Consulting Industry                                                      2011 Survey & Research Report2011 Consulting Indu...
Table of ContentsPart I.        Background                             3   Part VII. Competitive Pay LevelPart II. The Env...
BackgroundIntroduction to This ReportWelcome to the second Survey and Research Study of Consulting               • The fou...
BackgroundProfile of Research Study ParticipantsStudy Participants by Firm Size                    Firm Size by Number of ...
BackgroundOrganizations in This Report  Abt Associates                               Gartner, Inc.                        ...
Business StrategiesThe Five Phases of Consulting Development The following outlines a general classification for Consultin...
People StrategiesTalent ManagementOnce the organization model has been developed or more typical                 The Platf...
Competitive Pay LevelPosition Listing Job                Position        Position                                         ...
Competitive Pay LevelPosition Listing Job                Position        Position                                         ...
Competitive Pay LevelPosition Listing Job                      Position       Position                                    ...
Competitive Pay LevelPosition Listing Job                  Position        Position                                       ...
Competitive Pay LevelPosition Listing Job                   Position        Position                                      ...
Competitive Pay LevelPosition Listing Job                   Position        Position                                      ...
Competitive Pay LevelPosition Listing Job                   Position        Position                                      ...
Competitive Pay LevelBy Job FamilyCorporate                                                                               ...
Competitive Pay LevelBy PositionPosition 1003 Chief Financial OfficerPay Component by Firm Size                           ...
Competitive Pay LevelBy PositionPosition 1003 Chief Financial OfficerBase Salary by Firm Size and Pay Percentile© 2011 by ...
Competitive Pay LevelBy PositionPosition 1003 Chief Financial OfficerTotal Cash Compensation by Firm Size and Pay Percenti...
Competitive Pay LevelBy PositionPosition 1003 Chief Financial OfficerTotal Direct Compensation by Firm Size and Pay Percen...
Upcoming SlideShare
Loading in …5

2011 Professional Services Industry Report Interest Pages


Published on

Consulting Firms
This 254 page report provides unique insights into the key human capital issues and compensation practices facing the consulting industry today. Data for this report was gathered from our consulting practice, Grahall client files, publically available information, economic modeling, and hundreds of client interviews from the past decade as well as a pay and trends survey designed specifically for this report. This report will help organizations and individuals assess human capital practices, reward strategies, and competitive pay levels to identify ways to link rewards to the execution of desired business strategy.

1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

2011 Professional Services Industry Report Interest Pages

  1. 1. Consulting Industry 2011 Survey & Research Report2011 Consulting Industry Survey & Research ReportA Study of Human Capital and Pay Practices in the Consulting IndustryPrice: $3,000 USDHuman Capital PracticesBusiness StrategiesPeople StrategiesRewards StrategiesCompetitive Pay Levels
  2. 2. Table of ContentsPart I. Background 3 Part VII. Competitive Pay LevelPart II. The Environment 13 Position Listing 101 By Position & Key Stakeholders 5000 Partner / Vice President  198 By Job Family 5001 Associate Partner / Principal / Director  202Part III. Business Strategies 22 5002 Senior Manager 206 Corporate 108 5003 Manager / Project Leader 209 45 Sales / Marketing 110 5004 Senior / Experienced Consultant  212Part IV. People Strategies Business Development  112 5005 Consultant / Recent MBA 215 Practice Leadership  114 5006 Entry Level Analyst  218Part V. Reward Strategies 78 General Consulting  116 Technical Consulting  118 6000 Principal Scientist  221 6001 Principal Associate  225Part VI. Reward Architectures 89 6002 Senior Scientist  229 6003 Senior Associate  233 & Components By Position 6004 Scientist  236 6005 Associate  239 1000 Chief Executive Officer 122 6006 Senior Analyst  242 1001 Chief Operating Officer  126 6007 Analyst  245 Property of Grahall, LLC 1003 Chief Financial Officer 130 6008 Associate Analyst  248 1004 Chief Administrative Officer 134 6009 Research Assistant  251 1005 General Counsel  138 © 2011 Grahall, LLC. All rights reserved. No part of 1006 Chief Human Resources Executive 142 this publication may be reproduced, republished, 1007 Chief Information Officer 146 altered, posted, transmitted, or distributed (electronically or otherwise) without written 2000 Chief Sales Executive  150 2001 Top Region / Line of Business Sales Executive 154 permission from Grahall, LLC, or, in the case of 2002 Sales Executive 1 158 photocopying, under the terms of a license issued by 2003 Sales Executive 2 162 Grahall, LLC. Additional copies of this publication 2004 Chief Marketing Executive  166 may be purchased from Grahalls online store at 3000 Business Development Executive  170 3001 Business Development Manager 174 3002 Client Relationship Executive 178 3003 Client Relationship Manager 182 4001 National Head of Consulting  186 4002 Regional Head of Consulting  190 4003 Office Head of Consulting  194© 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 2
