Model Overview
This enhanced points-based revenue-sharing model for Chartered Accountancy firms in India aims to be objective, comprehensive, and easy to implement. The model is designed to fairly reward all types of contributions to the firm's success while preventing over-focus on any single area.
Detailed Criteria Table
|
Criteria |
Marking System |
Maximum Cap Points |
Remarks on Capping |
Benefits of Adopting this Criteria |
|
1. Base Points |
Automatic allocation to all partners |
100 |
No cap. Ensures base compensation for all. |
Guarantees a minimum share for all partners, promoting equity. |
|
2. Number of years of holding COP |
5 points per year of COP |
50 |
Capped to recognise the seniority / professional standing of the partner and paving way for senior members to join the firm. |
Recognizes and rewards professional standing. |
|
3. Firm Association |
5 points per year of association |
50 |
Capped to balance between rewarding loyalty and allowing new partners to grow. |
Recognizes and rewards long-term commitment to the firm. |
|
4. Capital Contribution |
1 point for every ₹1 lakh contributed |
100 |
Capped to prevent overemphasis on financial investment vs. other contributions. |
Acknowledges financial risk and investment in the firm. |
|
5. Revenue Generation |
1 point for every ₹1 lakh of revenue directly generated |
No cap |
Uncapped to directly reward performance, but balanced by caps in other categories. |
Directly incentivizes billable work and client service. |
|
6. Client Acquisition |
10 points for each new client with annual billing > ₹5 lakhs; 5 points for ₹1-5 lakhs |
100 |
Capped to encourage focus on quality clients and prevent neglect of existing clients. |
Promotes firm growth and expansion of client base. |
|
7. Firm Management |
Specific points for different roles (e.g., Managing Partner: 100, HR Head: 75) |
100 |
Capped to ensure balanced contribution across various areas. |
Recognizes importance of non-billable management roles. |
|
8. Specialization and Innovation |
25 points for new practice area; 20 points for additional certifications; 10 points for specialization |
100 |
Capped to encourage continuous learning without overshadowing other contributions. |
Encourages professional development and firm diversification. |
|
9. Knowledge Sharing |
Internal: 10 points per training, 5 points per mentee. External: 15 points per public lecture, 20 points per client seminar |
75 |
Capped to balance with billable activities while still encouraging knowledge dissemination. |
Promotes skill development within the firm and enhances firm reputation. |
|
10. Professional Contributions |
20 points per article, 30 points per book, 10 points per panel discussion |
50 |
Capped to recognize importance without overshadowing core business activities. |
Enhances firm's industry standing and thought leadership. |
Firm Management Category
The Firm Management category has been expanded to include more specific roles and responsibilities:
|
Role |
Points |
Responsibilities |
|
Managing Partner |
100 |
Overall firm strategy and leadership |
|
Finance Head |
75 |
Financial planning, accounting, compliance work, tax filings |
|
HR Head |
75 |
Recruitment, employee welfare, performance management |
|
IT Head |
75 |
Technology infrastructure, cybersecurity, software management |
|
Administrative Head |
75 |
Office management, vendor relations, facilities maintenance, regulatory compliance |
|
Quality Control Head |
50 |
Maintaining practice standards, peer reviews, quality audits |
Note: Partners can accumulate points from multiple roles up to the category maximum of 100 points.
Calculation Method
Implementation Guidelines
Potential Challenges and Solutions
Special Scenarios
Mergers and Demergers
1. Mergers:
2. Demergers:
Partner Changes Mid-Year
1. New Partner Admission:
2. Partner Retirement/Death:
Conclusion
This structured points-based model offers an objective, comprehensive, and flexible approach to revenue sharing in CA firms. By implementing category caps and providing a wide range of point-earning opportunities, the model encourages partners to contribute across multiple areas of the firm's operations. This balanced approach not only recognizes diverse contributions but also aligns individual partner incentives with the overall success and growth of the firm.
Regular review and open communication will be key to the successful implementation and ongoing effectiveness of this model. Firms adopting this system should be prepared to make adjustments based on their specific needs and experiences, always keeping in mind the principles of fairness, objectivity, and comprehensive recognition of partner contributions.
Partner Assessment Marksheet Template
|
Category |
Criteria |
Points Available |
Points Earned |
|
Base Points |
Automatic allocation |
100 |
|
|
Period of holding COP |
Current year – COP year (5 points/year, max 50) |
50 |
|
|
Firm Association |
Years with firm (5 points/year, max 50) |
50 |
|
|
Capital Contribution |
₹1 lakh = 1 point (max 100) |
100 |
|
|
Revenue Generation |
₹1 lakh = 1 point (no max) |
No cap |
|
|
Client Acquisition |
New clients > ₹5 lakhs (10 points each) |
100 |
|
|
New clients ₹1-5 lakhs (5 points each) |
|||
|
Firm Management |
Managing Partner |
100 |
|
|
Finance Head |
75 |
||
|
HR Head |
75 |
||
|
IT Head |
75 |
||
|
Administrative Head |
75 |
||
|
Quality Control Head |
50 |
||
|
Specialization & Innovation |
New practice area (25 points each) |
100 |
|
|
Additional certifications (20 points each) |
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|
Areas of specialization (10 points each) |
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|
Knowledge Sharing |
Internal training sessions (10 points each) |
75 |
|
|
Mentoring junior associates (5 points each) |
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|
Public lectures (15 points each) |
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|
Client seminars/webinars (20 points each) |
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|
Professional Contributions |
Published articles (20 points each) |
50 |
|
|
Authored/co-authored books (30 points each) |
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|
Panel discussions (10 points each) |
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|
TOTAL POINTS |
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