higher staffing levels. However, setting and communicating those goals is a challenge. Handling it well can make
consultants want to stay with your firm longer; doing it
poorly can encourage defections.
What Makes a Best Firm ?
To be named a Best Firm to Work For
firms were ranked in six categories.
Each measures a different aspect of
employee satisfaction. The following
describes the issues at play within each
category. The criteria used for Best
Small Firms is identical, but it measures
firms between 20 and 250 consultants.
This category reflects the quality of work consultants
perceive their firm is doing. It is not a measure of the
actual work being done, but the more valuable a firm’s
consultants perceives their work to be, the more engaged
they tend to be in their client’s—and firm’s—success.
This category reflects how well consultants perceive
their firm as enabling them to balance their life outside
of their day job. Given the heavy work and travel regiment required, this is a difficult task. But understanding
which firms handle this challenge can go a long way to
identifying true employers of choice.
Firm culture reflects the shared values, standards, ethics,
and goals of a firm. Gone are the days when firms would
hire a generation of future partners from a leading campus and hone their skills and ethos over the course of a
career. Today’s firms are comprised of talent that has
spent years at other firms, and in other industries. Building and sustaining a strong culture, despite the lack of
homogony in background and life experiences, becomes
all the more difficult.
Compensation & Benefits
This category reflects consultants’ satisfaction with their
compensation and non-cash benefits and does not necessarily reflect which firms pay the most. The happier
consultants are with their job, the more they’re willing to
settle for making less. Such is the case with consultants
from smaller firms who continue to report higher satisfaction despite smaller paychecks. But when consultants
are unhappy, this category tends to be the easy scapegoat for their frustrations.
2012 SURVEY AVERAGES
Economic uncertainty tests leadership in big ways. The
economy of the last several years certainly tested their de-cision-making and internal communication skills. In 2012,
leadership had to chart a new course and generate confidence in the firm’s direction. The more confidence the rank
and file consultants have in their leaders, the more apt they
are to be happy at their firm. But the opposite is also true.
The campus pipeline is just starting to be refilled this
year, which will force some promotions up through the
2010 2011 2012
Survey Average ( 1-5 Scale)
Compensation Career Work/Life Culture Leadership Client
& Benefits Development Balance Engagement