The document summarizes research from interviews with 19 professionals who transitioned from management consulting to industry roles. Some key findings include: 1) Consultants are often seeking their next opportunity from early in their careers and view consulting as a stepping stone. 2) Perceived better work-life balance is a major pull factor to industry while the relentless pace is a push from consulting. 3) Consultants utilize alumni networks, search firms, clients, and desk research to find new roles. 4) Consultants fear a lack of expertise and red tape in corporations but the biggest challenge is actually learning how to drive change. 5) While no regrets, consultants miss the resources of consulting firms but would probably not return to consulting roles.
Top 8 sustainability consultant resume sampleslucarsanchez9
This document provides information about resume formats and samples for sustainability consultants, including links to additional resources. It discusses 8 resume formats - chronological, functional, curriculum vitae, combination, targeted, professional, new graduate, and executive resumes. For each format, it provides a brief description of what it is and who should use it. It also includes examples of chronological and functional resume samples. The document concludes with additional useful materials for sustainability consultant interviews that are available through the resume123.org website.
Top 8 solutions consultant resume samplesroddaniel62
The document provides information about resume samples, templates, and other career resources for solutions consultants. It lists resume formats including chronological, functional, curriculum vitae, combination, targeted, professional, new graduate, and executive resumes. It also provides links to interview questions, tips, cover letter samples, and other materials to assist with the job search process for solutions consultant roles.
Top 8 principal consultant resume samplesfumarichsi
The document provides information about resume samples, templates, and other career resources for principal consultants. It includes links to resume examples, cover letter samples, interview questions and answers, job interview guides, and other materials on the resume123.org website. The resources provided are intended to help principal consultants develop and improve their resumes, cover letters, and interviewing skills.
This document provides guidance on creating an effective resume for MBA applications. It discusses the purpose and role of the resume in business school admissions. The resume should provide a quick snapshot of the applicant's professional experience and accomplishments. Key points covered include focusing on leadership, teamwork, and growth; limiting the resume to one page; and organizing content in four main sections - contact information, professional experience, education, and additional information. Technical or industry-specific details are best avoided in favor of transferable skills.
Top 8 associate consultant resume samplestresfuderi
This document provides resources for associate consultant resumes, cover letters, and interview preparation. It includes links to resume samples, tips for writing effective resumes and cover letters, interview questions and answers, and other job search tools on the resume123.org website. The resources provided can help associate consultants with all stages of the job search process, from initial application materials to interviewing.
Angela Bain has over 20 years of experience in management, loss prevention, and asset protection. She has held several leadership roles with Stage Stores, Inc. including Regional Asset Protection Manager and Senior District Asset Protection Manager. In these roles, she supervised multiple districts, conducted risk assessments and audits, developed plans to control expenses and reduce losses, and trained employees. She has received numerous awards for her performance and has strong skills in financial planning, operations, communication, and employee training.
CAREER FORWARD - THE TOOLS YOU NEED TO START MOVINGKelly Services
The document provides guidance on networking to advance one's career. It discusses how networking involves cultivating relationships that can provide career opportunities and advice. The document recommends developing an introductory presentation, identifying contacts within one's network, and using a variety of in-person and online methods to connect with professionals. It also provides tips for successful networking, such as asking informative questions, following leads immediately, and introducing contacts to one another.
This document provides guidance on finding and hiring the best talent. It discusses challenges facing businesses in today's competitive marketplace and reasons for hiring issues. The document outlines six phases for an effective hiring process: developing a clear job description, writing an enticing job advertisement, using prescreening tools, screening and interview techniques, and properly timing job offers. It emphasizes preparing well-defined job descriptions and decision criteria to conduct objective candidate evaluations.
Top 8 sustainability consultant resume sampleslucarsanchez9
This document provides information about resume formats and samples for sustainability consultants, including links to additional resources. It discusses 8 resume formats - chronological, functional, curriculum vitae, combination, targeted, professional, new graduate, and executive resumes. For each format, it provides a brief description of what it is and who should use it. It also includes examples of chronological and functional resume samples. The document concludes with additional useful materials for sustainability consultant interviews that are available through the resume123.org website.
Top 8 solutions consultant resume samplesroddaniel62
The document provides information about resume samples, templates, and other career resources for solutions consultants. It lists resume formats including chronological, functional, curriculum vitae, combination, targeted, professional, new graduate, and executive resumes. It also provides links to interview questions, tips, cover letter samples, and other materials to assist with the job search process for solutions consultant roles.
Top 8 principal consultant resume samplesfumarichsi
The document provides information about resume samples, templates, and other career resources for principal consultants. It includes links to resume examples, cover letter samples, interview questions and answers, job interview guides, and other materials on the resume123.org website. The resources provided are intended to help principal consultants develop and improve their resumes, cover letters, and interviewing skills.
This document provides guidance on creating an effective resume for MBA applications. It discusses the purpose and role of the resume in business school admissions. The resume should provide a quick snapshot of the applicant's professional experience and accomplishments. Key points covered include focusing on leadership, teamwork, and growth; limiting the resume to one page; and organizing content in four main sections - contact information, professional experience, education, and additional information. Technical or industry-specific details are best avoided in favor of transferable skills.
