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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.
Bain evaluations are based entirely off your performance. Generally qualitative - no pure quantitative metrics used. We also have a different staffing model - no networking etc. instead have staffing managers who balance out business need, development needs, desires of individuals, team balance, etc. Also, we bill by the week/month, so none of this hours crap (which sounds miserable).
^wow, I wish we billed by the week. Yeah utilization gets especially miserable when people are on "part time" projects but have to dedicate themselves full time. Happens occasionally
We already had a post about this a few days back.
Individual utilization doesn't help the firm make money necessarily, it's just a metric to get people to take on more work so it becomes more competitive. But as D1 pointed out, it's not perfect.
Why is it "unjust"?
Here we go again
I wonder whether this is the result of being too large. Maybe I should just join a smaller firm
Not exempt but not taken seriously. Unless you are 20%+ below target. That's on the firm for either being too optimistic or the consultant for being a complete dumbass.
True. Who do you think had better utilization, those who networked and were willing to do projects outside of their area of interest or those who relished their time on the beach and/or waited for the perfect project?
Get a WBS and it goes to your adjusted utilization. Also good to network and make sure that people know you are trying to find a project etc. Look, I'm not saying that there is not a single instance of people being laid off or fired for no good reason but those who work hard and put themselves out there significantly reduce that risk.
Utilization is a measurement of the revenue and therefore straight up value you provide to the firm - if yours sucks you should question why that is the case rather than bitching about the metric.
Hmmm... guess I networked well 😉
@D4 - you sound like a manager+. Have you thought about the impacts to the firm long term? Example
Consultant A does great work and is interested in a certain industry/service line. They only take projects in that industry and their util suffers, leading to a bad rating. They leave the firm unhappy.
Consultant B does great work and similar to A is interested in an industry or SL. They do take whatever is available which, given its Deloitte, is mindless finance PMO work. They learn no skills, their career lags compared to their peers, they become frustrated over time and leave the firm early and unhappy.
Util metrics effectively say the firm gives zero fucks about your career ambitions and interests, you exist to make partners $$. Which may be true. Just wish these firms with util would own up to it.
As long as you keep the partner and counsellor informed and have proof of your impact , you should be good.
It depends on level - in ACP typically those contributions aren't even considered if your utilization doesn't hit thresholds- you also need PPED support in round tables which often doesn't occur
My overarching point, similar to EY3, is that Util doesn't necessary equal impact.
L
So much Deloitte on Deloitte action 🍻🍻🍻
^^that makes sense to me. But that also means it's in the interest of partners to get your utilization high, and who determines your ratings? 🤔
@McK 2, office utilization? As in going into the physical office?
What metrics does Bain use to evaluate you?