  3. 3. BackgroundIntroduction to This ReportWelcome to the second Survey and Research Study of Consulting • The fourth is the unique people strategy approaches we haveHuman Capital and Compensation Practices. Grahall Data Services, encountered in our consulting practice.and Grahall Consulting Partners, LLC has developed this research • The fifth part is an in‐depth review of the various reward strategies,report in an effort to provide insights into the key human capital architectures and typical reward program components.issues facing the consulting industry today. • The sixth and last section is a review of how much various consultingThe purpose of this report is to provide participants with perspective organizations have paid employees in the 2010 year.on the architecture of key human capital and compensation practicesin the Consulting industry. This survey offers a unique look at the Our conceptual model is on the following page and represents theconsulting industry, as follows: methodology we apply to our typical consulting assignment. Each major section represents a force that impacts the design of the most important • Information in this report comes from our consulting practice, human resource and reward program for each client. No two human Grahall client files, publically available information, economic resource or reward programs are completely alike since no two modeling and hundreds of client interviews from the past decade. organizations are exactly alike. • This research addresses how people and compensation policies We believe that people strategies and reward strategies can and do have work in consulting firms, and how much compensation firm enormous positive and negative impacts on the success or failure of the partners and employees receive. consulting firms we work with. We have seen the impact of the reward • Data was provided by principals or senior members of client firms program on successful organizations like Abt Associates, McKinsey & and by researching publically available information. Co., Bain, EDS, AT Kearny, PRTM, Towers Watson, Hay Group, Clark Consulting, and Andersen Worldwide. The people strategy and reward • Data and analysis focus on policy and structure, including topics programs didn’t make some of these organizations successful and others such as form of ownership, relation of staff size to revenues and unsuccessful but we believe having been part of each organization’s reward and career pathing policies. story, the people and reward strategy programs were significantThis report is organized into six major parts. These parts reflect the contributors to the stories in each case.Grahall conceptual diagram shown on the following page. Please do not hesitate to contact us for further information and/or • The first part consists of background material and a quick history clarification of the survey results: of consulting. Michael Dennis Graham                          Ali Riyaz • The second part is an analysis of the environment surrounding the industry and then some commentary on the key stakeholders. • The third part is an outline of the various business models and Grahall Consulting Partners, LLC         Grahall Consulting Partners, LLC  key strategies. (917) 453‐4341 direct                                (646) 287‐6417 direct       © 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 4
  4. 4. BackgroundProfile of Research Study ParticipantsStudy Participants by Firm Size Firm Size by Number of Employees Firm Size by Maturity Revenues in Revenues Average # Average Pct Pct Maturity Pct $Millions in $Millions of Employees Age 25 75 30% Start Up 1 year 4% 25 33% 50 24% 50 200 25% Emerging 2 years 22% 100 17% 100 500 15% Growth 4 years 5% 200 9% 200 1000 11% 400 6% 400 2500 6% Established 6 years 14% 800 5% 800 5000 5% Mature 10years 55% 1600 4% 1600 10,000 4% 3200 4% 3200 11,500 3% 6400 3% 6400 15,000 2% 12800 1%> 12800 40,000 1%The “short‐hand” references above – for Revenues are midpoints of our bracket definitions for size and the maturity definitions (start‐up,emerging, growth, established and mature) for identification of the stage of the consulting are used repeatedly in this survey. They are defined inthe separate chapters.© 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 11
  5. 5. BackgroundOrganizations in This Report Abt Associates Gartner, Inc. Pathfinder International Advocates for Human Potential GP Strategies Corporation PDI, Inc. American Institutes for Research GSI Commerce, Inc. Program for Appropriate Technology in Health Aon Corporation Half Robert International Inc. Public / Private Ventures ARIBA INC Harte-Hanks, Inc. RAND Corporation CARANA Corporation Huron Consulting Group Inc. Resolve Staffing, Inc. CBIZ, Inc. ICF International, Inc. SAIC, Inc. Chemonics International Industrial Economics Inc. Sapient Corporation CNA Analysis & Solutions Ingenix ServiceSource International, Inc. Cognizant Technology Solutions Corporation Iridium Communications Inc. Syntel, Inc. Computer Sciences Corporation Kenexa Corporation TeleTech Holdings, Inc. CRA International, Inc. LECG Corporation The Advisory Board Company Development Alternatives, Inc. Management Sciences for Health, Inc. The Corporate Executive Board Company Dynamics Research Corporation Marsh & McLennan Companies, Inc. The Hackett Group, Inc. Education Development Center, Inc. Mastech Holdings, Inc. The Management Network Group, Inc. ExlService Holdings, Inc. MAXIMUS, Inc. Towers Watson & Co. Forrester Research, Inc. MDRC Group, Inc. Fortress International Group, Inc. Navigant Consulting, Inc. Winrock International Franklin Covey Co. New England Research Institutes FTI Consulting, Inc. NIC Inc.© 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 12
