bestpractices
IN CAREER DEVELOPMENT
Six firms that are doing it right share their secrets
on everything from orientation and mentoring to
externships and web-based ‘career architecture’ tools
t’s been said before: People are what consulting
firms are all about—the intellectual horsepower that drives engagements and builds revenue. But now more than ever, as the
economy continues to recover, consulting firms are placing an increased value on recruiting, retention and career development at
their firms. Most firms view a career at a consultancy as a job for
life, but hanging onto quality human capital can be problematical,
particularly with unprecedented utilization rates at many firms.
Hence, career management programs designed not only to continue to develop the rank-and-file, but retain the firm’s best and
brightest in the near future as well as for the long haul.
In Consulting’s latest Best Firms to Work For survey, six firms
in particular elevated the strategic significance of career development. We reached out to the organizations to describe their
programs and practices. Similarities abound, but so do some
interesting and unique differences. Here are the six firms’ best
practices in career development:
Career development is the calling card to recruiting and retaining talent at Bain & Company. “It’s what attracts people to come
