Retention Practices
Situation:
One of the largest management consulting
firms prominent in the business process and systems integration field
was experiencing unacceptable turnover of its consulting staff, especially
at the associate level with five to seven years of valuable experience.
The rate of turnover was affecting their ability to staff client
assignments with an adequate number of experienced consultants, jeopardizing
its commitment to deliver superior service to its clients.
Process
The D.G. McDermott Associates team interviewed
senior partners as well as the three unit heads of the major practice
areas most affected by the turnover. From this research, the D.G.
McDermott Associates team formulated tentative conclusions regarding
what was causing the turnover. To validate our conclusions, we developed
an instrument which was used to guide individual discussions regarding
recruiting, training and development and compensation practices with
representatives of other major consulting firms.
Solution
D.G. McDermott Associates concluded that
the client needed to restructure its policies regarding the caseload
and work hours of associate-level consultants. Becoming more sensitive
to the work and family issues facing the workforce of the 1990's
and beyond was critical to retaining high-potential personnel.
Outcome
The
client established an internal committee to review the workload
demands it placed on its consultants and to develop and submit
to the partnership specific recommendations for job sharing,
flex-time, personal time, travel and related policies. The committee
was also charged with submitting a staffing plan to provide alternative
methods for staffing projects, including the use of per diem
workers.
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