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Thank you all for your patience. I do appreciate it. It turns out having a side project while running multiple proposals is a trifle challenging. That said. I’m posting a first subset of the rawish data. In all close to 500 people took the survey, but a majority were from the Big Four. Here is the data from Deloitte, EY, KPMG, and PWC. Insights to come! https://docs.google.com/spreadsheets/u/0/d/1lN6JrxQfvA_MC4XFZ38G0ppQkBuxRv9mf88Y8NE2X2U/htmlview
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My advice would be to work it into a year end, performance calibration, or regularly scheduled 1:1 conversation with your manager. Putting something on their calendar that directly or indirectly alludes to this topic may result in them having their guard up. I would also do some homework to highlight your strengths, accomplishments, and a market value comparison with similar roles internal and external to your organization. It’s normal to be anxious about these types of conversations but being well prepared will reduce some of the anxiety. Another really effective approach is to build an informal coalition with a well-respected individual(s) at your firm who you have a good relationship with and can speak first hand to the value you add. This will amplify your own logic and introduce an unbiased 2nd opinion. What you don’t want to do is have this come off as an ultimatum even if you truly feel a raise is necessary to continue your employment with them. I love to nerd out about helping people advocate for themselves so feel free to send me a DM if you think you want to explore further.
What kind of consulting comapny doesn’t give annual raises?