Top 8 associate consultant resume samplestresfuderi
This document provides resources for associate consultant resumes, cover letters, and interview preparation. It includes links to resume samples, tips for writing effective resumes and cover letters, interview questions and answers, and other job search tools on the resume123.org website. The resources provided can help associate consultants with all stages of the job search process, from initial application materials to interviewing.
Angela Bain has over 20 years of experience in management, loss prevention, and asset protection. She has held several leadership roles with Stage Stores, Inc. including Regional Asset Protection Manager and Senior District Asset Protection Manager. In these roles, she supervised multiple districts, conducted risk assessments and audits, developed plans to control expenses and reduce losses, and trained employees. She has received numerous awards for her performance and has strong skills in financial planning, operations, communication, and employee training.
CAREER FORWARD - THE TOOLS YOU NEED TO START MOVINGKelly Services
The document provides guidance on networking to advance one's career. It discusses how networking involves cultivating relationships that can provide career opportunities and advice. The document recommends developing an introductory presentation, identifying contacts within one's network, and using a variety of in-person and online methods to connect with professionals. It also provides tips for successful networking, such as asking informative questions, following leads immediately, and introducing contacts to one another.
This document provides guidance on finding and hiring the best talent. It discusses challenges facing businesses in today's competitive marketplace and reasons for hiring issues. The document outlines six phases for an effective hiring process: developing a clear job description, writing an enticing job advertisement, using prescreening tools, screening and interview techniques, and properly timing job offers. It emphasizes preparing well-defined job descriptions and decision criteria to conduct objective candidate evaluations.
Resumes, Cover Letters and Applying Online Bruce Bennett
This presentation showcases resume styles and the elements that go into building your resume. Every job application requires unique skills, and this session will show you how to improve your resume to match the jobs to which you are applying. Additionally, we will discuss cover letters and learn about ideas to include. Every job application requires unique skills so learn ways to give you the best chance of success when applying for a new position. Learn how to take advantage of all the features when uploading a job application to a company’s applicant tracking system.
Good Life Insurance Company has experienced declining sales and agent departures due to poor investment performance following the financial crisis. This has led some major clients to withdraw funds. Deloitte has been hired to help Good Life develop new products to revitalize sales. Some key human capital issues include retaining top agents, aligning compensation with new products, and ensuring employees have the skills to sell the new offerings successfully. Deloitte will need to analyze Good Life's human capital strategy and make recommendations to address these issues as part of developing the new products.
The document provides tips and best practices for crafting an effective resume. It recommends customizing the resume for each job by highlighting relevant skills and experience. Key areas to focus on include accomplishments, skills, relevant industry keywords, and formatting for applicant tracking systems. Special circumstances like career changes or gaps in work history may require tweaking the standard resume format. Sample resumes in chronological and functional formats are also included.
The document provides an overview of the topics and activities covered in a career transition program. It includes sections on understanding personal strengths and values, developing case studies of work experiences, creating an introduction and resume, researching companies and opportunities, networking, interviewing skills, and next steps after an interview. The goal is to help participants effectively market themselves and navigate career transitions.
Slides for effective communication for leadership within organizations. The content explores best practices for digital communication, oral communication, establishing a strength based culture, and the role of Emotional Intelligence.
The ultimate hiring tool box for small medium businessDaorong Lin
Recruiting and hiring the right candidates takes time, energy, and patience. As a small business, you’re already running on empty. That’s why we at LinkedIn developed this hiring toolbox full of forms, checklists, templates, and tips for you to use at each stage of your recruiting and hiring process.
The document provides tips for creating an effective CV, including keeping it to two pages, tailoring it for specific jobs, using "power words" that emphasize achievements, and highlighting skills and qualifications over extensive work history. It also includes lists of action words that can be used to describe skills, experiences, and other qualities for a CV.
This document provides tips and sample answers for common logistics coordinator interview questions. It discusses how to answer questions about yourself, your strengths, career goals, reasons for leaving previous jobs, weaknesses, knowledge of the organization, and ways you have improved your skills. For each question, it offers steps to formulate an effective response, such as connecting your experience to the job requirements or providing specific examples. Sample answers are provided for questions about your background, experience, strengths, reasons for leaving a role, and knowledge gained recently.
This document provides guidance on creating an effective resume for job applications. It discusses focusing the resume on the employer's needs, writing a clear objective statement, including an accomplishments summary highlighting relevant skills and qualifications, and avoiding unnecessary personal details. Key advice includes brainstorming the employer's ideal candidate qualities and demonstrating how your experience fulfills their requirements.
Dell places strong emphasis on recruiting and training technical support staff to ensure quality customer service. The company seeks candidates with technical skills, communication abilities, and a customer-centric mindset. Dell uses a thorough interview process and competency-based questions to evaluate fits. New hires undergo 12 weeks of training covering various technical, cultural, and language skills before handling customer calls. This extensive recruitment and preparation aims to provide superior support to Dell's globally diverse customer base.
