ACCENTUREHUMANPERFORMANCEPRACTICE

Accentureisaglobalconsulting,technologyservicesandoutsourcingcompany,withnetrevenues
ofUS$19.70billionforthefiscalyearending2007.Commitedtodeliveringinnovation,Accenture
collaborateswithitsclienttohelpthembecomehighperformanceorganization.
ForAccenture,theaccentisontryingtohelpbusinessesimprovetheirperformance.Theworld's
largest consulting firm, Accenture offers management consulting, information technology and
systems intergration,andbusinessprocessoutsourcing(BPO)services tocustomersaroundthe
globe.Thecompanydividesitspracticesintofivemainopertatinggroups:communicationsand
hightechnology,financialservices,goverment,products andresources.Theseencompassmore
than15industries.Accenture,whichisdomiciledinBermudabutheadquarteredinNewYork,
operatesfrommoretahn150locationsinapproximately50countries.
TheAccentureUKwebsiteidentifiessixcorevaluesthatdefinewhotheyareandhowtheyoperate:
Exceptionaltalent:Accenturehasmoreoftheworld'smosttalentedpeopleassembledunedrone
roofthananyotherorganization.It'sstimulating,productiveandgreatfuntoo.
ContinuousLearning:Ultimatelythisisaknowledgebasedenterprise.JoiningAccenturemeans
commitingyourselftolifelonglearningandpersonaldevelopment.
Highqualitywork: Ourabilitytodeliverexceptionaljobsatisfactionandcarrerdevelopmentis
directlylinkedtoourbreadthanddeliveryofourclientsandthescaleofprojectswetackle.Our
peoplearedriventoprovidenewsolutionsonhowtoimprovebusinessandworkwithourclientsto
helpthemsiezenewopportunities.
Acollaborativeapproach:Opennessandcollaborationareintegraltothewaywework.Toenable
ourclientstoahighermovetoahigherlevelofperformance,wedevelopadeepunderstandingof
allaspectsoftheirbusinessandhowtheyinterconnect.
Anenterpreneurialspirit:Accenturewascreatedbyenterpreneurswithavisionofthefuture.It's
driveforwardedbyfuturefocussedindividualswhoareeagertoshareinthesuccessofaglobal
businessleader.
A diverse workforce: You will work closely with colleagues from a wide range of cultural,
educationalandgeographicbackgrounds.
Section1:
Accenture UK employes in the region of 400 people but the philosophy that underpins talent
managementwithinthispracticealsoprevailswithintherestoftheorganization.
Asaprofessionalservicesorganization,Accenture'sfocusison*thatitsappraochtotalentisone
whichisalingedtoitsneedtoensurethatithasthebestpeoplewiththerightskillsforitsclients.
There is remarkable clarity about what the organization requires of its people, what skills are
needed, what is expected of them on client projects and what they need to do to ensure they
continuetodevelop.Attheheartofthisisaprocessofperformancemanagementthatisthorough
andrigorous,andmanagesthelinebetweendeliveringfortheorganizationwhilstalsodelivering
fortheindividual.
Accenturecouldbedescribedas'anuporoutculture';onewherepeoplehaveachoicetoflourishor
aresupportedtomakethechoicetoleave.Thereisastrongcommitmenttothedevelopmentofits
peoplethatsupportsthatchoice.Itregardsitswholepopulationastalent,asthisisitsmainasset
whensupportingitscustomer.Astrongfeatureoftheirapproachistheirperformancemanagement

process whichis seen as thekeyfactorinits success as managing talent.Hence itis vitalto

understandAccenture'sapproachtoperformancemanagement.
Whilethesuccessofprojectdeliveryismeasuredintermsoftotalteamcontribution,individual
contributionisalsomeasuredandcomparedto*.Thisformsthebasisforcareerprogression.There
isnostructuredprocessoffaststreamingordevelopinghighpotentials,itisverymuchknownto
theindividualtomaketheirowndecisionaboutabouttheopportunitiestheywanttopursueandthe
speedwithwhichtheyarepromoted.
At the most senior level a leadership programme does exist and participation in it is highly
regarded,howevertheselectioncriteriaforattendanceisunclearcomparedtothoseexperiencedat
otehrlevels.
PerformanceManagement
TheperformancemanagementprocessinAccentureisveryclearwithregardtocareerprogression.