  6. 6. Business StrategiesThe Five Phases of Consulting Development The following outlines a general classification for Consulting business models that impact people and reward strategies based on size and sophistication. These (size and sophistication) are not the only factors impacting people and reward strategies (people and rewards). The usual general, value chain and specific business strategies are also of a critical nature when it comes to determining success or failure of the organization. Phase One – Start Up ($10 Million Revenues to $50 Million Phase four - Established ($500 Million Revenues – $3 Billion Revenues) ‐ Organizational model is generally a function of the Revenues) ‐ In Phase Four – at established consulting ‐‐ we begin to history of the General Partners. To the extent a single or small group of see a greater diversity of organization designs; some of these designs founding partners establish the Consulting, the firm is typically simple: are very much a function of how and how quickly the Consulting it is a direct function of business requirements. grew to its present size. To the extent that the consulting firm grew its own talent from within, we see a more conservative approach to its Phase Two – Emerging ($25 Million Revenues to $500 Million business strategies. Revenues) ‐ Emerging firms are generally single strategy firms and normally have one firm and one consulting team, with possibly a separate trading desk. Also, it is at this point where the increased AUM Phase Five – Mature ($2 Billion Revenues to $10 Billion Revenues) requires more differentiation into specific managerial roles, which in ‐ These firms are generally international in scope, diverse or multi‐ turn generates the need for alternative forms of compensation vis‐à‐vis strategy, and have access to significant resources, while at the same partners and others with rewards driven by the performance and size time are subject to all of the maturity constraints of a much larger of the firm. organizations. Phase three - Growth ($250 Million Revenues to $1 Billion Revenues) ‐ The growth phase is signaled when the firm attracts additional assets based directly on its track record ‐‐ the effectiveness of its past performance, and the readiness of institutions and firms of Consulting to invest. This additional and slightly more stable source of firms parallels significant additional managerial and infrastructure requirements. The result is the establishment of more specific roles for individuals, and/or additional staffing of experienced specialists to perform these roles.© 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 41
  7. 7. People StrategiesTalent ManagementOnce the organization model has been developed or more typical The Platform is King – Some of our clients have developed platformsevolved the matching of the talent to the model is the next most within which the non‐consulting professionals are top shelf. The staffimportant step. Many organizations state in their various documents for groups including information technology, marketing, shareholdergeneral consumption that “People are our most important asset”. In the relations, risk, compliance, legal, and other non‐investing functionsconsulting world it isn’t just a nice saying ‐ people make the difference. represent a platform on top of which consulting individuals and teamsThere are a number of successful talent management strategies can be plugged in (and out) like legos.employed by our consulting clients: Hire Smart People – Some unusual firms are people centric and look toThe Best of the Best – Several of our clients have talent management hire the brightest talent and let that talent follow their intellect.strategies that entail recruiting established talent with top decile recordsfor premium rewards. These firms do not grow from within and don’tspend much money on talent management. They often prefer to havethe senior practice manager bring their entire teams in what we call a”lift‐out”.Grow Your Own From Within – One of our favorite clients generallyhas all home grown talent. The firm owner believes that the success ofthe firm has been based on the approach they have developed toevaluate distressed debt. They strongly believe that it is the process notjust the people.Halfway House With High Turnover – The firm is set up to be astepping stone for individuals from large institutions with great trackrecords, but who don’t have the capability to create their own firm fromscratch. This firm creates a contract that allows an easy entry and easyexit. In many cases the exit is sponsored by the firm and is allowed todevelop and port the entire team to their eventual stand alone status.One Team One Dream – These firms come as a single group of highperforming individuals and are exclusive of other possible entrants intothe team except at the very lowest level. Even at this level theindividuals never really break into the inner circle.© 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 60
