Unemployment of CA

Pralay Chakraborty (Service) (482 Points)
Replied 14 July 2012

Thax for ur valuable comment Ravi.. I cud hav post many instances which can proof your saying is not 100 % correct. I'm not doing it. bcz i am again saying that i dont want to curse anybody/any profession. I am teeling what exactly happened to me. many of my frnz who are a CA still waiting for there good luck to crack CMA. So it varries..

If u ask, even a layman can say, where pass percentage is more than it shud be there will be more chance of lacking quality. its applicable everywhere. i dont like fighting and all. but i cant understand, where is the problem to accept the truth.. what i m trying to say u guys are not getting.

I am advising all the freshers to take care of ur knowledge rather than ur degreee..

Anyway i tried to throw a light of the latest sitution of the certain portion of CAs. i took the name of CMA, as in the interview Place , they need to compete with them( bcz, in most of the cases co. calls for CMA/CA). i tried to let them know about their competetor rather to establish here CMA is better than CA. But the facts what i mentioned are very hard to digest. if there is such probs then its ok, i will remain silent here.

ALL THE VERY BEST once again freshers!!!!!!

Abhay goel (CA Final) (73 Points)
Replied 15 July 2012

If u are strong , they ll pay u neways.

INDU SHARMA (unEMPLOYed) (27 Points)
Replied 06 September 2012

i musy say it can happen only in india 12th pass are employed but CAs are unemployed. ICAI spoiled my past my present. I dont know about the future. If chairmen of ICAI really care for ICAI then he should do something for qualified chartereds.

CA Anurag Gupta (CA in Practice) (49 Points)
Replied 26 September 2012

ICAI internship Discussion

A . Basic Issues to Articles Under Chartered Accountants.

1. Does ICAI Feel, Members of ICAI posses proper exposure of Work?

2. ICAI is not Utilising its members serving to Industry.

B. Welcome Steps by ICAI.

1. Articles Placements via Campus.

2. Industrial training.

3. Secondment

4. GMCS at begining of internship

Room for Improvement

1. Conduct a Survey, for Chartered Accountants which are engaged in Tax Evasions Practices.

2.Proper utilization of Members in Industry.

3. Banned on Transfer of Articleship.

4. Return of internship.

5. Test of internship level timely basis.

6. Certificate to Memebrs?

7. members Demand analysis time to time.

What we should ensure?

Attached With the Mail.

D. Discussion.

Basic Point :- Does ICAI feel,all its practicing members possessing enogh exposure of work? if Yes,

whether ICAI Conducted survey ? if Not :- The Basis of Banned on Internship Transfer?

Solution :-

Step wise:-

1. ICAI must have internship carriculam.(best carriculam ,which is supported thousands of student in & out to ICAI.)

2. what the Members should do?

A :- First of All, all the Memebrs must file the REVIEW SUBMISSION of exposure of the work they have.

3. What's ICAI concern?

A :- ICAI by Mutual consultation or by Setting Standard should GRANT CERTIFICATES TO CHARTERED ACCOUNTANTS TO exposure of work they are having.

4 Who Can Help to Achieve this Exposure?

A :- ICAI members in industry+ ICAI memebrs in Practice+Direct Placements to companies.

5 :- changed internship pattern ensures?

A:- Satisfaction to students, They will be satisied that they have invested 3-4 Year in Articleship.

E. Terminology Used.

1. MR ANURAG SUPPORTED CAMPAIGING ONLY with agenda of internship improvement.

2.Proper utilization of Members in Industry.

A ;-

there are only 1/3rd of chartered accountants are in practice, 2/3 of CAs are still working with industry. ICAI means members in practice only. 2/3 of memebrs taken world class premium certificate from ICAI , but in return to ICAI :-?1000 Rs per year or .....thats it.

How we can utilise them.

A :- Can we ask them to atleast train our students to compete IIMs. according to traing guidline. what much they can contribute should be welcome.

B:- It can be possible by widening industrial training.