Employment Gaps - Reframing Your ExperiencesJudy Sun
The webinar discusses addressing employment gaps when job searching. It suggests framing gaps positively by focusing on skills developed, like adaptability and resilience. The presentation recommends using annual date ranges on resumes, highlighting transferable experiences from gaps like volunteering, and being prepared to discuss gaps confidently in interviews by having examples of learning experiences.
This document provides information about conducting a successful job search, resume, and cover letter creation for a group project. It includes an acknowledgement, table of contents, and executive summary. The executive summary outlines the purpose and key points of the project, which are to explain how to conduct a successful job search, create a customized resume, and write a persuasive cover letter. It also provides details about evaluating qualifications, recognizing employment trends, and outlining the steps in the job search, resume creation, and cover letter writing processes.
The document provides guidance on writing an effective resume. It explains that a resume should be a brief summary of one's relevant education, work experience and skills. It emphasizes making the resume user-centered by considering the audience and their goals and context. The document also provides tips on formatting, sections to include like contact information, objective, education and work experience, and how to highlight accomplishments and skills through action verbs.
The Human Capital Department provides outsourced HR, recruitment, and training services. Formed 3 years ago by Peter Lawrence and Rod Lee, they operate out of the Kings Lynn Innovation Centre and offer a one-stop shop for HR, recruitment, and training needs. Their presentation covered the benefits and drawbacks of outsourcing, best practices for attracting talent including job analysis, developing job descriptions and specifications, interview structures and questions, reference checks, and onboarding new employees.
This document provides guidance on how to create a great recruiting process and experience for candidates. It discusses the importance of crafting an overall experience for candidates from introduction through close. Key aspects of the process include telling compelling stories about the company and roles, understanding candidates, conducting in-depth interviews to evaluate fit, finding ways to connect with candidates, and ensuring the candidate is ready to accept an offer before it is delivered. Metrics and debriefs are also recommended to continuously improve the recruiting process.
This document discusses 16 questions related to successfully managing one's career at any stage. It provides answers and advice on topics like discovering personal values, setting career goals, researching potential employers, networking, handling challenges, and making a difference. The document is written by four consultants from ICATT Consulting and is intended to help readers develop a blueprint for career success.
How to write a standout job descriptionRecruiterbox
http://recruiterbox.com/ | The goal of recruiters and hiring managers is to attract the best and brightest individuals to the organization. A clear, concise, well-written job description is key to drawing in the most qualified applicants.
This document discusses using content and social media to attract top talent. It argues that traditional employer branding focused too much on self-promotion and that the modern landscape requires a new approach focused on engaging candidates through interesting, educational content. It recommends thinking like a content marketer by producing content that inspires, educates and entertains candidates rather than just promoting the company. It also emphasizes using search engine optimization and social sharing to boost content's reach. Examples from successful companies like Rackspace and RedBalloon are provided that focus on authentically representing their culture through employee-generated content.
Land the perfect job with the ideal employer March 2011Timothy Holden
This document provides an overview and table of contents for a guide on landing the perfect job with the ideal employer. The summary is as follows:
1) The document outlines strategies for all aspects of job seeking, including researching employers, creating resumes and cover letters, interview skills, and engaging with a new employer once hired.
2) Specific sections provide tips on topics like securing a new role, interview questions to expect, managing layoffs, and developing key workability attitudes and skills.
3) The document is intended to help job seekers optimize all parts of their job search and ensure they are well prepared for interviews and successful long-term employment.
This document summarizes a survey of over 100 communication professionals about the state and future of the communication profession. Key findings include:
- Respondents strongly agreed that communication should report to the CEO and play a leadership role in values, relationships, new media, and trust. However, fewer said it currently reports to the CEO.
- There was moderate agreement on the communication function leading specific areas like relationships and trust. Respondents referred to shared responsibilities across functions.
- Most agreed the profession has evolved significantly, with increased executive support, leadership quality, and influence. Some disagreed, citing peripheral positions and reactive natures.
- Respondents agreed the converging forces of new media, globalization, and
After surveying 100 communication professionals, we believe there is an important opportunity for communication professionals to engage in a further discussion and exploration with one another to discover practical approaches for advancing the profession.
Post you reflections here to continue the conversation.
Resumes, Cover Letters and Applying Online Bruce Bennett
This presentation showcases resume styles and the elements that go into building your resume. Every job application requires unique skills, and this session will show you how to improve your resume to match the jobs to which you are applying. Additionally, we will discuss cover letters and learn about ideas to include. Every job application requires unique skills so learn ways to give you the best chance of success when applying for a new position. Learn how to take advantage of all the features when uploading a job application to a company’s applicant tracking system.
Good Life Insurance Company has experienced declining sales and agent departures due to poor investment performance following the financial crisis. This has led some major clients to withdraw funds. Deloitte has been hired to help Good Life develop new products to revitalize sales. Some key human capital issues include retaining top agents, aligning compensation with new products, and ensuring employees have the skills to sell the new offerings successfully. Deloitte will need to analyze Good Life's human capital strategy and make recommendations to address these issues as part of developing the new products.