  8. 8. Competitive Pay LevelPosition Listing Job  Position  Position  Position Description Family Code Title  Corporate 1000 President and CEO  Responsible for the overall direction of the business and for achieving the companyʹs stated mission including  profit goals and return on invested capital. Establishes current and long‐range objectives, and represents the  company with its major customers, the financial community and the public. Coordinates the efforts of the  senior management/executive team and works with them and the Board of Directors to develop current and  long‐range objectives, policies and procedures for the organization. Serves as presiding officer of the Board of  Directors. Corporate 1001 Chief Operating  This position normally exists at the larger consulting firms; the COO is responsible for the non‐consulting   Officer aspects of the organization, including internal business operations such as human resources,  finance/accounting, compliance, and technology. The position also may oversee intellectual capital creation,  marketing, and communications.  Corporate 1003 Chief Financial  As the top corporate financial executive, provides financial, administrative, strategic planning, and general  Officer  management guidance to the company. Directs the organizationʹs overall financial well being, capital structure  planning, financial and accounting practices, and the conduct of its relationships with banks, financial  institutions, and shareholders. Directs treasury, tax, audit accounting, government contract compliance,  purchasing, real estate, insurance, equipment leasing, pension programs and other corporate service functions.  Serves as a member of the Executive Management Team. Corporate 1004 Chief Administrative  Directs the management of various corporate staff functions including Human Resources, Information Systems  Officer and Contracts in support of company operations. Works to develop, implement and monitor related goals,  policies, programs and practices. Is a member of the Senior Executive Team. Reports to the CEO. Corporate 1005 General Counsel  This professional is responsible for coordinating legal work by outside counsel. It also may provide legal advice  on practice related issues, advising exiting practice areas, and assisting practice managers. Corporate 1006 Chief Human  Head of Human Resources, in partnership with the executive and senior management team, is responsible for  Resources Executive  driving the people strategy for the organization. Serves as a consultative leader and resource to the senior  management team. Directs the development and implementation of most or all companywide human resources  policies and programs covering employment, orientation, training, compensation, AA/EEO compliance,  organization development, relocation, safety and health benefits, employee relations, records, employee  assistance, etc.© 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 101
  9. 9. Competitive Pay LevelPosition Listing Job  Position  Position  Position Description Family Code Title  Corporate 1007 Chief Information  Identifies changes and trends in computer and systems technology and interprets their meaning to senior  Officer  management. Participates in overall business planning, bringing a current knowledge and future vision of  technology and systems as related to the organizationʹs competitive position. Determines long‐term  organization‐wide information needs and develops overall strategy for information needs, systems  development and hardware acquisitions, and integration. Works to ensure integrity of organization‐wide data,  proprietary information, and related intellectual property through information security and access  management. This is the highest interface with non‐technical user functions in determining overall information  systems approach. Serves as a member of the Executive Management Team. Sales /  2000 Chief Sales Executive  Responsible for the achievement of annual sales, revenue and profit goals for a line of business. Oversees all  Marketing sales, marketing and senior recruiting activities for the line of business, which includes the management of  multiple operational units involved in research and consulting services. Develops and implements strategic  planning, marketing, and business development for the line of business. Serves as a member of the Executive  Management Team. Sales /  2001 Top Region / Line of  Develops and communicates the vision and strategic direction of the practice area. Manages the contract  Marketing Business Sales  performance, client relationships and staff development of a practice area within a line of business. Some  Executive  specific tasks may be delegated to subordinate positions, if applicable. Sales /  2002 Sales Executive II Sales Executive II typically sells large, complex consulting services, including but not limited to technology,  Marketing strategy, change