C :- we have plan for that , if icai feels opinion is worthful.

3. Banned on transfer of internship

A :- Though Secondment has been announced,but still it is infant stage.

B;- Several chartered accountants have been accepted ban on transfer of internship is not accoring to law, even some of them accepted publically if it is challanged under any court,ICAI may suffer with legal problems.

c;- in our opinion if ICAI utilize the members in industry properly this glossory of words will disappear.

4. Return of internship.

A;- at the every end of internship, ICAI asking detail in 6 heads (Accounitng, Auditing, Law, Taxation, Information Technology etc,. )

B;- students are not been asked to submit there real time exposure say periodically,

c;- it is an era of information technology, cant we form a pannel in icai for taking care this kind of matters? rather what is problem in day to day attendance that too online? a reports say 90 % of institutes student are connected social media or to internet....)

5. Test of internship level timely basis.

A;- increased administrial work.

B; but we can produce Cream.............better than IIMs.......

6. Certificate to Memebrs?

A;- discussed above

7. Members should File demand of interns student in advance.

CA Anurag Gupta (CA in Practice) (49 Points)
Replied 26 September 2012

ICAI TRAINING

Supported by 1400+ students

practical experience guidelines

For your information tick which of the areas of experience are available to ICAI students in your organisation.

Area 1: BASIC Experience (MAXIMUM 6 months)

Experience gained in this area should be at a 'hands-on' level. Examples of suitable experience in this area are listed below:

1A.	Preparing and	*	Updating the organisation's ledgers accounting records.
	maintaining accounting	*	Maintaining payroll procedures.
	records	*	Preparation of trial balance.
		* Reconciliations of debtors, creditors and bank balances.
		*	Computation of depreciation charges, VAT returns, accruals and pre-payments.
1B.	Statutory and	*	Preparation of annual or interim financial accounts, regulatory or compliance information
	regulatory reporting		for the organisation.
		* Consolidation of the results of subsidiary organisations.
		* Preparation and review of other Government financial returns.
1C.	IT desktop skills	*	Developing computer literacy using proprietary software packages, including spreadsheets and databases.
		* Use of the internet and corporate intranets.
1D.	Systems and procedure	*	Involvement in the design, development and implementation of new or replacement
	development		systems and procedures.
		*	Review of existing systems and processes as part of an internal or operational audit.

Area 2: CORE Experience (minimum of 18 months)

Experience gained in this area should be 'hands-on' as much as possible. Students may be contributing to the activities without necessarily having ultimate responsibility for the output. Examples of suitable experience in this area are listed below:

2A.	Preparation of	*	Preparation, presentation and interpretation of regular management accounts and related reports.
	management accounts	*	Comparison of actual performance with budget and/or forecast; analysis and interpretation of variances.
		* Preparation of regular reports on capital expenditure, outstanding debtors/creditors, inventory.
2B.	Planning, budgeting	* Preparation, in conjunction with line management, of annual budgets and forecasts.
	and forecasting	* Preparation of departmental budgets and forecasts.
		* Working with other departments to develop corporate budgets and forecasts.
		* Preparation of business plans, balanced scorecards, capital expenditure budgets and forecasts, and
			'zero based' budgets.
2C.	Management reporting	* Preparation of non-routine reports that analyse and interpret financial/numerical data.
	for decision making	*	Evaluating alternative courses of action and making specific recommendations; following up results of reports.
		* Preparation of briefing papers for management.
		* Oral presentation of reports using visual aids.
		* Assisting with the drafting of expert witness reports.
2D.	Product and service	* Application of appropriate principles and techniques e.g. overhead allocation, marginal costing,
	costing		break-even analysis and ABC, in order to establish the current and future costs of the organisation's
			products, services and activities.
		* Identification of costs and revenues relating to specific business decisions e.g. the introduction,
			amendment or deletion of a product or service; pricing; make or buy comparisons.

