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Thought Leadership Articles

Strategic Hiring - Hiring to Upgrade or Rebuild a Tax Function

For the last article of her Strategic Hiring series, Natalie breaks down how tax leaders should hire and retain talent in a department upgrade or rebuild. This situation can be challenging for tax leaders to navigate, but it is an important one to consider in the current regulatory environment.

Strategic Hiring - Hiring to Upgrade or Rebuild a Tax Function.pdf

Responsibility VS Authority - Dynamics of Hiring In-House

Adam Golden’s latest article examines the relationship between HR and tax leaders when it comes to filling a search in-house. There is value in recognizing the element that tax is ultimately responsible for the hiring of their department.

Responsibility VS Authority - Dynamics of Hiring In-House.pdf

TaxForce Teams Case Study

When Micron, an American producer of computer memory and data storage, brought in new financial leadership with big goals, they knew they needed assistance in the tax technology arena. As a recurring client, they reached out to TaxForce to find one consultant that was up to the challenge. They received much more than expected.

TF Teams Case Study.pdf

4 Successful Succession Planning Moves

With COVID19 retirements accelerating across tax departments, we are seeing more clients successfully utilize succession planning tactics in their hiring practices. In the current economic climate, now is the time for hiring authorities to make potential new hires aware of these succession planning moves to ensure alignment among both parties. Read about 4 methods Tyler Simpson has noticed in several of his recent searches.

4 Successful Succession Planning Moves.pdf

Fractional Case Study

Merck, one of the largest pharmaceutical companies in the world, reached out with a project they believed would leave the TaxForce team stumped.

Fractional Case Study.pdf

Fortune 500 Company Bankruptcy

As COVID-19 took the nation by storm, a Fortune 500 company was forced to declare bankruptcy. With a limited budget to play with, they reached out to TaxForce for help.

Bankruptcy Case Study.pdf

Stereotypes Of Working For Non-U.S. Owned Companies In The United States

Understandably, working for a non-U.S. owned company in the United States is very different than working for a U.S. owned company. Having experience with these types of companies, we have observed various negative and positive stereotypes they face when trying to attract top talent in the U.S. Read Stephanie Gilmartin’s latest article to find out what they are.

Stereotypes of working for non-U.S. owned companies in the United States.pdf

The Gig Is Up

The vast array of talent available, combined with the unique flexibility the Talent Economy can offer, fundamentally optimizes tax department’s consulting budgets in ways that were inconceivable before. Learn more about how the tax profession is transitioning from the gig to the Talent Economy in Tony Santiago's latest article, The Gig Is Up.

The Gig Is Up.pdf

Managing Supply and Demand Tensions in Tax

The data in our proprietary database indicates slightly over 50% of our industry knowledge walking out the door over the next seven years, with a majority exiting in the next three years.

Managing Supply and Demand Tensions Final.pdf

Strategic Hiring – Hiring For Newly Created Roles

"Because tax leaders don’t have a blueprint to work from like when replacing headcount, it is imperative they do as much due diligence as possible before they go to market to avoid the risk of not attracting the talent needed, or not retaining the individuals for these roles long-term." In Natalie Santiago's latest article, she uncovers what tax leaders need to know before going to market for newly created roles. Read More!

Strategic Hiring – Hiring For Newly Created Roles.pdf

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TaxTalent is the online career and leadership development portal for tax professionals. Membership includes free access to expert coaches, mentors, resources, content and valuable tools for both career and leadership growth. TaxTalent segments members into five career phases based on the number of years in the tax profession. This ensures the delivery of accurate, relevant and timely career development and department optimization support from student education to retirement succession.