skip to main content



A winning opportunity.

Join us and become part of a team that values its people on par with clients. We’re dedicated to providing an environment where members of our team feel empowered and talent flourishes. Our success is our clients’ success, so we strive to create a winning experience for all.



Yesterday, I visited the optometrist. I'd taken the last available appointment and was corralled into the billing office near closing time. While checking out, I spied something sparkling on the edge of the billing clerk's desk. 

"Is that a trophy?" My vision was far from clear, but even through the mist I could tell she was surprised by my question. 

She turned her chair to glance at it. "Oh, that. Yeah, it's an award," she said dismissively, her eyes returning to her computer screen.

"Is it your award?" I asked. 

"Yes, they gave it to me last year," she said. She was clearly focused on more important matters, like getting me out the door. 

"What did you do to get it?" I said.

 "Umm… not sure. Good customer service, I guess," she shrugged as she pushed a receipt my way.  "Sign this." 

Perhaps you're thinking my billing clerk just isn't a member of the generation that needs recognition, so the trophy was less important to her. There are certainly generational differences in the work place; I've heard Gen X-ers and Baby Boomers grumbling about the 'participation trophy generation' as often as I've listened to Gen-Y and Gen-Z complain that their managers are behind the times. 

A seasoned operations manager once asked me at dinner, "What do you do about these Millennials? I can't get them to stay." He assured me he was doing everything that had worked in the past. "How do you recognize the people that do a great job?" I asked. He looked indignant. "I give them a paycheck!  It's a job!"   

At UHY, we believe that no matter which generational moniker you've been assigned, recognition is a psychological imperative.
Don't believe me? Harken back to your Psych 101 class, and you'll likely remember Maslow's Hierarchy of Needs. At the second lowest level, you'll find safety needs. The aforementioned operations manager was right in thinking that an employee's paycheck is a form of recognition. However, recognizing a job well done through a competitive salary only provides economic security and ignores higher psychological needs. It isn't enough to develop a high performing team.

The next level, Love or Belonging, can be satisfied through gratitude. After all, gratitude is recognizing how the efforts of others benefit you. However, it isn't enough to prod people into saying thank you semi-annually. Instead, gratitude should be part of organizational culture. In spite of what makes headlines, culture does not come from a nap pod or ping pong table or rock walls in the breakroom. Instead, gratitude as a component of culture is the culmination of small actions. 

Consider how these small elements of UHY's first impression make strides toward a feeling of belonging by demonstrating gratitude:

  • Prior to any UHY interview, interviewers meet with our recruiting team who reviews a customized interview packet based upon the candidate, the open position and our core values. Candidates come prepared to meet us, and we reciprocate.
  • Throughout our recruiting process, candidates are treated as colleagues, not commodities. Our interviews are not interrogations; they're an exploration of accomplishments.
  • Before a new team member's first day, their future team members reach out and set the stage for a warm openness that will carry through their career.
  • A decorated workspace greets them their first day and alerts anyone in the office to stop by to say hi.
  • Introductions include senior level leadership, no matter the employee's level, emphasizing that everyone from the top to the bottom of our organization is glad the new hire is on board.

An annual message on employee appreciation day is not enough; we live gratitude.

The next level of Maslow's Hierarchy, esteem, is where many organizations place recognition. They deliver employee of the month awards, tenure awards, and annual something-or-other excellence awards. The intent of any award is recognition, but the impact too often falls short.

To truly meet the psychological need of esteem, recognition must be well-communicated, targeted to a particular behavior, and provided as close as possible to the action being recognized. The billing clerk at my optometrist's office received an annual award. This was enough for her employer to check "yes" next to the recognition box on a great places to work survey; however, she didn't know why she'd received it, and it wasn't important to her. 

UHY believes in positive reinforcement for any deserving behavior at any time.

At UHY, recognition is designed to resonate.
The final level, self-actualization, might be deemed outside the scope of a recognition plan. However, we commit to recognizing each employee's potential and providing a path for them to rise to it. In fact, it's a core component of our mission statement. We believe that through our people to realizing their potential, we enable our clients to prosper. For that reason, every employee's journey includes a competency model that guides them to reaching their greatest heights.

Along that journey, our review process includes recognition for achieving ambitious personal goals. This includes encouraging some of the richest learning experiences a person can come by, failure. Failing fast and recovering quickly is important at UHY. By becoming part of the self-actualization conversation, we can recognize milestones in learning, creativity, and personal and professional achievement. 

Too often, recognition is considered something above and beyond the requirement of an employer. In reality, aptly fulfilling that psychological need allows people to flourish in a way a paycheck or thoughtless trophy can't. Organizations are not just cogs and levers, they're people. When we tell our employees, "You are UHY," we mean that and we show it. 

Hide Firm Disclaimer


UHY LLP is a licensed independent CPA firm that performs attest services in an alternative practice structure with UHY Advisors, Inc., and its subsidiary entities. UHY Advisors, Inc.’s subsidiaries, including UHY Consulting, Inc., provide tax and business consulting services through wholly owned subsidiary entities that operate under the name of “UHY Advisors” and “UHY Consulting”. UHY Advisors, Inc., and its subsidiary entities are not licensed CPA firms. UHY LLP, UHY Advisors, Inc. and UHY Consulting are U.S. members of Urbach Hacker Young International Limited, a UK company, and form part of the international UHY network of legally independent accounting and consulting firms. “UHY” is the brand name for the UHY international network. Any services described herein are provided by UHY LLP, UHY Advisors and/or UHY Consulting (as the case may be) and not by UHY or any other member firm of UHY. Neither UHY nor any member of UHY has any liability for services provided by other members.

On this website, (i) the term "our firm", "we" and terms of similar import, denote the alternative practice structure conducted by UHY LLP and UHY Advisors, Inc. and its subsidiary entities, and (ii) the term "UHYI" denotes the UHY international network, in each case as more fully described in the preceding paragraph.