ICAI Training

practical experience guidelines

2E.	Information management	*	Defining the information requirements of the organisation.
		* Identifying and evaluating appropriate information systems. Managing the process of information
			gathering, processing, storage and retrieval.
2F.	Project appraisal	*	Using investment appraisal techniques for the evaluation of capital expenditure and other projects.
		* Evaluating other investments or acquisitions using appropriate techniques.
		* Post completion audit of projects and investments.
2G. Project management		*	Management of a project or working as part of a project team e.g. the introduction of a new system
			or procedures to the organisation, business process re-engineering or quality improvement, capital
			expenditure projects.
		*	Any other non-routine activity with a defined output, such as the launch of a new product or an office move.
		* Internal or external consultancy assignments.
2H. Working capital control		*	Debt collection, inventory control, recording and forecasting foreign currency transactions, payment of
			creditors and expenses, cash flow forecasting and monitoring.
		* Periodic stock takes, the identification of slow moving and redundant stock, negotiation of credit terms
			with customers, suppliers and bankers.
		*	Supply chain management.

Area 3: SUPPLEMENTARY Experience (Balance Period of Internship) Select any 2 or More

Experience gained in this area might include responsibility for research, analysis and evaluation of activities, assisting with activities or contributing as part of a team. Examples of suitable experience in this area are listed below:

3A. Financial strategy		* Identifying the organisation's funding position, future funding requirements, costs and sources of
		funds, options for investment, cost of capital and leasing decisions.
		* Contributing to longer term balance sheet and capital structure management.
		* Involvement with distribution of earnings policy.
3B.	Corporate finance	* Involvement with company acquisitions, disposals, management buy-outs or buy-ins and
		corporate restructuring.
		* Involvement with take-overs of public companies and defence against unwelcome bids.
3C. Treasury management		* Negotiation and management of bank accounts and loan facilities.
		* Management of foreign exchange and currency exposure.
		* Dealing with export finance e.g. documentary credits, bills of exchange.
		* Valuation of financial instruments.
3D.	Taxation authorities	* Establishing the organisation's liability for corporation tax and other obligations to revenue authorities
		e.g. VAT in India.
		* Establishing, planning and applying the impact of other taxes and charges such as sales taxes,
		regional taxes and employee taxes and state insurances collected by the employer.
3E.	Business evaluation	* Review of other organisations' performance based on published accounts and other available
	and appraisal	information e.g. competitor review, potential investment or customer creditworthiness.
		* Review of subsidiary or associated company performance.
3F.	Business strategy	* Contributing to the establishment of the organisation's long term business objectives
		e.g. identifying and evaluating external factors which may impact on the organisation.
		* Identifying and appraising the organisation's skills and resources.
		* Identifying and defining business options; evaluating these options, performing risk
		assessments and recommending strategies for adoption.
		* Analysing the economic impact of environmental change upon the organisation.
		* Analysing market and competitive developments in relation to marketing strategy.
		* Advising managers on critical economic and financial developments.
		* Contributing to the development of the organisation's information systems strategy
		as a complement to its business strategy.
3G. External relationships		* Dealing with the organisation's customers, suppliers, external advisors, auditors, bankers and investors.
		* Dealing with representative bodies and trade associations e.g. CBI, Chambers of Commerce,
		Government departments and other regulatory authorities, stock exchange and receivers or administrators.

Support me at icaistudent @ gmail.com

CA Anurag Gupta (CA in Practice) (49 Points)
Replied 26 September 2012

ICAI TRAINING

Supported by 1400+ students

practical experience guidelines

For your information tick which of the areas of experience are available to ICAI students in your organisation.

