The first introductory chapter presents an integrative review of the role of human resource management in consulting firms. To begin with, the reader gets an in-depth overview of current personnel practices in international consulting companies.
Consulting Firms
- Introduction
- A Framework for Literature Review
- Results of the Review
- HRM as Strategic Partner and Change Agent
- HRM as Administrative Expert
- Recruitment
- Selection
- Training and Development
- Performance Appraisal
- Reward Management
- Separation
- Personnel Administration
- HRM as Employee Champion
- Employee Commitment and Moral
- Personal and Family Needs
- Conclusion
This book aims to explore specific aspects of the role of HRM in consultancy firms that arise from the nature of consultancy. To gain a better understanding of the specific aspects of the topic, we first provide an integrative review of the existing literature on HRM in consulting firms.
The Management Consultant in Germany: A Job Profile
One of the biggest strengths of a consultant is his/her unbiased inside view from the outside. Most projects involve the implementation of proposals prepared by the client's team and staff members.
The Importance of Human-Resource-Management in a Knowledge-Based Sector
In addition, most consulting firms offer sophisticated training and further training opportunities like no other sector of the economy. It is not uncommon for consulting firms to allocate 7 to 10% of annual turnover to training and qualification measures and thus invest not only in the added value for the client, but also in the knowledge capital of their consulting firm.
Further Education in the BDU
Christel Niedereichholz, academic director of the Heidelberger Akademie für Unternehmensberatung (HafU) [Heidelberg Management Consulting Academy] and founder of the MBA university course "International Management Consulting IMC" at the FH für Wirtschaft in Ludwigshafen [Ludwigshafen University of Applied Sciences]. The BDU's further training offering is fully tailored to the fundamental and current requirements of the management consultancy sector.
Value-oriented Corporate Culture
Kienbaum Consulting Group
- Instruments for Quantitative and Qualitative Personnel Planning All goals and performance-indicators of the personnel planning (and thus, of the
- Strategic Competency Management
- Performance Management
- Corporate Culture and Change Management
In the area of non-professional skills/competencies, the analysis of the employee's status quo and the actually required status quo leads to budgeted qualification measures such as. For us, the internal corporate culture and the external image as an employer are 'two sides of the coin'.
International Consulting Firms: Distinguishing Second and Third Wave Company Patterns
Introduction
Therefore, the HR practices that dominate the consulting industry have an impact that goes beyond the scope of consulting firms. We also compare the practices prevalent in consulting firms with those of multinational organizations in other industries.
The Development of the Consulting Industry
In part two we examine the development of the consultancy industry, and in particular the changing dynamics of the employment relationship among the industry's leading players. We also look at the internationalization of the sector, one of the main factors that have influenced labor relations in the sector.
Dynamics of the Employment Relationship in
In the fourth section, we provide empirical evidence for our theses using the results of a series of interviews we conducted with over 30 consulting firms and anecdotal evidence from public sources and our own experience. Finally, we summarize our findings and provide hypotheses regarding the further development of HR management in consulting companies.
Consulting and the Internationalization of the Industry
Implications for Human Resource Management in Consulting Firms
Comparison of IHRM principles and practices between moderately transnational multinationals, typical 'second wave' and 'third wave' consultancy firms. By comparison, 'second wave' consultancies are much less dependent on HR specialists for international communications. Moreover, within most 'second wave' consultancies there is little personal and social coordination of HR management.
HRM in International Consulting Firms: A Look at the Evidence
MBNj general international policies and practices: Our interviews provide a clear distinction between "second wave" and "third wave" consultancies. In all the major "second wave" consultancies we spoke to, the assignment is carried out on an office basis by specialist staff. This is particularly evident in the case of those firms that are part of the "second wave" of consulting firms.
Summary and Outlook
Third wave' consultancies – at least the large and international ones focused on here – can be considered 'middle class' organizations whose employment models and HRM practices reflect aspects of both the classic model of consultancies that emerged during the second wave of industry development and transnational corporations outside the professional services sector. Harzing AW (2000) An empirical analysis and extension of the Bartlett and Ghoshal typology of multinational corporations. King B (2003, March 19) More influence than size: The lively and bright sus kids of the Dotcom era have made a lasting impression.
Booz Allen Hamilton: The Company
- Facts and Figures
- Booz Allen Hamilton’s Philosophy
- Booz Allen Hamilton’s Clients
Booz Allen Hamilton combines strategy with technology and insight with action – working with clients to deliver results today that last tomorrow.” Booz Allen Hamilton's clients are the world's largest corporations, growth companies, leading governments, agencies and institutions that want to change their organizations and the world for the better. Examples of Booz Allen Hamilton client work for government clients include the following: Within the framework of the Federal e-Government project "BundOnline 2005", Booz Allen Hamilton advised the Federal Ministry of the Interior on strategy development concept.