The document provides tips and best practices for crafting an effective resume. It recommends customizing the resume for each job by highlighting relevant skills and experience. Key areas to focus on include accomplishments, skills, relevant industry keywords, and formatting for applicant tracking systems. Special circumstances like career changes or gaps in work history may require tweaking the standard resume format. Sample resumes in chronological and functional formats are also included.
The document provides an overview of the topics and activities covered in a career transition program. It includes sections on understanding personal strengths and values, developing case studies of work experiences, creating an introduction and resume, researching companies and opportunities, networking, interviewing skills, and next steps after an interview. The goal is to help participants effectively market themselves and navigate career transitions.
Slides for effective communication for leadership within organizations. The content explores best practices for digital communication, oral communication, establishing a strength based culture, and the role of Emotional Intelligence.
The ultimate hiring tool box for small medium businessDaorong Lin
Recruiting and hiring the right candidates takes time, energy, and patience. As a small business, you’re already running on empty. That’s why we at LinkedIn developed this hiring toolbox full of forms, checklists, templates, and tips for you to use at each stage of your recruiting and hiring process.
The document provides tips for creating an effective CV, including keeping it to two pages, tailoring it for specific jobs, using "power words" that emphasize achievements, and highlighting skills and qualifications over extensive work history. It also includes lists of action words that can be used to describe skills, experiences, and other qualities for a CV.
This document provides tips and sample answers for common logistics coordinator interview questions. It discusses how to answer questions about yourself, your strengths, career goals, reasons for leaving previous jobs, weaknesses, knowledge of the organization, and ways you have improved your skills. For each question, it offers steps to formulate an effective response, such as connecting your experience to the job requirements or providing specific examples. Sample answers are provided for questions about your background, experience, strengths, reasons for leaving a role, and knowledge gained recently.
This document provides guidance on creating an effective resume for job applications. It discusses focusing the resume on the employer's needs, writing a clear objective statement, including an accomplishments summary highlighting relevant skills and qualifications, and avoiding unnecessary personal details. Key advice includes brainstorming the employer's ideal candidate qualities and demonstrating how your experience fulfills their requirements.
Dell places strong emphasis on recruiting and training technical support staff to ensure quality customer service. The company seeks candidates with technical skills, communication abilities, and a customer-centric mindset. Dell uses a thorough interview process and competency-based questions to evaluate fits. New hires undergo 12 weeks of training covering various technical, cultural, and language skills before handling customer calls. This extensive recruitment and preparation aims to provide superior support to Dell's globally diverse customer base.
Employment Gaps - Reframing Your ExperiencesJudy Sun
The webinar discusses addressing employment gaps when job searching. It suggests framing gaps positively by focusing on skills developed, like adaptability and resilience. The presentation recommends using annual date ranges on resumes, highlighting transferable experiences from gaps like volunteering, and being prepared to discuss gaps confidently in interviews by having examples of learning experiences.
This document provides information about conducting a successful job search, resume, and cover letter creation for a group project. It includes an acknowledgement, table of contents, and executive summary. The executive summary outlines the purpose and key points of the project, which are to explain how to conduct a successful job search, create a customized resume, and write a persuasive cover letter. It also provides details about evaluating qualifications, recognizing employment trends, and outlining the steps in the job search, resume creation, and cover letter writing processes.
The document provides guidance on writing an effective resume. It explains that a resume should be a brief summary of one's relevant education, work experience and skills. It emphasizes making the resume user-centered by considering the audience and their goals and context. The document also provides tips on formatting, sections to include like contact information, objective, education and work experience, and how to highlight accomplishments and skills through action verbs.
The Human Capital Department provides outsourced HR, recruitment, and training services. Formed 3 years ago by Peter Lawrence and Rod Lee, they operate out of the Kings Lynn Innovation Centre and offer a one-stop shop for HR, recruitment, and training needs. Their presentation covered the benefits and drawbacks of outsourcing, best practices for attracting talent including job analysis, developing job descriptions and specifications, interview structures and questions, reference checks, and onboarding new employees.
This document provides guidance on how to create a great recruiting process and experience for candidates. It discusses the importance of crafting an overall experience for candidates from introduction through close. Key aspects of the process include telling compelling stories about the company and roles, understanding candidates, conducting in-depth interviews to evaluate fit, finding ways to connect with candidates, and ensuring the candidate is ready to accept an offer before it is delivered. Metrics and debriefs are also recommended to continuously improve the recruiting process.
This document discusses 16 questions related to successfully managing one's career at any stage. It provides answers and advice on topics like discovering personal values, setting career goals, researching potential employers, networking, handling challenges, and making a difference. The document is written by four consultants from ICATT Consulting and is intended to help readers develop a blueprint for career success.
How to write a standout job descriptionRecruiterbox
http://recruiterbox.com/ | The goal of recruiters and hiring managers is to attract the best and brightest individuals to the organization. A clear, concise, well-written job description is key to drawing in the most qualified applicants.