Area 1: BASIC Experience (MAXIMUM 6 months)

Experience gained in this area should be at a 'hands-on' level. Examples of suitable experience in this area are listed below:

1A.	Preparing and	*	Updating the organisation's ledgers accounting records.
	maintaining accounting	*	Maintaining payroll procedures.
	records	*	Preparation of trial balance.
		* Reconciliations of debtors, creditors and bank balances.
		*	Computation of depreciation charges, VAT returns, accruals and pre-payments.
1B.	Statutory and	*	Preparation of annual or interim financial accounts, regulatory or compliance information
	regulatory reporting		for the organisation.
		* Consolidation of the results of subsidiary organisations.
		* Preparation and review of other Government financial returns.
1C.	IT desktop skills	*	Developing computer literacy using proprietary software packages, including spreadsheets and databases.
		* Use of the internet and corporate intranets.
1D.	Systems and procedure	*	Involvement in the design, development and implementation of new or replacement
	development		systems and procedures.
		*	Review of existing systems and processes as part of an internal or operational audit.

Area 2: CORE Experience (minimum of 18 months)

Experience gained in this area should be 'hands-on' as much as possible. Students may be contributing to the activities without necessarily having ultimate responsibility for the output. Examples of suitable experience in this area are listed below:

2A.	Preparation of	*	Preparation, presentation and interpretation of regular management accounts and related reports.
	management accounts	*	Comparison of actual performance with budget and/or forecast; analysis and interpretation of variances.
		* Preparation of regular reports on capital expenditure, outstanding debtors/creditors, inventory.
2B.	Planning, budgeting	* Preparation, in conjunction with line management, of annual budgets and forecasts.
	and forecasting	* Preparation of departmental budgets and forecasts.
		* Working with other departments to develop corporate budgets and forecasts.
		* Preparation of business plans, balanced scorecards, capital expenditure budgets and forecasts, and
			'zero based' budgets.
2C.	Management reporting	* Preparation of non-routine reports that analyse and interpret financial/numerical data.
	for decision making	*	Evaluating alternative courses of action and making specific recommendations; following up results of reports.
		* Preparation of briefing papers for management.
		* Oral presentation of reports using visual aids.
		* Assisting with the drafting of expert witness reports.
2D.	Product and service	* Application of appropriate principles and techniques e.g. overhead allocation, marginal costing,
	costing		break-even analysis and ABC, in order to establish the current and future costs of the organisation's
			products, services and activities.
		* Identification of costs and revenues relating to specific business decisions e.g. the introduction,
			amendment or deletion of a product or service; pricing; make or buy comparisons.

ICAI Training

practical experience guidelines

2E.	Information management	*	Defining the information requirements of the organisation.
		* Identifying and evaluating appropriate information systems. Managing the process of information
			gathering, processing, storage and retrieval.
2F.	Project appraisal	*	Using investment appraisal techniques for the evaluation of capital expenditure and other projects.
		* Evaluating other investments or acquisitions using appropriate techniques.
		* Post completion audit of projects and investments.
2G. Project management		*	Management of a project or working as part of a project team e.g. the introduction of a new system
			or procedures to the organisation, business process re-engineering or quality improvement, capital
			expenditure projects.
		*	Any other non-routine activity with a defined output, such as the launch of a new product or an office move.
		* Internal or external consultancy assignments.
2H. Working capital control		*	Debt collection, inventory control, recording and forecasting foreign currency transactions, payment of
			creditors and expenses, cash flow forecasting and monitoring.
		* Periodic stock takes, the identification of slow moving and redundant stock, negotiation of credit terms
			with customers, suppliers and bankers.
		*	Supply chain management.

Area 3: SUPPLEMENTARY Experience (Balance Period of Internship) Select any 2 or More

Experience gained in this area might include responsibility for research, analysis and evaluation of activities, assisting with activities or contributing as part of a team. Examples of suitable experience in this area are listed below:

