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Wow! McKinsey, what next?
Who watched those sick E3 trailers
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Hi Fishes,
I Will be Joining PWC AC B as SA2 on Sept 2,2022. Just want to know about Appraisal cycle. Is it Mid Year or Annual appraisal process. Also, will I be eligible for next appraisal cycle ? Tried asking the same Question to HR, but didn't get a proper response. She just mentioned as per company policy.
Pwc AC Deloitte USI EY PwC
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Anyone from Capability Network - T&O?
Any Deloitte One Team here??
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Itsssss check in day!
How do you get the FB luggage tag!?
Masters baby what a time
McKinsey & Company Has any industry experienced candidates pivot to MBB Engagement Manager before? My roommate works at FAANG as Senior Analyst (Ops, 6+ YOE) and was approached by McKinsey & Company recruiter for an EM role. He hasn’t done consulting before. Would this be too much of a risk? His goal is to pivot to PE S&O eventually.
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While not a perfect indication, good consultants tend to be staffed. There are obviously situations where utilization takes a dip based on bad timing between projects or a certain service line isn't selling.
^ sheesh. How do you not choke on all that koolaid? Lol. How is @OP *equally responsible* for getting staffed as the practice leadership selling work and the firm's position in the market? You are responsible for being available, coachable and flexible - the firm is responsible for everything else.
^that would be fine if the target were something normal, but when you have a target of 90%, that just rewards those on really shitty projects or those lucky with higher weekly.budgets
^you're also probably on really long term project, right?
It's a stupid metric because not every project lets you bill 40 when you realistically work well over 40. So when you are compared to a group that has a right tail and one without it's an unfair metric and not representative of what is actually happening.
Well a hiring problem typically means hiring that person was a mistake
sometimes people are bad hires because they aren't capable of doing the work for reasons ranging from IQ to EQ to work ethic, etc.
Some of these answers are so pathetic. You wanna be good at your job. Learn your company's bottom fucking line. Revenue. Utilization = revenue. We can debate utilization priority (bonus; raise) over 100% but 100% or below, no...do what your fucking company wants. Don't like it, get out. Utilization up to 90-100% for staff or 70-90% for managers is absolutely the business model.
For those of you using your PTO to strategically bring up your utilization, that just seems absurd to me. I'll use my vacation when I want to use it because that is part of my payment from the firm. If I have to sit the bench for a couple weeks and it hurts utilization, so be it. The amount of money I lose from a one grade less performance rating due to lower utilization won't outweigh using my all my vacation days how I want.
Because you get free riders otherwise. Rating individual utilization inspires hard work.
There is a utilization target - don't meet it and get a shitty rating. Meet it, AND do great work, firm initiatives, and you get a better rating. It's not like those with 100%+ utilization are glorified. If you can't hit the minimum that means that you failed to network and adapt, key success factors for being a PPD.
Your first year is essentially exempt. If you can't get your shit together for the next year that's on you. Up or out: you knew that when you joined.
D4 i can assure you that your not exempt from utilization targets on your first year. At least not last year
D4 I'm over 100% now thank you very much, thanks for making assumptions about my worth as a consultant. But the metric is still shit, doesn't let you develop in areas of interest because you can't afford to wait for projects that want to staff you but where timing doesn't work
5 projects in 2016. 1 week beach time in January. 3.5 weeks PTO. 105% Utilization. Thankful for people who do less for helping me get the rating I want at year end
I love utilization as a metric, if you think that's a metric you "don't have control over", hopefully you never end up in an industry job. You don't see salespeople saying that "sales" is an unfair metric because the market has ups and downs. It's used because the skills required to grow and maintain a network to get staffed are similar to the skills required to grow and maintain a network to sell work, which is what defines a partner. I promise MBB tracks it or something similar at an individual level, even if they don't publish it as an official metric.
McK does not do anything with utilization at individual level, as it mostly depends on the partners selling work. You can be on the beach for months and get an excellent rating. That said, for the office utilization is an important metric.
I'm at 100+% billing 45/week and taking 4 weeks PTO. It's not hard
Revenue is generated by the practice. If someone is hired that can't get staffed, it reflects a hiring problem, not a problem with that individual. Or are we admitting that hiring for consulting roles is not that competitive?
^ No.
D4, WBS from proposals almost never go to adjusted
D11, let's add Consultant C to the mix.
She really wants to do X but only Y is available. So she shovels shit (I.e PMO), is responsive and effective, knocks out her basic metrics, and lets everyone know that she wants to do X. She follows up regularly with the people she's worked with and met at DU. Her managers and partners send glowing reviews and fight on her behalf so she can get X. She succeeds and has a network behind her. That's who we need.
You are at least somewhat right that the firm doesn't give a fuck about your career. You know why? Because it's YOUR fucking career. Take ownership of the process and, in turn, your success. If you think that any external party (e.g. Other company) cares if you succeed then you are in for a rude awakening. Make the most of every opportunity and do what you can to align your objectives with those of your leaders and you'll do great.
My biggest concern with Util is that it disincentivizes internal work. I spent a month this year building a pretty cool tool for our internal marketing team, but you won't see that reflected in my 80% util.