management, and business process. Sells work by identifying new and existing clients and/or  proactively collaborating with the client to shape and create deals. Serves as the sales expert within a client  group/team and helps to manage the sales process. Shapes messages and value propositions and provides  guidance and counsel on pursuits. Serves in a consulting role for leading major new and complex client  opportunities, harnessing skills of partners and alliance partners. Leverages financial expertise and general  knowledge of deal components across several offerings or operating entities. Manages a highly complex sales  process, architecting deals and shaping messages and value proposition in a very dynamic environment with  several concurrent responsibilities. Establishes and sustains key client relationships.   Sales /  2003 Sales Executive I  Sales Executive I typically sells very large, highly complex consulting services, including but not limited to  Marketing technology, strategy, change management, and business process. Responsible for the overall services  marketing/brand leadership at the executive level for a large client including opportunity identification, and  services sales. This position interacts with senior IT and business executives to ensure that the services offerings  and solutions are known and considered. Responsible for services marketing strategy and leads/coordinates  teams to address the clientʹs IT/business requirements. Thoroughly knowledgeable about industry and business  practices. Generates incremental revenue and grows services market share.© 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 102
  10. 10. Competitive Pay LevelPosition Listing Job  Position  Position  Position Description Family Code Title  Sales /  2004 Chief Marketing  Head of Marketing has primary responsibility for plans and policies related to the organizationʹs marketing  Marketing Executive  activities.  Responsibilities include development of market objectives and strategies, as well as monitoring  performance against goals. Typically directs activities such as market research, brand/service management,  advertising and promotion. Business  3000 Business  Oversees the development of strategic market/product line business plans and marketing programs to  Development  Development  support sales in designated market segments; identifies volume and strategic customers; and develops  Executive  partnerships.  Analyzes market data to identify trends/opportunities, develops strategic direction from  market information and creates compelling market analysis presentations.  May conduct make‐versus‐buy  analysis from a partnership/acquisition perspective. Typically requires a minimum of 8 to 10 years related  experience. Business  3001 Business  Oversees the development of strategic market/product line business plans and marketing programs to  Development  Development  support sales in designated market segments; identifies volume and strategic customers; and develops  Manager  partnerships.  Analyzes market data to identify trends/opportunities, develops strategic direction from  market information and creates compelling market analysis presentations.  May conduct make‐versus‐buy  analysis from a partnership/acquisition perspective. Typically requires a minimum of 2‐5 years related  experience. Business  3002 Client Relationship  Typically is a second level executive with shared accountability for several or one strategically important  Development  Executive  categories of clients.  Accountable for setting client relationship policies and standards and implementing  operational procedures that ensure the highest levels of client relationship. Obtains and allocates resources  to achieve strategic and operating goals.  Negotiates for significant resources, at top management level, that  affect the performance of the practice.  Interacts with major decision makers to convince and influence  business decisions.  Builds and enhances important internal and external relationships. Business  3003 Client Relationship  Responsible for the direction and coordination of activities of staff required to provide service and support  Development  Manager  to clients.  Directs and coordinates consulting support staff involved in a combination of activities such as  reviewing deliverables, client relations, reviewing quality issues and problems, processing client services.   Responds to client inquiries regarding status of projects, investigates and resolves critical deliverables,  scheduling problems; may determine special pricing for non‐standard services; and interfaces with key  clients to resolve problems and discrepancies.  Provides liaison with key clients.  Coordinates information  with staff such as changes in project deliverables, schedules. May be responsible for the employment,  promotion, performance evaluation, training and discipline of assigned employees.  © 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 103
