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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.
EY looks at utilization heavily as well and below manager, there are thresholds to reach ratings of 4 and 5
If internal initiatives lead directly or indirectly to revenue, that is one thing but typically they are a fishing expedition that leads no-where
It's my experience that short term projects tend to have much higher burn rates....
Yes.
Not paying
I already screwed it up
No, three projects this year. But if you want a long term one then adapt and network. Multiple firms are oversold with ERP...
Being utilized or staffed is a indication of how " marketable" you are - more beach time somehow unjustly indicating you arent hot enough
D4 no, the whole firm did horribly last year, and some BA1s just couldn't find a project that would staff a BA1 with minimal experience
Then all experience other than billable is not valuable? Proposals?
For a new hire with a month of project experience? Mostly chance, nothing was selling
D7, Was responding to D5, simmer down.
First year was on the beach for three months and still hit my SC target (I was an industry hire).
Hahahahaha this is pathetic but I dig the people defending OP as utilization is a joke. You try networking and get yourself utilized then demand slaps you on the wrist. Has nothing to do with your network purely but also timing on engagements etc.
If you take the idea of utilization outside of consulting (ex: law), then utilization is basically your billable hours. Like any other partnership, you have this constant battle between billable hours and bringing work into the firm. Supposedly at each there is always a minimum of billable hours, but if you bring enough work to the firm, then who cares. Think about how as you go up your utilization target goes down. You spend more time on proposals, clients, and closing deals. However if you can't do that, you needed to Bill to bring revenue into the firm
Utilisation metric should be treated with heavy context. I work on lot of investment activities for the practice and clients and I clock 70 -90 hours a week but fill 15 hours max. When I was at a different big 4 , I clocked around 50% for two years despite getting good reviews and early promotion. I'm glad I work for such people who do not treat utilisation as everything since that would mean major body shopping. From whatever I know only Deloitte is stuck up with utilisation so much.
Appreciate your response PC1, however from my experience internally billable efforts are extremely rare. Aside from OGC and software dev, I can't think of any internal initiatives which have resulted in a billable code (been here 5 years). In fact, PwC has a whole suite of non-billable codes for items ranging from tool development to marketing.
I saw a few. They weren't normal but project Mercury and other EYG projects provided util as did some internal developments on go-to-market initiatives and big bets. Often there were codes that wouldn't give utilization but would reduce the denominator.
Other initiatives like recruiting don't provide utilization but are more easily quantified.
Did the same as Mck1. So much attitude on this thread but not much fact. 3 projects in a year is long term lol
^sounds like you're agreeing that utilization encourages consultants to take long term, meat-grinder type engagements
So glad we don't even have this metric as a thing...