Thisisahighdegreeofclaritywithintheorganizationastotheexpectedtimeanindividualshould
spendwithinagradeandwhattheyneedtodotoprogresstothenextlevel.Consultantsjointhe
organizationasananalystandcanexpecttobeconsideredforpromotionwithin24monthstothe
nextlevelofconsultant.Theycanthenexpecttospend36monthsasaconsultantbeforebeing
consideredforpromotiontomanager,36monthstoseniormanagerandfinally24monthstosenior
executive.
Whilstthereisaveryclearstructuredapproachtothetimewithinggrade,peoplecananddomove
throughthesegradesquickerorslowerdependingontheirperformance.Progressthroughgrades
givesaclearindicationofanindividual'spositioninrealtiontotheirpeersandthereforeiftheyare
regardedastalent.Iftheywanttogetpromotedindividualshaveto'performoroutperformtheir
peers'onahighlyconsistentbasis.
Theorganizationopenlymanagesattrition.Ifindividualsstaywithinapromotioncyclefortoolong
theyaremanagedoutofthebusiness.Onaverage10%ofconsultantsaremanagedoutofthe
businesseachyear.ThisaspectofperformancemanagementinAccentureiswellunderstoodand
acceptedasanecessaryfeatureofahealthyorganizationthathasitsheartpeopleexcellencein
relationtotheservicestheyprovideforclients.
Whilstpeoplearebroughtintotheorganizationatdifferentgrades,everyoneissupportedwith
developmentwhichistailoredbothtotheircurrentandfuturecareergrade.Eachindividualhasa
career counsellor who acts as a long term mentor and ensures that they are supported and
challengedintheirdevelopment.
Theresourcesontoprojectsisagainaclearindicationofhowindividualsareregarded.Complex
projectsattractthebestpeopleandsotheregularityandconsistencyofprojectallocationisaclear
indicationofanindividual'sstandingwithintheirpeergroup.
The organization is at the moment looking at developing career paths that can recognize the
contributionthatsubjectmatterexpertsmaketotheconsultingbusiness.Thetraditionalconsulting
pathseemstohavesomelimitationstotheseindividualswhodesireadedicatedexpertcareerpath.
Roughly10%ofthepopulationwouldfitintothiscategory.
Eachconsultantmaybeinvolvedinbetweentwoandfourprojectseachyeareitherinthecapacity
asasubjectmatterexpertorinthedeliveryoftheproject.Atthestartofeveryprojectanindividual
issetobjectivesforwhattheypersonallyhavetodeliver.Itisuptotheprojectleadertodecide
whethertheseobjectiveshavebeenmetattheendoftheproject.Theprojectmanagerisresponsible
forgivingtheindividualfeedbackattheendoftheproject,whichisanimportantpartoftheprocess
ofongoingdevelopment.
Twiceayeareachconsultantissubjecttoaperformancereviewatprojectlevel.Theyaregraded
andpositionedinrelationtotheirpeers,atermreferredtointernallyasladdering.Thedistribution
ofthisisforcedanddoneagainstfirmguidelines.Thetop25%andtop50%areidentifiedasarethe

bottom10%.Theirperformanceisassessedagianstthreemainareas:perfromanceasabusiness
operator;performanceasavalueoperator;andperformanceasapeopledeveloper.
Attheendoftheyearanindividual'scontributionacrossalltheirprojectsisbroughttogetheranda
processofcalibrationacrosspeersgivesafinalendofyearperformancerating.Theprocessofend
ofyearcalibrationismanagedbyanumberofindependentassessorsfromtheservicelinewhoare
responsibleformakingsurethattheinformationagainsteachindividualisfairandrigorous.Allthe
assessorsthencometogethertoproduceafinalforceddistributionforeachjobgrade.
Theimplicationofthisfinalgradeisthreefold.Itislinkedtoremuneration,feedsintopromotion
decisions,andformsthebasisofadevelopmentdiscussionwiththeindividual'scareercounsellor.
CareerCounsellor
WhenindividualsjoinAccenturetheyareassignedacareercounsellor.Thisisaskeyrelationshipin
theindividual'scareer.Thesearenotalwaysseniorexecutivesbutareexperiencedmanagersand
theywillbeatleastonegrade,andusuallytwogrades,abovetheindividual.
Their role is seen as twofold: to help ensure that an individual is fairly represented in the
perfromancemanagementprocess,andtobeasoundingboardtotalkthroughcareerdevelopment
opportunitiesandwhichrolesmightprovideadequatestretchanddevelopment.