3A. Financial strategy		* Identifying the organisation's funding position, future funding requirements, costs and sources of
		funds, options for investment, cost of capital and leasing decisions.
		* Contributing to longer term balance sheet and capital structure management.
		* Involvement with distribution of earnings policy.
3B.	Corporate finance	* Involvement with company acquisitions, disposals, management buy-outs or buy-ins and
		corporate restructuring.
		* Involvement with take-overs of public companies and defence against unwelcome bids.
3C. Treasury management		* Negotiation and management of bank accounts and loan facilities.
		* Management of foreign exchange and currency exposure.
		* Dealing with export finance e.g. documentary credits, bills of exchange.
		* Valuation of financial instruments.
3D.	Taxation authorities	* Establishing the organisation's liability for corporation tax and other obligations to revenue authorities
		e.g. VAT in India.
		* Establishing, planning and applying the impact of other taxes and charges such as sales taxes,
		regional taxes and employee taxes and state insurances collected by the employer.
3E.	Business evaluation	* Review of other organisations' performance based on published accounts and other available
	and appraisal	information e.g. competitor review, potential investment or customer creditworthiness.
		* Review of subsidiary or associated company performance.
3F.	Business strategy	* Contributing to the establishment of the organisation's long term business objectives
		e.g. identifying and evaluating external factors which may impact on the organisation.
		* Identifying and appraising the organisation's skills and resources.
		* Identifying and defining business options; evaluating these options, performing risk
		assessments and recommending strategies for adoption.
		* Analysing the economic impact of environmental change upon the organisation.
		* Analysing market and competitive developments in relation to marketing strategy.
		* Advising managers on critical economic and financial developments.
		* Contributing to the development of the organisation's information systems strategy
		as a complement to its business strategy.
3G. External relationships		* Dealing with the organisation's customers, suppliers, external advisors, auditors, bankers and investors.
		* Dealing with representative bodies and trade associations e.g. CBI, Chambers of Commerce,
		Government departments and other regulatory authorities, stock exchange and receivers or administrators.

Please support me at icaistudent @ gmail.com

09030267815

Our basic demand why the DALAL run ICAI ....We dont want brockers ....see the sebi entire is brockership but brocker at the ..........

ICAI TRAINING

Supported by 1400+ students

practical experience guidelines

For your information tick which of the areas of experience are available to ICAI students in your organisation.

Area 1: BASIC Experience (MAXIMUM 6 months)

Experience gained in this area should be at a 'hands-on' level. Examples of suitable experience in this area are listed below:

1A.	Preparing and	*	Updating the organisation's ledgers accounting records.
	maintaining accounting	*	Maintaining payroll procedures.
	records	*	Preparation of trial balance.
		* Reconciliations of debtors, creditors and bank balances.
		*	Computation of depreciation charges, VAT returns, accruals and pre-payments.
1B.	Statutory and	*	Preparation of annual or interim financial accounts, regulatory or compliance information
	regulatory reporting		for the organisation.
		* Consolidation of the results of subsidiary organisations.
		* Preparation and review of other Government financial returns.
1C.	IT desktop skills	*	Developing computer literacy using proprietary software packages, including spreadsheets and databases.
		* Use of the internet and corporate intranets.
1D.	Systems and procedure	*	Involvement in the design, development and implementation of new or replacement
	development		systems and procedures.
		*	Review of existing systems and processes as part of an internal or operational audit.

Area 2: CORE Experience (minimum of 18 months)

Experience gained in this area should be 'hands-on' as much as possible. Students may be contributing to the activities without necessarily having ultimate responsibility for the output. Examples of suitable experience in this area are listed below:

2A.	Preparation of	*	Preparation, presentation and interpretation of regular management accounts and related reports.
	management accounts	*	Comparison of actual performance with budget and/or forecast; analysis and interpretation of variances.
		* Preparation of regular reports on capital expenditure, outstanding debtors/creditors, inventory.
2B.	Planning, budgeting	* Preparation, in conjunction with line management, of annual budgets and forecasts.
	and forecasting	* Preparation of departmental budgets and forecasts.
		* Working with other departments to develop corporate budgets and forecasts.
		* Preparation of business plans, balanced scorecards, capital expenditure budgets and forecasts, and
			'zero based' budgets.
2C.	Management reporting	* Preparation of non-routine reports that analyse and interpret financial/numerical data.
	for decision making	*	Evaluating alternative courses of action and making specific recommendations; following up results of reports.
		* Preparation of briefing papers for management.
		* Oral presentation of reports using visual aids.
		* Assisting with the drafting of expert witness reports.
2D.	Product and service	* Application of appropriate principles and techniques e.g. overhead allocation, marginal costing,
	costing		break-even analysis and ABC, in order to establish the current and future costs of the organisation's
			products, services and activities.
		* Identification of costs and revenues relating to specific business decisions e.g. the introduction,
			amendment or deletion of a product or service; pricing; make or buy comparisons.