Booz Allen Hamilton: Personnel Strategy
- Personnel Planning
- Career Planning
Together with "Initiative D21", the largest national public-private partnership within the information technology sector, Booz Allen Hamilton develops new initiatives in partnership: whether for the promotion of the information society or for the expansion of Germany as an innovator in the field of IT. As a strategy consultant, Booz Allen Hamilton is committed to the continued development of its employees. New hires (consultants, researchers, etc.) begin their career at Booz Allen Hamilton by attending the New Hire Orientation (NHO)/Discover Booz Allen.
Booz Allen Hamilton: Human Resources “Best Practices”
- Mentoring Program
- Sponsorship Program
- Advancement of “Diverse Minds“
- Work-life Balance
They include, among other things, a press review and the latest news about Booz Allen Hamilton both worldwide and "on-site". Performance evaluations at Booz Allen Hamilton support the career development of each employee – from secretary to consultant to partner. In 2002, Booz Allen Hamilton thus established a scholarship program for highly gifted female students in collaboration with the German National Academic Foundation (Studienstiftung des deutschen Volkes).
Conclusion
In addition, the firm also offers employees the opportunity to give back to the community through firm-sponsored volunteer activities and pro bono assignments in non-governmental and non-profit organizations. Pro-bono projects often have the added benefit of enabling employees to meet personal goals through their professional activities.
Metaplan
- The Metaplan Consulting Procedure: Moderating Processes of Reaching Shared Understanding
- The Metaplan Consulting Concept of Organizational Change Three mechanisms interlock in the Metaplan consulting concept. The first mecha-
- The Metaplan Consulting Approach Is a Sociologically Guided Consultancy with a Solid Foundation in Advanced
- Typical Projects and Strategic Clients
- Facts and Figures
- Recruitment
- Training
- Remuneration
- Principles and Guidelines of Partnership
You are excited about the idea of working on projects in the US and Europe. It does not depend on personal successes or failures during the calculation period (which is the business year). The partners participate in the process of forming a consensus and express themselves if they have a different opinion.
Berger Strategy Consultants
Introduction
Functional CCs develop innovative functional concepts and business approaches, while industrial CCs adapt functional themes for industry use and design concepts for each industry and company. We adapt our work and applied methodologies to each individual task in order to fully satisfy the needs of our customers. For each consulting project, we assemble a dedicated interdisciplinary and, if necessary, international team of experts with functional and industry-specific knowledge.
Basic Principles of Our Human Resources Work
This is where the work with human resources comes in, creating the foundations of quality in the value chain of the consulting company. However, human resource development is not the number one task and challenge of running a consulting business simply because human resources are our only real factor of production. In the following sections, we will take a closer look at selected aspects of our personnel policy and human resources management.
Selection and Appointment Process
About 15% of them are then invited to the second stage, one of our recruitment days. We don't need arrogant knowledge - we want consultants who can listen and who are willing to learn from our clients. We try to identify these skills through interviews and case studies during our recruitment days.
Evaluation Principles
An individual's career in our company is based on a clearly structured system in which we define individual levels of the hierarchy in terms of the performance we expect. To achieve a complete 360-degree view, a "peer group" assessment can be used at the management level. However, it is also possible for a member to be dismissed for failing to perform adequately – in other words, our performance philosophy applies here too.
Project Work
In other words, they already take an active role in the development of the firm, whose future they will later be expected to control. The Challenge Club meets once a year for its main event, which has been held in previous years in cities such as New York, Shanghai and Moscow. In addition to this main event, there are also various smaller meetings aimed at focusing on specific issues and facilitating more direct contact with the other main candidates.
Compensation
The variable component, on the other hand, is divided into a personal performance-based component and a collective performance-based component, which is usually based on results at the company or divisional level. Most of the lower seniority levels use a variable component based on individual performance, where the variable bonus is directly linked to the individual's performance appraisal, further emphasizing how important and effective this tool is. Further up the hierarchy, especially at the partner level (since partners are also shareholders in the company), compensation is largely based on the collective performance-based component, as this encourages partners to cooperate.
Continuous Training
We also use compensation components that are not paid out directly in cash, but are dependent on employees reaching a certain level of seniority, to promote loyalty to the company. Taking on management responsibilities at the project level can be a springboard into a management role at the company. The wide range of tasks means that ongoing development at management level must be much more individual and sophisticated. That is why we often use individual coaching here.
Additional Programs
- MBA and Ph.D. Programs
- Working Abroad
- Other Activities
- Development Is for Support Staff, too
Candidates must have been with us for a minimum of two years and obtain approval from their mentor. These payouts are made in the form of a loan that is considered fully repaid when the employee completes two years of consulting work after the program. Senior Consultants and Project Managers who have been with our company for at least two years can also switch to part-time work, reducing their working hours by up to half.