The role of the counsellor is seen as hugely supportive by consultants particularly in an
environmentwhichissohighlydrivenandstressful.Theyweredescribedbysomeasbeing'a
constantamongstaseaofchange'.Howevertheydon'thaveaformalpartintheperfromance
managementprocessandinsomesituationsmaynotbeabletoprovidesomeofthehardevidence
ortoughfeedbackthatisrequired.Theyarepositionedasbeingasupport,challangeandsounding
board.Utimatelyitisuptotheindividualtomaketheirowncareerchoice.
PeopleAdvocates
in each major organizational strand withing Accenture there is a 'People Advocate' who is
responsiblefoensuring,alongwithHRthatthemechnicsareinplacefordrivingperformanceboth
atanindividualandanorganizationallevel.
Partoftheobjectiveofthisroleistomakesurethatthepeopleprocessesarewellattunedtomake
surethattheyproduceanappropriatelevelofattritionwhilstatthesametimeensuringthatthereis
asatisfactionwithinthetalentpool.The'PeopleAdvocate'isresponsibleforrespondingtothe
peoplesurveyandmakingsurethatpeopleintheorganizationwhocaninfluenceavarietyofpeople
policies do so. In practice this means paying attention to the hygiene factors of resourcing,
recruitment and reward. A lot of emphasis is put on the noncore activities such as corporate
citizenship,creatingandnurturingthecommunityofpracticewithintheorganizationandensuring
thatindividualsareawareandhaveaccessstodevelopment.
PersonalDevelopment
ThedevelopmentofpeopleisseenasakeyfactorofAccenture'ssuccess.Oneofthekeycriteriafor
anindividual'ssuccessistheirwillingnesstolearnanddevelop.Everybodyhasthesameaccessto
developmentandcoachingwiththeexceptionofaccesstothemostseniordevelopmentprogram
whichisbyinvitationonly.Thisisseenasanindicationofpotentialtomoveintothemostsenior
levelandisregardedasahugeprivilegeandishighlyvalued.
Theotherkeypointinanindividual'sdevelopmentisatthekeypromotionpointswhentheycall
attend core milestone schools. These core milestone schools are taught centrally and give
individualsamixtureoftechnicalskillsaswellasmanagementskillswhichbecomemoreofa
featureastheygouplevelofconsistencyamongstitspeople.Asmuchas5060%ofthetraining
thatanindividualcanexceptintheircareeriscommon.

SECTION2:THETALENTDIMENSION
DefiningTalent
Demension1:Sizeoftalentpool
Everyone in Accenture is defined as talent. The label of 'talented' is seen as unhelpful in an
environmentwheremeritocracyisvalued.Withintheorganizationtheuseoftheword'talent'as
attributed to individuals is very limited. However, it is worth remembering that 100% of the
organizationiscounselledouteveryyear.
Evrybodyhasaccesstothesameopportunitiesintermsofcareers,coachingandcounselling.Itis
difficult to be a stable contributor within the organization since its performance management
process drives individuals to grow and develop; falling into a stable contributor category will
utimatelyleadtobeingmanagedoutoftheorganization.
Dimention2:Entrycriteria
Becauseeveryoneisdefinedastalentandthesubdivisionofthistalentpoolisdonebyjobgrade,
entryisthroughpromotion.Asalreadydescribedthecriteriaforpromotionareclearlyunderstood.
There is an annual promotion cycle where those people who are eligible for promotion are
consideredagainsttheirpeers.Theyareconsideredinrelationtotheirreadinessforthenextgrade
aswellasthebusinessneedfornewentrantswithinthenextjobgrade.Thereisalotsupportfor
individuals to reach the next job grade. This is particularly provided through the counsellor
relationship,thetraininganddevelopmentaswellastheaccesstostrectingclientwork.Theprocess
of 'laddering' whereby people are ranked against their peers is described as rigorous, time
consumingandattheheartofensuringthatthesystemis,andisseentobe,openandfair.
Theeaseofentryintothemostseniorpositionsinthecompanyismoredifficult.Thepromotion
fromseniormanagertoseniorexecuitveisseenaslesstransparentthanpromotiontothemore
juniorgrades.Therearealargenumberofpeopleatseniorlevelswaitingforpotentialpromotion.It
isuncleartosomewheretheysitwithinthistalentpoolandwhatneedstobedonetobreakthrough
tothemostseniorlevels.
Dimension3:Decisionprocess
Accentureisawarethatintheirworldwhichneedstoensurethateveryoneinaconsultingcapacity
issufficientlytalentedthereisnouseforthelabellingofpeopleastalented,ornot.Inthisrespect
thewordtalentisunhelpful.Atjuniorlevelsthedecisiontopromotetalentisveryclearandsits
with the collective project leaders, whilst calibration is ensured by the HR and independent
assessors. Itis clear within Accenture how the future leaders ofthe business are selected and
developed.