This document discusses using content and social media to attract top talent. It argues that traditional employer branding focused too much on self-promotion and that the modern landscape requires a new approach focused on engaging candidates through interesting, educational content. It recommends thinking like a content marketer by producing content that inspires, educates and entertains candidates rather than just promoting the company. It also emphasizes using search engine optimization and social sharing to boost content's reach. Examples from successful companies like Rackspace and RedBalloon are provided that focus on authentically representing their culture through employee-generated content.
Land the perfect job with the ideal employer March 2011Timothy Holden
This document provides an overview and table of contents for a guide on landing the perfect job with the ideal employer. The summary is as follows:
1) The document outlines strategies for all aspects of job seeking, including researching employers, creating resumes and cover letters, interview skills, and engaging with a new employer once hired.
2) Specific sections provide tips on topics like securing a new role, interview questions to expect, managing layoffs, and developing key workability attitudes and skills.
3) The document is intended to help job seekers optimize all parts of their job search and ensure they are well prepared for interviews and successful long-term employment.
This document summarizes a survey of over 100 communication professionals about the state and future of the communication profession. Key findings include:
- Respondents strongly agreed that communication should report to the CEO and play a leadership role in values, relationships, new media, and trust. However, fewer said it currently reports to the CEO.
- There was moderate agreement on the communication function leading specific areas like relationships and trust. Respondents referred to shared responsibilities across functions.
- Most agreed the profession has evolved significantly, with increased executive support, leadership quality, and influence. Some disagreed, citing peripheral positions and reactive natures.
- Respondents agreed the converging forces of new media, globalization, and
After surveying 100 communication professionals, we believe there is an important opportunity for communication professionals to engage in a further discussion and exploration with one another to discover practical approaches for advancing the profession.
Post you reflections here to continue the conversation.
This document summarizes and critiques a management consulting project conducted at a chemical plant. The consulting firm conducted an employee opinion survey and evaluated managers. However, their methodology for evaluating managers was flawed and superficial. They interviewed each manager's only two direct supervisors but did not interview subordinates or peers. Their evaluations of managers differed from the supervisors' assessments and seemed based more on subjective impressions than facts. They recommended demoting or transferring most managers, despite the plant's success. The plant manager believed implementing the recommendations would cause an exodus of talented staff. He disagreed with the report's biases and lack of consideration for technical competence. The president agreed and did not implement the recommendations. Subsequent events confirmed this was the right decision.
The document discusses the benefits of trusted advisors compared to technical experts in management consulting. Trusted advisors build deeper customer relationships, provide more complete solutions, accelerate business development, are more satisfied in their jobs, and help create competitive advantage for their organizations. The document then defines characteristics of trusted advisors, such as being sought out for advice beyond their expertise and maintaining non-technical relationships. Finally, the document outlines seven key behavioral differences between trusted advisors and average performers identified by executives, such as great communication skills, seizing initiative, and putting clients first.
Case Study 1Several large organizations announced recently theMaximaSheffield592
Case Study 1
Several large organizations announced recently they would increase efforts to recruit persons of color, in part a response to the Black Lives Matter movement. Some of the same organizations made similar announcements in the past—yet the numbers of persons with minority backgrounds in those organizations have remained about the same.
This is in the face of research findings that organizations with significant minority representation are stronger than their peers. A McKinsey & Company study in May of top executive teams in more than a thousand organizations in 15 countries concluded that the most diverse organizations have an edge in their markets. These firms are “more innovative—stronger at anticipating shifts in consumer needs and consumption patterns that make new products and services possible, potentially generating a competitive edge.”
Of equal significance is a finding that the top third of the organizations in the study are pulling away from the other two-thirds in diversity and inclusion, registering increasingly higher probabilities of being the most profitable. They are exhibiting progress in achieving greater gender and ethnic diversity, and increasingly positive impacts on bottom-line performance, according to the researchers.
Differentiating between diversity and inclusion
I differentiate between diversity and inclusion by thinking of progress in diversity as depending primarily on successful recruiting of diverse talent. It can be measured. It’s what we see on the corporate dashboard of performance measures. It is quite likely that the rich get richer in this effort; organizations exhibiting greater diversity are more attractive to talented people with diverse backgrounds.
Talent retention depends to a large degree on inclusion. At least that’s what people of diverse backgrounds tell us. Inclusion is related to such things as “voice”—the belief by workers that they are heard—as well as recognition and equal opportunity in rewards and promotions. Harder to quantify than diversity, inclusion is more nuanced and measured in comments in interviews and surveys. It doesn’t provide the numbers and simple headlines often associated with diversity.
Some organizations are good at both diversity and inclusion; others can’t seem to get either right. Some companies, for example, are strong recruiters but lack the ability to be inclusive of talent with diverse backgrounds. Try as they might, they are not making progress on diversity. Instead, they have low retention rates for their diverse talent. In many cases, the “last in, first out” phenomenon may apply in times of crisis.
The key to achieving both diversity and inclusion is committed leadership at all levels, not just a few at the top who have already made it. Transformation has to take place on the front lines and the middle levels as well. This takes effort and time, perhaps more than many organizations are willing to invest.