Conclusion
Not only that, because we have worked and intensively trained our staff for many years, we are in a very good position to evaluate them, which puts us in an ideal position to "match" job offers. After all, there is a high probability that the employees who will leave us will be able to decide on consulting contracts in the foreseeable future. Former consultants not only retain their emotional ties to the old company, but also continue to benefit from the information and knowledge we generate.
The BDSU: Students Consult Companies
In order to achieve the ambitious goals and guidelines, BDSU needs a high level of commitment, creativity and strategic thinking from the Junior companies, their associated companies and management boards. BDSU's board of directors consists of six students who honorably take over responsibility for the association for one year.
JADE (Junior Association for Development in Europe)
Kölner Runde
Cooperations with existing companies
- Students Deal with Personnel Matters
- Staff Marketing
- Selection of Personnel
- Staff Commitment
- Staff Development
- Leaving the Junior Enterprise
- Students Develop Concepts
- Selection of Personnel
- Staff Commitment Program
- Concept of Training
- Concept for Alumni
- Conclusion
The composition concerns both the requirements of the market and the maintenance and promotion of the association. At the end of the qualification period, an interview will take place between the management of the Junior Enterprise and the aspirant. It is in line with the core idea of the Junior Enterprise: the association is formed by everyone.
Matching
Summary
- Objectives and Prerequisites for Successful Employer Branding
- Controlling Information through Preference Matching
- A Case Study
- Conclusion
- About Accenture
- Accenture History
- Accenture’s Business
- Accenture’s Structure
- Accenture Locally
- Human Capital at Accenture
- Human Resources at Accenture
- Accenture HR Vision
- Accenture ASG HR Organization
- Accenture HR Particularities
- Leadership Development Program at Accenture
- Accenture Leadership Statement
- Accenture Leadership Competency Matrix
- Leadership Development Program Elements
- Integration of Leadership Development into HR Processes The Leadership Development Program is a self-contained concept that provides
- Conclusion
The results of the survey are analyzed by HR and key findings are incorporated into the improvement of the Leadership Development Program. The HR department informs employees about the introduction of new tools and processes within the framework of the Leadership Development Program. HR organization Accenture played a significant and leading role in the creation, implementation and implementation of the leadership development program.
- Introduction
- The Company
- Structure of the Organization
- Company Mission
- Company Philosophy
- Company Values
- LHH Global Management Services
- Outplacement
- Leadership Development & Coaching
- Career Development
- LHH’s Customers
- LHH’s People
- Profiles of Common Positions
- LHH Certified Associates
- LHH Human Resource Practices
- The LHH Methodology
- The Focus on Quality
- LHH as a Learning Organization
- Employee Orientation and Certification
- Trends in Orientation Programs
- The Certification Process
- Training and Professional Development
- Conclusion
The primary responsibility of the Director of Professional Services is to ensure that the highest quality of career management services are provided through the local office. It is important to recognize that the LHH methodology, the company's focus on quality and the learning organizational culture are all interconnected, with each contributing to the success of the other. Establish a vision of the company's goals so it can anticipate the types of learning that will need to occur.
Companies
- Introduction
- Gender Diversity
- Gender Diversity Management
- Gender Diversity Measures
- Practical Evidence in Consulting Companies
- Results
- Importance of the Goal of Gender Diversity
- External Communication of Gender Diversity
- Internal Communication of Gender Diversity
- Gender Diversity Initiatives
- Résumé
In most of the consulting companies, the proportion of female employees averaged around 20 – 30%. The investigation regarding statements of gender diversity on home pages shows that 12% of the investigated consulting companies have placed statements referring to this topic on their home page, e.g. 78% of the consulting companies implement specific measures to achieve the goal of gender diversity (versus 67% of the banks and 30% of the insurance companies).
Consultancy Industry
- Introduction
- Employability Demand in the German Consultancy Industry
- Technological (Know-how) Development and Product Market In an economic environment characterized by globalization technological devel-
- Organizational Developments
- Economic Developments (in Competition)
- Demographic Developments and Labor Market
- Employability and Employability Development
- Employability Development Framework
- Employability Activities
- Employability Offers
- The Study
- Investigating Activity Levels of Employees and Employers Comparing the four sets of activities for employees we found that employees re-
- Investigating Differences between Back Office Staff and Consultants
In the following sections of this article, we first focus on the industry-specific demand for employability in the German consulting industry. These phenomena and market characteristics affect the demand for employability in the German consulting industry to varying degrees. This development in the German consulting sector highlights a general trend in the European labor market.
