The British Army’s Management Accountant Service (Army), known as MAS(A), is a model for diversity, equity and inclusion (DEI) practice, thanks in large part to its unflinchingly meritocratic recruitment process. Masu.
A meritocratic approach does not work the same way in all organizations. At MAS(A), this approach works because of the unit’s purely egalitarian recruitment and promotion ethos.
The result of MAS(A)’s approach was a 54-man elite force made up of just over half non-white/British personnel (both soldiers and officers). In comparison, around 10% of UK regular army personnel identify as non-white/British. -White. Approximately one-third of MAS(A)’s senior staff are made up of women, and the force has staff members who openly identify as members of the lesbian, gay, bisexual, transgender, and queer community (LGBTQ+).
“The nature of our work is so complex and high-profile that we need the most talented people, no matter their background,” said outgoing Chief of Staff Lt. Col. Paul Carcone, FCMA, CGMA. .
The result is a culture of mutual support based on shared military experience, a strong sense of belonging, and a collective belief that each member of the organization is talented, dedicated, and fully deserving of his or her position. and these are important characteristics of an organization. An inclusive and fair workplace.
MAS(A)’s success through diversity
Mr Carcone said MAS(A)’s professional reputation for attracting candidates from so many backgrounds makes it an outlier in terms of diversity recruitment, even compared to the already diverse UK Armed Forces. He said that.
“We’re asking them to take on incredibly complex, high-profile projects almost immediately,” he said.
When recruiting, MAS(A) focuses purely on overall performance and believes meritocracy is the key to success both professionally and from a DEI perspective. As a result, everyone who joins the unit has a fair opportunity to contribute and bring their strengths and diverse perspectives to the table. (See sidebar How the British Army Recruits Management Accountants for more information on the recruitment process.)
“We focus on the potential that people have and allow them to grow in the capabilities that they have and the skill sets that they bring,” said Warrant Officer 2 Shami Muzabazi, ACMA, CGMA. “Everyone has a different skill set, but whatever your skill set is, it’s really celebrated.”
MAS(A) has successfully built a diverse and inclusive culture, earning the force a nomination in the Team of the Year category at the 2022 European Diversity Awards and winning the MoD Finance Award for Diversity in the same year. .
The rich diversity within the force creates the spirit of an unapologetically robust and fiercely defended corps.
“This culture is based on professionalism,” Muzabazi said. “We treat everyone with respect because we understand on some level that everyone is there to learn and do their job in the best way possible. If you don’t support your peers, It affects everyone negatively.”
Tips for embracing and supporting DEI
How organizations prioritize and implement DEI initiatives is not a one-size-fits-all approach and requires ongoing work to ensure policies and culture evolve positively.
Additionally, as organizations prioritize DEI and hire or promote more diverse candidates to leadership positions, reevaluate their internal policies and procedures to ensure an equitable and inclusive culture. You may need it.
Carcone and Muzavazi share best practices on how to build and sustain a diverse and inclusive culture.
be patient. Building a diverse, inclusive and high-performing workplace takes patience. “Clumsily imposing diversity” [creates a] There is a risk that it will backfire… likely to increase resistance or jeopardize a culture of improvement,” Carcone said.
Embrace your differences. Mr. Carcone believes that each employee’s lived experience is an asset to the organization and that celebrating differences fosters organizational cohesion. MAS(A) also uses religious and cultural holidays as bonding moments for all classes.
“We accept individual and cultural differences and balance leveraging strengths and identifying areas for development as appropriate,” Carcone said.
Focus on culture and team building. Fostering connections increases inclusion and a sense of belonging.
“When people get to know each other, it has an incredible impact on culture,” Muzabazi said. “Allowing each other to be in each other’s company really helps build an inclusive culture.”
Adventure training, team breakfasts, and joint professional development opportunities all strengthen MAS(A) unit bonds.
Celebrate your strengths and reinforce your weaknesses. Personnel within MAS(A) are assigned to projects based on their strengths and all successes are celebrated publicly. Soldiers also know that they will not be ridiculed for asking for help, even when there are gaps in knowledge. Often supported by junior members of the organization. Muzabazi also said that MAS(A) is committed to the professional development of each individual and that soldiers are “expected to work on their areas of weakness and deliver the required results.” ” is highly valued. [they are] It’s not particularly strong. ”
“A lot of projects are matched based on what you can bring in addition to being an accountant,” Muzabazi said.
Establish a communication forum. A positive benefit of MAS(A)’s inclusive culture that Carcone has noticed is that staff members are motivated to maintain a culture of interdependence and are therefore proactive in speaking up about emerging issues early on.
“We have set up a forum for senior soldiers to gather their opinions. [of] A sergeant and another warrant officer,” Carcone said. “team [is] Offer reassuring opinions openly and listen, evaluate, and synthesize as much as possible. ”
And for further resources and support, Ms Muzabazi is one of two advisors on equality, diversity and inclusion and a workplace mediator for the British Army.
“A close-knit community”
MAS(A) may be an elite force, but its inclusiveness is praised by Carcone and Muzavazi.
“We have an incredibly close-knit community and no one is jealous of each other,” Carcone said. “I have never worked for an organization with such a great sense of belonging.”
How does the British Army hire management accountants?
Personnel in the Management Accountants Service (Army) or MAS(A) force have a unique combination of military and financial expertise. Applicants selected midway through their military careers go through a rigorous selection process. Recruitment of MAS(A) is done on an as-needed basis, usually about once a year.
After applying to the MAS(A), approximately 16 people are selected to undergo an intensive nine-day skills assessment and training course, culminating in a management accounting and finance skills exam. Typically, the six most likely applicants will be selected as sponsors and progress through the MAS(A) training framework. For an applicant to be promoted, she must score at least 80% of her score on both recruitment exams, and if she does not reach that threshold, she will not have the opportunity to try again.
Only a few people end up working toward the CGMA certification and moving on to the specialty, which takes about two years.
“A lot of soldiers join the Army because they want us to be like that. [what] They are elected,” said outgoing Chief of Staff Lt. Col. Paul Carcone, FCMA, CGMA.
Most applicants do not have a financial background before applying to MAS(A), and although the position is open to anyone in the Army, you must be at least a sergeant upon arrival. This equates to approximately 10 years of experience in the military.
The unit is made up of 54 soldiers and officers, all trained as management accountants, and includes two civilians who perform administrative duties. 14 are officers and the rest are senior non-commissioned officers. MAS(A) is adapting its workplace practices to support soldiers with long-term injuries and family members. Resilience and stress management training is also provided as part of MAS(A)’s continuing professional development programme.
Although it does not happen often, MAS(A) soldiers can still be deployed in military operations and officers return to the mainstream Army to keep their currency. Carcone, for example, recently took up a post at NATO headquarters in Brussels.
Mr Carcone said MAS(A) staff do not do “traditional accounting” but instead work on cost models and investment evaluations for major strategic projects, including contract management for the UK National Defense Academy, and are responsible for the department as a whole. They say they are calculating the cost of providing childcare. Department of Defense, creating a 10-year Army budget, costing military deployments and exercises, and other sensitive projects.
“We offer world-class qualifications and opportunities to serve our nation,” Carcone said. “Our Soldiers and Officers…routinely work on projects such as: [are] We are at the cutting edge of defense and Army capabilities. They have an unparalleled level of responsibility and work calmly both individually and as a team. ”
Jamie Rosner is a senior content writer for AICPA and CIMA, the International Association of Certified Public Accountants. To comment on this article, contact Oliver Rowe at Oliver.Rowe@aicpa-cima.com.
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