Inclusion may present too many challeng ...
The most effective founders treat people like volunteers by inspiring them and helping them understand how they personally gain from working hard towards the startup's success. They develop a shared vision and purpose among employees. This leadership style leads to higher employee agreement that the founder leads by inspiring people and gets others to feel they share the same vision. Treating people like volunteers is effective across countries, economies, and industries. It helps founders build a talent monopoly by understanding what attracts and motivates the best people.
Bba602 management and development skillssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
The document discusses various topics related to leadership including:
1. The key difference between leadership and management is that leadership involves influencing and guiding others while management focuses on maintaining existing systems and structures.
2. Effective leadership requires traits like vision, passion, integrity, trust, and courage. It is also important for leaders to inspire motivation in their teams.
3. Younger generations like Gen X and Gen Y value challenges, opportunities for growth, collaboration, and using the latest technology. Leaders need to adapt their styles to engage these generations.
The document summarizes the conclusions of a group project researching how leaders can effectively manage diversity in the workplace. The group discovered that diversity is complex and that while companies use various techniques like training, most often ignore problems of diversity. However, diversity yields advantages for employees and companies when effectively managed. Specifically, diversity can provide an economic competitive advantage for companies that embrace differences among employees. The group concluded that both visible and nonvisible diversity are equally important when linked together in organizations with strong, long-standing diversity frameworks. Such organizations nurture appreciation for diverse teammates beyond surface characteristics.
Bba602 management and development skillssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Have You Heard About "Win Win Selection" !Nicole Payne
The importance of viewing the selection and interviewing process as a basic precursor to establishing trust and positive identification with a company's objectives. Using the LIFO Method, it illustrates how shared information between a candidate and company can provide a good first step towards building a mutually rewarding relationship for future OD efforts. Contact us for more info!
Taking the bias out of meetingsMake sure the right p.docxmattinsonjanel
The document discusses taking bias out of meetings and strategic decision making. It provides a menu of ideas for running meetings in a way that mitigates cognitive biases, including ensuring diversity of backgrounds and viewpoints in meetings, assigning pre-meeting homework, and encouraging dissenting opinions. It emphasizes the importance of process in decision making over just analysis. Research discussed found that improving the decision making process from the bottom to top quartile improved return on investment by 6.9 percentage points, while improving analytics alone improved ROI by 5.3 percentage points, showing the significant impact an unbiased process can have.
Technology Venture Assessment - Thomas TriumphThomas Triumph
Initial thoughts on assessing technology ventures proposed to an incubator:
1) A structured evaluation process is necessary to improve accuracy in predicting success and yield higher returns, even with just one additional successful venture. 2) The document outlines several strategies for evaluating new ventures, including embracing both quantitative and qualitative factors, exploring all sides of opportunities, and using outside experts. 3) Key metrics for assessment are identified across categories like market potential, technical feasibility, competition, and return on investment. Weighted scoring of ventures allows comparison.
The document discusses challenges with traditional performance review processes and the need for change. It notes media reports of large companies drastically overhauling processes. The author interviews HR professionals who say that while managers understand the process, consistency is lacking. Processes are often poorly written and not given proper time. Two main challenges are identified: complicated processes that managers are not equipped to use properly due to lack of training. Successful companies invest in manager training and support. The consensus is for ongoing, constructive feedback conversations rather than rigid annual reviews. Tailored, technology-enabled processes focusing on goals and development are recommended over one-size-fits-all solutions. Trust in managers must increase for meaningful change.
Principal of Management Report : Pharmaplex CompanyShahzeb Pirzada
Shahzeb Pirzada and his group partners make a report on a survey of a company "Pharmaplex".....
Course: Principal of Management
Details:
The organization is truly product based organization, the task provided to us is to know hierarchy of the organization the way they deal along with their products the management levels of their organization, the shareholders, the profit loss of the organization, the distribution of their products in market, to know their policy of leading their business to the peaks of the sky.
"We have met the enemy and he is us". Advancing the conversation on the futur...negriff
This document summarizes the findings of a survey of over 200 communication professionals regarding leadership characteristics for the communication profession. The survey found:
1) As a profession, in functions, and as individuals, respondents were furthest from having a deep understanding of their businesses and a single strategic view, and closest to building relationships and being collaborative.
2) The profession requires more mentoring, coaching and education to develop leadership skills, while functions need common understanding and leadership.
3) Individuals feel close to leadership goals but seek understanding and resources from functions and the profession before taking responsibility for the profession's future.
The document summarizes findings from 30 stakeholder interviews and 20 focus groups conducted at Company X to better understand employee perspectives on innovation and the company's Culture of Innovation initiative. Key findings include: constant change and restructuring create stress and uncertainty; communication about changes needs improvement; hierarchy and bureaucracy inhibit risk-taking and new ideas; and infrastructure and resources do not adequately support innovation. Differences emerged between senior and non-senior employees and across locations. The qualitative research will help inform Company X's innovation efforts.