  11. 11. Competitive Pay LevelPosition Listing Job  Position  Position  Position Description Family Code Title  Practice  4000 Global Head of  Head of Professional Services is responsible for practice management and strategic business development for  Leadership Consulting the entire professional services organization. Has full P&L responsibility and staff responsibility. Manages  capital and overhead expense budget for achieving organization’s objectives. Maintains effective relationships  and integrative activities externally and internally. This is a single incumbent position. Typically reports to the  Chief Executive Officer.  Practice  4001 National Head of  National Head of Consulting typically has overall P&L responsibilities for an entire geography, industry sector  Leadership Consulting  or solution, as well as oversees strategies, development, contract delivery, and client satisfaction within the geography, industry sector or solution.  Typically, this position is one reporting level below the Head of Professional Services. Practice  4002 Regional Head of  Regional Head of Consulting is responsible for the overall business management direction for an entire sub‐ Leadership Consulting geography, industry within a sector or sub‐solution. This position holds P&L responsibility and overall  delivery and client satisfaction for the sub‐geography, sub‐industry/sector or sub‐solution. Typically reports to  the National Head of Consulting. Practice  4003 Office Head of  Office Head of Consulting is either an office leader or a very experienced partner or equivalent. The Office  Leadership Consulting Head of Consulting is a office leader responsible for the overall management direction of an office. This  position has P&L responsibility and overall delivery and client satisfaction for the office. Primary  responsibility is managing the offices complete set of practices. This position develops market strategies and  plans and executes them to develop profitable practices. Consulting  5000 Partner /  Meeting all aforementioned requirements, this is the senior‐most position for consulting professionals, unless  Vice President  they advance to executive management positions. Typically, it takes a minimum of six years of consulting  experience to obtain partner/vice president status, with up to nine or more years not being uncommon. These  individuals have direct input into decisions regarding the direction of the firm and are counted on for their  leadership. Executive is a partner or equivalent with responsibility for P&L, sales, delivery and management of  a single practice/engagement. This position develops market strategies and plans and executes them to  develop a profitable practice/engagement. Consulting  5001 Associate Partner All of the experience and competency requirements of the senior manager are typically required for this  Principal / Director  position, but it is one step away from partner status. Demonstrating leadership is an important part of the role.  They may have limited input into the direction of the firm itself. At least a year of work in this position is  normal, unless the firm does not have an equivalent post, and instead uses a career ladder that goes from a  position comparable to that of Senior manager to partner/vice president. Executive is a first‐year full partner or  equivalent with responsibility for P&L, sales, delivery and management of a single practice/engagement.© 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 104
  12. 12. Competitive Pay LevelPosition Listing Job  Position  Position  Position Description Family Code Title  Consulting  5002 Senior Manager  This position has all of the experience, education, and competency requirements of the manager/project  leader position. Employees at this level tend to have two to three years of experience as a manager/project  leader. Employees in this position will also have an even greater magnitude of responsibility for supervision  of consultants, client account management, and business development. One to two years in this position is  common. Consulting  5003 Manager / Project  This position has all of the experience, education, and competency requirements of the senior experienced  Leader consultant position, but adds increased levels of supervisory responsibility. Employees in this position have  moderate account management and may have business development responsibility. One or more years at  this level is common. Consulting  5004 Senior / Experienced  Education: Typically an MBA or other advanced degree. Employees holding this position already have at  Consultant least 1.5 to 2.5 years experience in consulting or else have other substantial industry experience. Regular  client interaction is the norm, and employees in this position often work on multiple assignments at one  time. Those in this position may have limited supervisory responsibilities. Employees may hold this position  for at least one to two years before they have the opportunity to advance. Consulting  5005 Consultant /  Education: Recent MBA or other advanced degree. Obtaining this position requires little consulting  Recent MBA  experience, perhaps not much more than an internship, and is often considered to be the “starting” position  within a consulting firm. The employee provides support to projects, often one project at a time, with a  moderate degree of supervision and a moderate degree of client contact. A person may be in this position  for 1.5 to 2.5 years.  