Dimension4:Permanancyofdefinition
Becausethetalentpoolisdefinedaseverybody,thedefinionoftalentisrelativelypermanent.Itis
unusualforpeopletobedemotedtolowergradestheyaremanagedout.Thisdoesnot,however,
meanthateveryoneinthetalentpoolisexpectedtobeafutureleaderoftheorganization.However
thesuccessoforganizationisverymuchdefinedbyitsabilitytoprovideitsclientwitha'fitfor
purpose'intervention.Inthisrespectthoseindividualsthataresuccessfulwillhavetobeabletoflex
according to changing client requirements. Therefore the definition of talent is very much
influencedbytheclientrequirements.
Dimension5:Recruitmentasasourceoftalent
Thisisahighlydynamicorganizationwherepeopleareexpectedandencouragedtomovethrough
thepromotiongrades.Ifanindividualremainstoolongatagradetheyareeventuallymanagedout

ofthebusiness.Therefore,thereisaconstantprocessofspottingtherighttalentbothinternallyand
externally.InadditiontopracticeleadersbeingresponsibleforspottingtalentAccenturewebsiteis
asourceoftalentitisanaccessibleandfocusedwayofprovidingpotentialnewrecruitswitha
senseofwhatworkinginAccenturemaybelike.
Dimension6:Transparency
TalentmanagementatAccenturecouldbedecsribedasbeingextremelytransparent.Oftenthis
transparencyandopenessstemsfromhowwelltheprocessofperformancemanagementoperated
ratherthanexplicitconversationsabouthowpeopleareseen.Inrealitywhatthismeansisthat
peopleofteninfermoreabouthowtheyareseenthantheygetresourcedonandtheregularitywith
whichtheyareladderedinthetop,orbottomquartile.
Therequirementsforperformancearewellarticulatedandunderstoodthroughouttheorganization.
Therewasnosensethatpeopledidn'tunderstandthisorinfactthattheorganizationneededtodo
more.
Atseniorlevelsthetransparencyoftheprocesswasseenasbeingalittlemoreopaque.Whatwas
requiredofindividualsandwhattheyneededtodomoreofwasfullyunderstood.Theprocessof
explainingwhysomepeoplehavebeenpromotedoverothersismoreofamysteryandisinmarked
contrasttotheprocessoperatedintherestoftheorganization.
DevelopingTalent
Dimension7:DevelopmentPath
Thecareerpathforeachindividualisclearlylaidoutandstructured.Eachjobgradeisaccompanied
withguidelinesintermsoftimeexpectedingarde,andwhatpeoplecanexpecttoremainwithinthis
gradeforthisperiodoftimeiftheyareperforminginrealtiontotheirpeers.Someindividualsthat
outperformtheirpeersfromaholisticperspectivecanbeacceleratedthroughthegradesalthough
thisflexisstillwithinverynarrowparametersaroundtheguidelines.
Dimension8:DevelopmentFocus
Accentureopenlysaysthatoneofitsvitalareasoffocusistoensurethattheyhavethebestpeople
fortheirclientprojectsandthattheonlywayofdoingthisistohavearigorousapproachtopersonal
developmentandmakeitclearthatlearningisakeysuccessfactornotonlyforindividualsbutalso
forthesuccessoftheorganization.Consultantsdescribetheopportunitiestheyhavetodevelopas
'endless'.Theyarehelpedtoexperienceasmuchstretchaspossibleandcanattendseminarsto
ensuretheyhavetheappropriatelevelofinformationtodotheirjob.
InattractingpeopletoworkforAccentureanabilitytolearnisoneofthekeyareasoffocusandits
developmentactivitiessupportthis.
Dimension9:Support
thereisplentyofsupportofindividuals,howevertheyareexpectedtomaketheirownwayinthe
organization,andtoseekoutopportunitiesbothintermsofprojectsanddevelopment.Theyare
expectedtomakethemostosthisbutalwayswithinacontextthattheyareexpectedtoperform.
Fallingtodothiswillresultonthemexitingthecompany.