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
Similar to The transition from management consulting to industry (20)
2. 2
METHODOLOGY
This whitepaper is based on the findings of research undertaken by 325
Consulting in October 2013. Tim Carroll and Dominic Moore, of 325 Consulting,
conducted interviews of 19 professionals in Australia that had transitioned
from management consulting into industry. The interviewees had transitioned
to companies in a diversity of industries including retail, media, technology,
financial services and industrials. The most recent transition was 6 months
prior to the interview.
INTRODUCTION
There has been lots of research conducted and content
produced about the transition into management
consulting but not much published on the converse. This
whitepaper has been created to:
1) Help consultants better understand the decisions
and factors surrounding a transition into industry
2) Help industry executives attract and retain from a
rich talent pool of consultants looking to move
into industry
It captures the perspectives of those who have already
made the transition to industry.
3. 3
THE MIGRATION
A WELL-TRODDEN PATH
For as long as the best and the brightest young guns have been striving for the opportunity
to work in the illustrious management consulting industry, management consultants
themselves have been considering their next steps. Equipping professionals with a
formidable strategic toolkit and supreme critical thinking, consulting is a powerful
springboard into any corporate role, in any industry. However, the fears and hopes
associated with the decision to leave this familiar environment are complex and the
challenges, real.
Whilst former consultants rarely regret their decision to move into industry, many wished
they had possessed a better knowledge of the resources available to support them. At 325
Consulting, we knew we were in a unique position to capture one of the most important
resources of all – a collection of the perspectives of those who have made the transition.
With this paper, we hope that organisations that are hiring and individuals embarking upon
this well-trodden path can be informed, enlightened and above of all, guided by their
stories.
Insight #1
Pre-move
Management consultants are almost always open to, if not seeking, “the
next thing”
The average tenure held in corporate roles is on the decline and the statistics clearly show
the impermanence with which roles are increasingly viewed by professionals of the up-and-
coming generation. That said, management consulting seems to be in a league of it’s own.
For most, management consulting is seen as a stepping stone or a springboard into the next
opportunity.
All of those interviewed acknowledge the rapid up-skilling they experienced whilst in their
former roles but 84% claim that they were passively open to or actively seeking new
opportunities from day 1, even for post-graduates. Whilst transience can be correlated with
the types of individuals that enter consulting, not simply caused by it, the fact remains that
“career consulting” is seen to be attractive to a select few.
”The desire to leave can be building up for a long time,
years even, but you often don’t have the time to think
or consider life outside your project.”
4. 4
Most consultants interviewed see their consulting careers as a collection of phases, with
clear entry and exit points. These can be broadly categorized by, but not limited to, points
of:
• Achievement such as reaching a promotion or achieving a big client success
• Change in personal life such as a sick parent or the birth or a child
• Adversity such as trying to go for a manager promotion and realising the risk reward
does not stack up or getting “smashed” on a case
• New opportunity a job offer comes across their table
• Reflection such as a holiday, LOA, reaching a certain depth of expertise or simply
looking at the people around you and realising that you were no longer on the right
path
Insight #2
Pre-move
Greater perceived “life balance” is one of the key pull factors to industry
Virtually all respondents noted the same reasons, in varying degrees, as to the factors that
pushed them out of consulting and the forces that pulled them into industry, and it was
almost always a combination of the two.
Push factors
Every professional interviewed calls out the sheer effort required to keep up with the
unrelenting pace of consulting. The “constant travel and lack of visibility” were initially
sustainable but quickly became out of hand. The inability to see recommendations through
was considered deeply unsatisfying for most and the sentiment usually compounded over
time.
“There was a sense in consulting that everyone lived
and breathed work – I didn’t want that.”
Pull factors
Former consultants are largely aligned on the perceived draw-cards of industry. Almost all
consultants were attracted by the opportunity to see implementation through (with the
exception of strategy roles in some cases). Industry has a reputation for better work-life
balance, stability and visibility. This pull factor gained strength in the middle and upper
echelons. Many consultants also wanted to explore specialising in a passion of theirs such as
technology or consumer.
5. 5
Many consultants also craved the ability to form, deeper, more meaningful relationships.
Interestingly, money was rarely a key driver; for most it was a hygiene level factor. At the
lower echelons, feeling underpaid for the effort required was a moderate theme.
Insight #3
Pre-move
Consultants utilize 4 key channels to find new opportunities
Over the course of their consulting stint, many former consultants interviewed underwent
long-term passive searching, for example, “exploring and considering life on the other side
of the fence” amidst their day-to-day interactions with clients. This pre-research
undertaken by 53% of interviewees, formed the foundation for the active search that
entailed sometime later.