Consulting  5006 Entry Level Analyst  Education: Usually not more than an undergraduate college degree> No experience necessary to obtain this  position. The employee assists with research and analysis while developing the necessary competencies for  operation effectively in the consulting firm. Individuals are often employed in this position for fewer than  four years, if they do not advance within this allotted time or choose to pursue an MBA or other advanced  degree. This position is heavily supervised and client contact is uncommon.  Technical  6000 Principal Scientist Serves as a principal leader in business development in the areas of technical competence. Serves as the  Consultants architect of the technical approach on the companyʹs most important and largest winning proposals.  Designs studies through scientific leadership, technical and/or substantive expertise that address the clients  needs. Typically requires a Ph.D. in a technical field with fifteen plus years of experience in the fields of  contract/grant research and ten plus years in design and management of research projects.© 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 105
  13. 13. Competitive Pay LevelPosition Listing Job  Position  Position  Position Description Family Code Title  Technical  6001 Principal Associate Serves as a sales leader who takes responsibility for generating and managing a multi‐million‐dollar revenue  Consultants base annually. Directs proposal efforts, conducts sales briefings, and manages client relation/development  activities. Maintains excellent business development relationships and is regarded within targeted markets  as an industry expert. Oversees the planning, design and implementation of project protocols and  procedures. Serves as the primary client contact. Typically requires a Ph.D. with fifteen plus years of  experience in the fields of contract/grant research and ten plus years in design and management of research  projects. Technical  6002 Senior Scientist Assumes lead role in the development of new business through the contribution of scientific/technical  Consultants expertise. Directs and manages the planning, design and implementation of technical project protocols and  procedures. Serves as primary client contact for methodological and technical expertise and translates client  needs and/or objectives into specific deliverables in a timely and cost efficient manner. Ensures that research  projects are conducted with sound methods and approaches. Typically requires a Ph.D. with eight to ten  years of related experience. Technical  6003 Senior Associate Assumes lead role in the development of new business through the contribution of scientific/technical  Consultants expertise. Directs and manages the planning, design and implementation of technical project protocols and  procedures. Serves as primary client contact for methodological and technical expertise and translates client  needs and/or objectives into specific deliverables in a timely and cost efficient manner. Ensures that research  projects are conducted with sound methods and approaches. Typically requires a Ph.D. with eight to ten  years of related experience. Technical  6004 Scientist Leads and coordinates particularly complex scientific/technical components of large projects or series of  Consultants smaller projects with responsibility for the application of advanced methods and techniques in a particular  field of specialization. Makes significant technical contributions to proposal efforts and serves as a  scientific/technical resource in a particular field or specialization. May supervise less senior staff in the  application of quantitative and qualitative analysis, techniques and methods. Typically requires a Masterʹs  degree with seven to ten years of related experience or a Ph.D. with four to six years of related experience. Technical  6005 Associate Leads and coordinates complex components of large projects or series of smaller projects with responsibility  Consultants for the application of advanced methods and techniques in a particular field of specialization. May  collaborate with others including applications programmers to design and develop questionnaires,  instruments, and databases. Makes significant contributions to proposal efforts including coordinating and  reviewing the contribution of less senior staff and troubleshoots problems or questions throughout the  proposal process. Typically requires a Masterʹs degree with seven to ten years of related experience or a  Ph.D. with four to six years of related experience.© 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 106
  14. 14. Competitive Pay LevelPosition Listing Job  Position  Position  Position Description Family Code Title  Technical  6006 Senior Analyst Leads project management teams and performs/manages a variety of research analysis tasks. May provide  Consultants training and technical supervision to less experienced staff. Reviews and analyzes collected data using  standard practices and techniques in the field(s) of specialization. Applies quantitative and/or qualitative  analysis techniques and methods. Independently works on assignments that are complex under indirect  supervision where there is latitude for independent action and decision‐making. Demonstrates capabilities  in managing project tasks and budgets, technical expertise and supervisory skills. Typically requires a  Bachelorʹs degree or equivalent with a minimum of six years of relevant/related experience or a Masterʹs  degree or equivalent and three years of relevant/related experience. Technical  6007 Analyst Independently performs a variety of research and analysis tasks and may provide training and technical  Consultants supervision to less experienced staff. Collects, compiles, validates, interprets, and analyzes data and trends  using standard practices and techniques in the field (s) of specialization. May perform computer modeling  or simulation or simple to moderately complex forecasting using standard software packages. Applies  quantitative and/or qualitative analysis techniques and methods. Works on assignments that are moderately  complex under indirect supervision where there is latitude for independent action and decision‐making.  