Dimension10:Influenceoncareer
The decision to progress within the organization is very much in the hands of the individual,
providedthattheyareperforming.Theopportunitiesarethereforthetakingandindividualsare
supportedandencouragedtotakethem.Converselyifyoudonotperformtheorganizationwilltake
anactiveroleinmanagingyououtwhilstatthesametimeensuringthatyouhavehadasmuch
opportunityaspossibletorealiseyourpotential.Anyonewhoworkshardandshowsawillingness

togrowissupportedandrewarded,whethertheyareahighflierornot.
PeoplestaywithAccenturebecausetheyregarditasanopportunitytogrowandlearnwithinan
environment which is externally regarded and professional. The downside of this for the
organization,andanupsideforindividuals,isthattheyaresubjecttoregularoffersfromrival
consultanciesaswellasotherorganizations.
Dimension11:ConnectedConversation
Theopennessandfaienessassociatedwithperformancemanagementprocessislargelyafeatureof
thewayinwhichindividual'sperformanceiscalibratedandassessedagainsttheirpeers.
Itisseenasaconsiderablestrengthoftheprocessthatanindividual'sfinalperformanceratingisthe
subject of multiple inputs from project leaders that have been connected to that individual
throughouttheyear.
Dimension12:OrganizationalValues
Thecultureoftheorganizationiscustomerandresultsfocussed.Theorganizationhasastrong
performanceethos,peopleareexpectedtoworkhardonbehalfoftheorganizationandinreturnthe
organization will invest in them and their future. It is a high pressure performance driven
environment.
There is a high level of currency placed on thse ability of an individual to adapt to different
situations.Theorganization'srecruitmentandresourcingprocessesemphasisetheneedtospotthis
ability.Adaptabilityisdescribedinsomewaysasbeingmoreimportantthantechnicalskills.
Thereisalsoastrongemphasisonbringingdifferenceanddiversityintoorganization.Thetalent
pooliswellrepresentedbypeoplefromverydiversebackgroundsbothintermsofethinicityand
profession.Thisisregardedasasignificantstrengthoftheorganizationandisencouragedinits
recruitmentpractice.
Performancemanagementisoperatedwithhugededicationandrigour;itisdescribedthroughout
theorganizationasbeingopenandfair.Asaresultindividualshaveclarityabouttheirpositionin
the talent pool. Promotion cycles are run regularly and with support of career counsellors
individualsareexpectedtomaketheirownprogression.
The process of resourcing people onto projects is done to ensure first that the client has the
appropriateskillmixfortheprojectandthensecondly,thatindividualsgettheopportunityfor
stretchanddevelopment.
Consultantsunderstandwhatisrequiredofthemandseetheorganizationasonewhichsupports
theirindividualgrowth.Itisan'uporout'culture,onewhichhasitsheartandunderstandingthat
thecapabilityofitspeopleareitsbusiness.Developmentisopenanavailablethroughavarietyof
accesspointsincludingonlineandregularcareerpointskillstraining.
Akeyfactorinthecultureisrelatedtothewillingnessofeachindividualtolearn.Individualsthat
arecapableoflearningandlaunchingthemselvesintochallenging,stretchingexperiencesarehighly
valued.Theorganization'sprocessesandculturesupportthesetypesofpeople.
Dimension13:Risk
Thelevelofriskthattheorganizationispreparedtotakeismedium.Thereisnohighpotentialfast
track and therefore the process for spotting and fast tracking outstanding talent relies on the
performancemanagementprocess.Sincetheenvironmentishighlyperformancedrivenitisvital
thatsuccessattheclientlevelisensuredwhichmayinsomesituationsdiscriminateagainsthigh
levelsofrisksbeingtaken.

StructureandSystemstoSupportTalentManagement
Dimension14:PerformanceManagement
Asalreadydescribesthisisdonewithhugerigourandformsthebackboneoftheprocess.This
tends to be done on an evidence based approach. Project managers are asked for concrete
examplesofpeople'sperformanceratherthanwhattheythinkorfeel.Projectmanagerswhoarenot
goodatperformancemanagementlosepeople.Theprojectmanagersunderstandthatkeypartof
theirroleistoensurethatatthestartofeveryprojecteachindividualhasthenecessarylevelof
clarityaboutwhatneedstobeachieved.
Associatedwiththeperformancemanagementprocessisaculturewherefeedbackisnothughely
valuedbutwhereitisregularlyusedasapartofanindividual'sdevelopment.
Dimension15:TalentManagementProcess
Theprocessofperformancemanagementishighlystructured.Itiswellunderstoodandthechecks
and balances that exist make sure that it is seen as fair and robust. Specifically the roles of
counsellor,independentassessor,peopleadvocateandHRarechargedwiththis.Thereisalsoa
highlevelofcompliancewithinthepracticetoensurethattheseprocessesareadheredto.
