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That’s a broad brush to paint people with. No matter where you go, regardless of country, company, group, team, etc you’re gonna encounter incompetence that makes you question why they are where they are and why you aren’t in their seat instead.
My experiences had been opposite. I rolled off a UK director from my global engagement because they added literally no value. I think it's a massive generalization and just person by person thing.
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I'm American and have worked with both Brits and Canadians and tend to think Canadians in general are smarter. In general their education system values STEM topics and many engineering and business schools in Canada are common feeders into big tech and high finance in the US. Whereas its is extremely rare to come across a Brit with a math or science background. 95% of them have useless liberal arts degrees and they tend to be PMO types who just want to manage the people and maintain the RAID log but don't actually know that much. Just my observation.
The joke is there are more universities in the top 100 than Canada.
My experience is genuine and it was with PwC. I have seen people getting a step up from the UK to Canada not the other way around.
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Thats funny cuz during my time at PwC the director i worked with was from the UK and he struggled to answer questions during presentation to partners the senior manager had to answer questions on his behalf. I think people from the UK are less competent.
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Well i hope you learned a valuable lesson from this experience then - dumb people exist in every position and every country
I think this is too broad a generalization and you will encounter situations where SM/D from Canada may be performing at a higher level than those supposedly same titles from the UK, US or elsewhere, Or NOT, they may be performing at a lower level. You may encounter a low performer while you had an experience with a high performer from the other jurisdiction.
What’s the point of this mass generalization?
It’s really people based. I’ve met dumb coworkers from Canada, US, UK , Australia , India , Italy and many more !
And geniuses from all of those places.
It can be more specific to say your specific practice is much more mature , then wherever your working with regionally .
In the UK director has a specific significance. It is basically considered as placing you on the partner track. Reaching director requires you to go through business case and formal assessment - moving on to partnership is more straightforward assuming you have shown you can bring in work etc. That can mean a difference in quality of people but in practice as others have said both countries have their share of superstars and idiots.
There’s a lot of variables to consider - I think the main distinction is London-based staff are usually quite high performing as it’s a very competitive market, so will outperform like-for-like. Regional staff are much more likely to perform in-line with counterparts elsewhere. Being very aware all firms have their share of morons!
From the UK and currently in Canada. I agree fully with this. The quality of D’s here are much lower in general. Don’t get me wrong, there are some in both countries which are great and some that are dreadful to work with but here there have been some questionable promotions in recent years