social skills required to effectively use what they know. These employees tend to either rapidly leave due to interpersonal conflict and frustration, stall out in lower-level positions due to their inability to handle the social demands of leadership or bulldoze through the organization, leaving a trail of poor morale and increased turnover.Hiring the right candidate based on technical knowledge without looking at social skills is like designing a race car with a powerful engine and substandard steering and braking systems. Your car is likely to go somewhere fast, but not necessarily in the direction yo u want it may even hurt a lot of innocent bystanders along the way. Fortunately, there are relatively easy and inexpensive ways to decrease the risk of hiring the cognitively skilled but socially inept.Social skills reflect a persons ability to work with others in a way that accomplishes near-term business objectives while strengthening longer-term working relationships. The concept of social skills has been around a long time, although it is periodically repackaged under titles such as emotional intelligence, tacit knowledge and interpersonal savvy. Social skills depend primarily on four fundamental characteristicsSelf-awareness Monitoring how our actions affect the behavior of those around us.Sensitivity to others Showing concern toward the needs and feelings of others.Social intelligence Understanding methods for influencing others behaviors and perceptions.Self-control Being able to control our actions and emotions, particularly when under stress.One need not be highly adept at all of unterstellung to be socially skilled. However, a serious deficit in any one area can result in major interpersonalissues with problem employees.There are several methods for assessing job candidates social skills, and an interview is the least complex. A candidates lack of social intelligence may show up during the interview process as social errors. Carefully observe how the candidate interacts informally with others. Create social settings such as group discussions or luncheons that require candidates to display social skills. Moderately low levels of social intelligence wont be a problem unless the job requires the ability to quickly develop rapport with others.Sensitivity to others can also be assessed during an interview, but it is a bit more difficult. During the interview, ask candidates to describe influences on their careers or interpersonal conflicts they have experienced at work. Pay attention to how they describe others in their answers. Answers that are highly ju dgmental or give little credit to the contributions and interests of others could be associated with low sensitivity to others. References can also be a good source of information. Ask people to describe what the person was like to work with. If they say things like highly independent or difficult to manage, you may want to probe a bit more.Self-control and self-awareness are perhaps the most difficult social skills to assess. One of the best ways to assess these social skills is to use a role-play exercise. This involves having candidates interact with trained assessors in a simulated work scenario (e.g., having the candidate give feedback to a fictional underperforming employee). If properly structured and conducted, role-playing can be one of the most valid predictors of social skill.Social skills can also be assessed using standardized questionnaires such as personality tests and social style measures. These tests measure underlying beliefs, preferences and attitudes that affect interpersonal behavior. Many of these measures are relatively straightforward to use, fairly inexpensive and can be highly valid. There are a wide variety of well-designed measures to choose from, but its often difficult to tell the difference between a good measure and one that looks good but does little. Consequently, its a good idea to consult with an independent assessment expert when choosing this sort of measure.Once you rate a candidates social skills, its important to decide how much weight to give that information, depending on the position youre filling. The right decision will help ensure a smooth ride inside your organization.

Article 2 of the Uniform Code of Military Justice

Article 2 of the Uniform Code of Military JusticeArticle 2 of the Uniform Code of Military JusticeWho is subject to the Uniform Code of Military Justice? Article Two of the UCMJ explains fully who fall under the laws / rules of military legal system. Here is the quick reference list 1 - Active Duty Military (including newly sworn in trainees)2 - Cadets and Midshipmen in officer training programs (OCS, ROTC, Service Academies)3 - Military Reservist and National Guard4 - Retirees5 - Members of Fleet Reserve / USMC Fleet Reserves6 - Persons in military jail serving a sentence from Court Martial7 - Members of the National Oceanic and Atmospheric Administration, Public Health Service8 - Prisoners of War in US Custody9 - Persons accompanying military (contractors / DOD civilian personnel) overseas outside of the United States and Territories. For more specific details, read the section below for Article 2 of the Uniform Code of Military Justice. Details of Those Who Fall Under the M ilitary Legal System (1) Members of a regular component of the armed forces, including those awaiting discharge after expiration of their terms of enlistment volunteers from the time of their dessin or acceptance into the armed forces inductees from the time of their actual induction into the armed forces and other persons lawfully called or ordered into, or to duty in or for training in the armed forces, from the dates when they are required by the terms of the call or order to obey it. (2) Cadets, aviation cadets, and midshipman. (3) Members of a reserve component while on inactive-duty training, but in the case of members of the Army National Guard of the United States or the Air National Guard of the United States only when in Federal Service. (4) Retired members of a regular component of the armed forces who are entitled to pay. (5) Retired members of a reserve component who are receiving hospitalization from an armed force. (6) Members of the Fleet Reserve and Fleet Marine Co rps Reserve. (7) Persons in custody of the armed forces serving a sentence imposed by a court-martial. (8) Members of the National Oceanic and Atmospheric Administration, Public Health Service, and other organizations, when assigned to and serving with the armed forces. (9) Prisoners of war in custody of the armed forces. (10) In time of declared war or a contingency operation, persons serving with or accompanying an armed force in the field (11) Subject to any treaty or agreement which the United States is or may be a festivitt to any accepted rule of international law, persons serving with, employed by, or accompanying the armed forces outside the United States and outside the Canal Zone, the Commonwealth of Puerto Rico, Guam, and the Virgin Islands. (12) Subject to any treaty or agreement which the United States is or may be a party to any accepted rule of international law, persons within an area leased by or otherwise reserved or acquired for use of the United States which is u nder the control of the Secretary concerned and which is outside the United States and outside the Canal Zone, the Commonwealth of Puerto Rico, Guam, and the Virgin Islands. What is Serving With Military Personnel? The voluntary enlistment of any person who has the capacity to understand the significance of enlisting in the armed forces shall be valid for purposes of jurisdiction under subsection (a) and change of status from civilian to member of the armed forces shall be effective upon the taking of the oath of enlistment. Notwithstanding any other provision of law, a person serving with an armed force who (1) Submitted voluntarily to military authority (2) met the mental competence and minimum age qualifications of sections 504 and 505 of this title at the time of voluntary submissions to military authority (3) received military pay or allowances and (4) performed military duties is subject to this chapter until such persons active service has been terminated in accordance wi th law or regulations promulgated by the Secretary concerned. Reservist Details (1) A member of a reserve component who is not on active duty and who is made the subject of proceedings under section 815 ( article 15) or section 830 ( article 30) with respect to an offense against this chapter may be ordered to active duty involuntary for the purpose of (2) A member of a reserve component may not be ordered to active duty under paragraph (1) except with respect to an offense committed while the member welches (3) Authority to order a member to active duty under paragraph (1) shall be exercised under regulations prescribed by the President. (4) A member may be ordered to active duty under paragraph (1) only by a person empowered to convene general courts-martial in a regular component of the armed forces. (5) A member ordered to active duty under paragraph (1), unless the order to active duty was approved by the Secretary concerned, may not (A) investigation under section 832 of t his title ( article 32)(B) trial by court-martial or(C) non judicial punishment under section 815 of this title ( article 15).(A) on active duty or(B) on inactive-duty training, but in the case of members of the Army National Guard of the United States or the Air National Guard of the United States only when in Federal service.(A) be sentenced to confinement or(B) be required to serve a punishment of any restriction on liberty during a period other than a period of inactive-duty training or active duty (other than active duty ordered under paragraph (1)).