Before engaging in the “real search”, professionals usually outlined a broad set of role
criteria for which they were solving, derived from the push/pull factors they had defined in
their own minds. On average, consultants spent between 1 month and 1 year actively
searching. In addition to speaking to individuals at a new potential employer, consultants
engaged various combinations of 4 key resources:
1. Desk research: One of the first activities undertaken by 47% of respondents was to
get a list of the top players in a geography or an industry and from there narrow
down choices based on other criteria
2. Alumni: The source of knowledge and insight most frequently and commonly drawn
upon was alumni. “Speaking to alumni that had recently left - very helpful as the
transition is still very fresh in their minds”
0
2
4
6
8
10
12
14
16
18
0
2
4
6
8
10
12
14
16
18
Key push factors Key pull factors
# respondents (n=19)
# respondents (n=19)
6. 6
3. Search firms: 89% of individuals actively engaged search firms and one individual
quotes that “head-hunters really helped me understand that step and the options I
would have.”
4. Clients: A lot of people were subconsciously considering what it would be like to
work on the other side of their client and often instigated discussions
Insight #4
Pre-move
Pre-conception of omnipresent red tape within large corporations
With any large transition, there comes an array of fears and anticipated challenges.
Management consulting is a unique micro-environment with its own processes, culture,
mindset and even language. The decision to leave its parameters can be daunting. In fact,
the fears outlined below have admittedly paralyzed consultants out of action for months,
sometimes years. Conversely, several say they didn’t perceive any challenges but all of them
say that that was naïve in hindsight.
63% of consultants were worried about their lack of functional expertise and an associated
fear of “where do I fit in?”. Secondly, there is a general perception of the prevalence of red
tape within industry. Furthermore, consultants had a pre-conception that everything moves
slower because you do not have a mandate from the top as you’re not getting paid a huge
amount of money.
“I knew that I was stepping down in terms of the level
of conversation I would be having, visibility and
strategic importance to the company.”
Insight #5
Post-move
Biggest challenge: learning how to get things done
The fears consultants had before the transition were reasonably diverse but the reality of
the challenges experienced turned out to be quite different. However, there are striking
similarities in what they found.
Consultants took anywhere from several weeks to 2 years to feel settled in with an average
around 6 months. One of the most prevalent challenges that ex-consultants say they
confronted is “learning the mechanics of driving change for the business”.
“It took me 3 months to feel settled...1 year to feel at
home, 2 years to feel really embedded”
7. 7
One consultant captures a widespread sentiment about bureaucracy with: “Red tape exists
not because I don’t have access to a senior audience, because I do, but simply because it’s a
large organisation”. Many felt that “It’s not just enough to have an idea and frame it well,
like it is in consulting, you need to know how to communicate that effectively to induce
action. That’s the key difference.” Some consultants even found it hard to settle into lighter
workload. One individual recalls coming home for months and thinking “what do I do now? I
should be busy. I feel like I’m slacking”.
Unfortunately, some professionals did not gain the change in pace or lifestyle they sought
out. One individual argues “you will bring yourself to your new role... the passion,
commitment, drive, workaholic nature- it comes too”
Insight #6
Post-move
Coming back? Probably not but never say never
No respondent regretted his or her move. Many would have liked to consider the decision
more thoroughly, engaged a search firm earlier to understand their options or talked to
more people. Most former consultants lament the quality of people, as one ex-Partner
quotes -“I miss the pipeline, the machine around the pipeline, the ability to delegate work
and know that in hours it will be done to a high standard.”
“I miss the wining, dining, the drivers, flying across the
country for an offsite, the budget, the platinum status
– but it’s not enough to get me back now.”
Insight #7
Post-move
Listen. Learn. Observe.
As a consultant, the nature of your work conditions you to walk into businesses with a
conscious or subconscious belief that “I’m smarter, faster, better, brighter. Leave it to me”.
The primary advice dealt by interviewees is that this attitude simply does not fly. When
going into your new corporate role “you must listen, learn and observe what is going on,
how people and process work – for months”.
Many consultants stress the importance of communication, in particular stakeholder
management. “It’s about having the right smarts and being able to convey them in the right
way.” One former Partner believes “The absence of stakeholder management skills is the
kiss of death, whereas in consulting you could pass on client/team if you were strong on
value addition, particularly at the lower levels.”
8. 8
“Success in industry is being able to identify which
parts of consulting can and should be transferred
across into a corporate role and recognising that some
things can’t and shouldn’t.”
On the topic of motivation, one interviewee sums it up nicely with: “When you leave
consulting you realise how your firm has cherry-picked people just like you. Motivating the
top 0.5% most motivated individuals in the planet is a different skill to motivating 50,000
people with different backgrounds, ambitions and ages“.
CONCLUSION
Getting a deeper glimpse into the thought process and psyche of the former management
consultant, we can infer that the notion of always looking for new opportunities is more
pervasive here, than in almost any other industry.
There are benefits reaped, skills acquired and lessons learned in both management
consulting and industry. Should I move? When is the right time to move? To which company
should I move and into which role? It is clear that these are tough questions with no clear
answer. What we do know is that there are a plethora of people and resources to support
you in this decision and transition. This document will serve you as good starting point.
CONTACT US
Tim Carroll
Director & Co-Founder
T: +61 2 9089 8837
M: +61 424 246 454
E: tcarroll@325consulting.com
Dominic Moore
Director & Co-Founder
T: +61 2 9089 8838
M: +61 405 492 969
E: dmoore@325consulting.com