{ "media_type": "text", "post_content": "Q: Why is USDC paid less than core even though we do the same work and have the same expectations?\n\nA: Because leadership thinks we will sit down and take it. There was no rationale or substance in that non-answer in the all hands.", "post_id": "60ef81ef07db6a0021128d3c", "reply_count": 7, "vote_count": 11, "bowl_id": "5cab2fc9bad866001b8a1386", "bowl_name": "Deloitte USDC" }

Q: Why is USDC paid less than core even though we do the same work and have the same expectations? A: Because leadership thinks we will sit down and take it. There was no rationale or substance in that non-answer in the all hands.

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That’s not entirely true. I’ll preface all this by saying there’s no one more frustrated about the comp disparity between DC and core than me. I’ve been here a long time, and Im intimately familiar with the problems. Im also part of a committee tasked with fixing it. There are a few problems with equalizing pay. First, not everyone at the DC does the same thing as core. For certain OPs and TGs, absolutely. But some very much have a 9-5 schedule and minimal PRD/business development opportunities. Furthermore, it often changes by project. So you may have regular hours on one engagement then be thrust directly into a more core-type role a week later on something new. Makes it really difficult to say “this is all the same.” Second, core leadership very much does not understand how the DCs currently operate. Until recently, their understanding of the DC was through a 5 year old lens. They didn’t realize how much the expectations have slowly become more in line with core since the DC’s inception. There’s been a sustained educational campaign to change it recently, but we started from zero. Third, we mostly don’t hire people with consulting skills. We hire people with development skills. That makes it hard to get them in front of clients and task them with full client management responsibilities. They can grow into it, but it takes a while. Finally, it’s going to be really hard to equalize pay because our bill rates are much lower by design. We exist to lower the prices of bids. If they pay us more, they then need to charge more. And the entire model falls apart (even tho I’d argue it already has). The firm needs to make a decision: either scale the model back to what it was intended to be, or up the pay to account for the new reality. There are complexities with both approaches that are further compounded by the often stark differences in what different OPs are asked to do.


I was in HC. Core leadership expects you to work the same as Core.


My 2cents.. a lot of us come into the usdc unpolished and less skilled than our core counterparts (our ppt suck)…hence the pay gap.. however after a year or two we are on par with core.. we need a slide scale to adjust our pay gap base on our performance comparative to where we were when we started.. but it should be equal especially if we choose not to travel 100%


That's what I'm getting at. I understand why they won't do a blanket adjustment... but if it's a demonstrable fact that a person is doing the same work as someone else, it makes no sense to pay one of them 20-30% more just because.

I truly hope dan and derick sees this

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