Typically requires a Bachelorʹs degree or equivalent and a minimum of three to five years of relevant/related  experience or a Masterʹs degree in an appropriate discipline with no previous experience required. Technical  6008 Associate Analyst Assists experienced professionals in a variety of research and analysis tasks. Independently collects,  Consultants compiles, checks and analyzes data using standard practices and techniques in the field(s) of specialization.  Under direction, may perform computer modeling, simulation or simple forecasting using standard  software packages. Applies quantitative and/or qualitative analysis techniques and methods. Works on  assignments that are simple to moderately complex under direct supervision. Typically requires a Bachelorʹs  or Masterʹs degree with up to two years relevant experience. Technical  6009 Research Assistant Assists experienced professionals in a variety of research and analysis tasks by collecting, compiling and  Consultants checking data using standard practices and techniques in the field(s) of specialization. Under close  supervision, may perform computer modeling, simulation or simple forecasting using standard software  packages. Learns to apply specialized quantitative and/or qualitative analysis techniques and methods.  Works on assignments that are simple to moderately complex under close supervision, implementing  standard policies and procedures. Typically requires zero to one year of experience or the equivalent  combination of education and experience.© 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 107
  15. 15. Competitive Pay LevelBy Job FamilyCorporate Total Revenue ($ Millions) Position  Pay Component 25 50 100 200 400 Base Salary $321,927  $364,478  $412,654  $467,197  $528,950  1000 Chief Executive Officer Total Cash Compensation 410,363  516,011  648,857  815,905  1,025,959  Total Direct Compensation 444,664  647,605  943,168  1,373,623  2,000,536  Base Salary 367,709  373,308  378,991  384,762  390,620  1001 Chief Operating Officer Total Cash Compensation 397,321  457,478  526,745  606,498  698,328  Total Direct Compensation 397,321  489,156  663,959  901,230  1,223,290  Base Salary 199,055  225,365  255,153  288,879  327,062  1003 Chief Financial Officer Total Cash Compensation 250,176  307,363  377,622  463,942  569,993  Total Direct Compensation 252,549  314,728  376,006  463,375  596,385  Base Salary 146,136  168,601  194,519  224,422  258,921  1004 Chief Administrative Officer Total Cash Compensation 187,962  232,325  287,158  354,932  438,703  Total Direct Compensation 227,005  296,765  387,964  507,188  663,052  Base Salary 206,912  222,009  238,207  255,587  274,235  1005 General Counsel Total Cash Compensation 215,926  256,052  303,635  360,060  426,971  Total Direct Compensation 209,561  251,779  332,662  439,528  580,725  Base Salary 114,256  151,768  195,809  236,141  284,780  1006 Chief Human Resources Executive Total Cash Compensation 114,256  151,768  201,596  267,783  355,701  Total Direct Compensation 120,420  168,026  234,450  327,134  456,457  Base Salary 130,057  163,529  205,616  258,533  325,070  1007 Chief Information Officer Total Cash Compensation 153,621  200,093  260,624  339,467  442,161  Total Direct Compensation 172,184  235,275  321,484  439,282  600,244 © 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 108
  16. 16. Competitive Pay LevelBy PositionPosition 1003 Chief Financial OfficerPay Component by Firm Size Total Revenue ($ Millions) Pay Component Legend 25 50 100 200 400 800 1,600 3,200 6,400 12,800 Base Salary 199,055  225,365  255,153  288,879  327,062  370,292  419,236  474,650  537,388  608,418  Total Cash Compensation 250,176  307,363  377,622  463,942  569,993  700,286  860,362  1,057,030  1,298,653  1,595,508  Total Direct Compensation 252,549  314,728  376,006  463,375  596,385  778,082  926,287  1,265,345  1,728,513  2,361,218 © 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 130
  17. 17. Competitive Pay LevelBy PositionPosition 1003 Chief Financial OfficerBase Salary by Firm Size and Pay Percentile© 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 131
  18. 18. Competitive Pay LevelBy PositionPosition 1003 Chief Financial OfficerTotal Cash Compensation by Firm Size and Pay Percentile© 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 132
  19. 19. Competitive Pay LevelBy PositionPosition 1003 Chief Financial OfficerTotal Direct Compensation by Firm Size and Pay Percentile© 2011 by Grahall, LLC All Rights Reserved 2011 Consulting Industry Study  |   Page 133