ICAI Training

practical experience guidelines

2E.	Information management	*	Defining the information requirements of the organisation.
		* Identifying and evaluating appropriate information systems. Managing the process of information
			gathering, processing, storage and retrieval.
2F.	Project appraisal	*	Using investment appraisal techniques for the evaluation of capital expenditure and other projects.
		* Evaluating other investments or acquisitions using appropriate techniques.
		* Post completion audit of projects and investments.
2G. Project management		*	Management of a project or working as part of a project team e.g. the introduction of a new system
			or procedures to the organisation, business process re-engineering or quality improvement, capital
			expenditure projects.
		*	Any other non-routine activity with a defined output, such as the launch of a new product or an office move.
		* Internal or external consultancy assignments.
2H. Working capital control		*	Debt collection, inventory control, recording and forecasting foreign currency transactions, payment of
			creditors and expenses, cash flow forecasting and monitoring.
		* Periodic stock takes, the identification of slow moving and redundant stock, negotiation of credit terms
			with customers, suppliers and bankers.
		*	Supply chain management.

Area 3: SUPPLEMENTARY Experience (Balance Period of Internship) Select any 2 or More

Experience gained in this area might include responsibility for research, analysis and evaluation of activities, assisting with activities or contributing as part of a team. Examples of suitable experience in this area are listed below:

3A. Financial strategy		* Identifying the organisation's funding position, future funding requirements, costs and sources of
		funds, options for investment, cost of capital and leasing decisions.
		* Contributing to longer term balance sheet and capital structure management.
		* Involvement with distribution of earnings policy.
3B.	Corporate finance	* Involvement with company acquisitions, disposals, management buy-outs or buy-ins and
		corporate restructuring.
		* Involvement with take-overs of public companies and defence against unwelcome bids.
3C. Treasury management		* Negotiation and management of bank accounts and loan facilities.
		* Management of foreign exchange and currency exposure.
		* Dealing with export finance e.g. documentary credits, bills of exchange.
		* Valuation of financial instruments.
3D.	Taxation authorities	* Establishing the organisation's liability for corporation tax and other obligations to revenue authorities
		e.g. VAT in India.
		* Establishing, planning and applying the impact of other taxes and charges such as sales taxes,
		regional taxes and employee taxes and state insurances collected by the employer.
3E.	Business evaluation	* Review of other organisations' performance based on published accounts and other available
	and appraisal	information e.g. competitor review, potential investment or customer creditworthiness.
		* Review of subsidiary or associated company performance.
3F.	Business strategy	* Contributing to the establishment of the organisation's long term business objectives
		e.g. identifying and evaluating external factors which may impact on the organisation.
		* Identifying and appraising the organisation's skills and resources.
		* Identifying and defining business options; evaluating these options, performing risk
		assessments and recommending strategies for adoption.
		* Analysing the economic impact of environmental change upon the organisation.
		* Analysing market and competitive developments in relation to marketing strategy.
		* Advising managers on critical economic and financial developments.
		* Contributing to the development of the organisation's information systems strategy
		as a complement to its business strategy.
3G. External relationships		* Dealing with the organisation's customers, suppliers, external advisors, auditors, bankers and investors.
		* Dealing with representative bodies and trade associations e.g. CBI, Chambers of Commerce,
		Government departments and other regulatory authorities, stock exchange and receivers or administrators.