There's a growing tendency for companies to not reply to job applicants who've not been successful. This is not only highly disrespectful, but harmful for a company's reputation. Use rejections as an opportunity to enhance your applicants' prospects and your own reputation.
Most companies deal with leavers passively. Many do so destructively. The reality is, though, that there are things you can do before a resignation even comes, once it's landed, and after someone has left to make departures have a positive impact. This is especially true in consultancies where word gets round.
You're in tech. Everyone else in Shoreditch has a fusball table. So you buy a fusball table. Or you offer a breakfast bar with criossants and muesli. You've now got "a culture" which will attract and retain great staff, right? Perks and benefits are important. But they need to be consistent. Choose your perks to reflect and reinforce your values, or to reflect elements of your culture that you want to maintain. Your perks don't define your culture - rather, they should be defined by them and by…
Retaining your best consultants is no easy task. The most effective way to do it is to foster loyalty in your team, both to your consultancy and to each other. That takes a lot more than decent pay or yet another fusball table (spare me). Here are some real tips based on my experience of taking consultant employee churn down from 40% to an industry-leading 6%.
Consultants can come across as real jerks. That's because oftentimes, we are. We often forget to be human before being consultants. There's a constant egotistical need to prove ourselves to be superhuman to our clients - as if our businesses depend on it.
Well, they don't. Be a consulting leader, not a consulting jerk. Here's a list of some of the most common howlers.
Consultancies and agencies often face the question of whether to let their consultants work from home between projects. Half-answers undermine work and fairness - the work doesn't get done as well as it could, and people end up not feeling particularly at ease with being at home. And the options enabled by technology end up being a distraction rather than an enabler. A simple set of guidelines is both humane and effective. And it needn't be that hard. Here's a starter to getting some guidelines…
Think company culture only matters in textbooks and for change management consultants? In the consultancy / full services agency I sat on the board of, it translated quantifiably to multiple 7 figures added to our bottom line. Add everything else I've not tried to quantify, and it could easily be four times that.
Whether a company's values go no further than a link on their website, or are rooted through the organisation, there's often one that ranks higher than the others. And usually, the company's leadership has little control over it.
Do you know what yours is?