Dimension16:UseofTechnology
Technologyisusedwidelyasatoolforaccessingdevelopment.Everyindividualhasaccessto
mylearning.comwhichisanonlinetoolfordevelopmentoptions.Thisisalsoprovidesaccesstothe
varietyoftools,systemsandmethodologiesthatformthebasisoftheconsultingpractice.
Dimension17:SystemsFlexibility
TheHumanPerformancepracticeisengagedinaconstantreviewprocessofitsapproachtoitsown
talent. Through the support andchallenge ofrobust line, HRand people advocates, the issues
associatedwithorganizationalandindividaulperformanceareregularlyreviewed.
Dimension18:OwnershipofTalent
Ownershipoftalentisdistributedthroughouttheorganization.Thereisnoformalprocessoffast
streamingorhighpotentialprogrammethatisownedcentrally.Thereforetheownershipoftalentis
largelydevelopedtotherigouroftheprocess;inparticulartheclaritywithwhichpeopleunderstand
theirperformanceinrelationtotheirpeersandthensecondlythesupporttheygetfromtheircareer
counsellor.
Theprocessofperformancemanagementisoperatedbyprojectleaderswhohavetheresponsibilty
to ensurethat theappropriate level ofdata is gathered inrespect toeach individual. Foreach
performancecyclethereisathreemonthwindowofgatheringdatathisisheldasbeingoneof
keyresponsibilitiesofprojectleadersandtheyheldaccountableforensuringthisisdonerigorously.
Individualsareawarethatthisprocessisongoingandareencouragedtomakesurethattheyare
wellrepresented.
Asachecktotheprocess,independentassessorsalsoreviewthequalityandconsistencyofthe
ladderingtomakesurethatthefairnessandtransparencyisupheld.Inadditiontothis,HRhavea
strongroleinoverseeingtheprocessandseethemselvesasbeingnotonlythegardiansoffairness
butalsoabletobringchallenegetoensurethatdueprocessisbeingobserved.
SECTION3:AREASOFGOODPRACTICE
ThefollowingpointscanbehighlightedasparticularlygoodpracticeinAccenture'sapproachto
talentmanagement:

A) Arigorousapproachtoperformancemanagementthatisundertakenacrosstheorganization
onasixmonthcycle.
B) Ahighdegreeofacceptancethatdoingperformancemanagementwellisnotonlyinthebest
interestoftheindividualbutalsocontributestotheeffectivenessoftheorganizationinclient
work.
C) Ahighlevelofopennessandtransparencyofwhatisexpectedofindividualintermsof
performancewithinhagradeandalsobetweengrades.
D) A'peopleadvocate'whoseresponsibilityitistoholdthemirroruponbalancebetween
performanceandsatisfaction.
E) Developmentbeingacorevalueoftheorganizationandeachindividualencouragedand
expectedtomakethemostoftheiropportunities.
F) A culture which encourages open and honest feedback to enhance performance and
development.
G) Theappointmentofcareercouncillorswhoseobjectiveistoprovideasoundingboardand
constantpresencetoencouragegrowthanddevelopment.
H) Reward system that is linked to performance and supports the messages of skills and
competenciestobevalued.
I) Aseniorexecutivedevelopmentprogrammethatprovidesstretchandchallengetopotential
futureleaders.
SECTION4:AREASFORFURTHERCONSIDERATIONS
Thefollowingissuesmaybereflecteduponfurthertopreventthembecominginthefuture:
A) Retentionofgoodpeople.WhilethereiseffortwithinAccenturetocreatingacommunity
thatisabletobindthevirtualnatureofconsultingtogether,thereisalsoahighlevelof
turnoverthatmaybeconsideredtobegood.Howeverthereisthepossibilitythatgood
peoplearealsoleaving.Theremaybesomebenefitinprovingalittlemorestructureto
articulating what the longer term career prospects might be and what the rewards
associatedwiththeseare.
B) Flexibility of process. One of the features of Accenture which is similar to other
professionalservicesorganizationsisthatconsultantsareaflexibleresourceandtokeep
connectedtothemrequiresastrictadherencetoaprocess.InAccenturetheperformance
managementprocessiswellunderstoodandexecuted.Howeverasaconsequencethereisa
possibilitythattheprocesspreventssufficientflexibiltytocopewithoutstandingtalent.This
maybeachallengeforthefuture.
C) Career path for experts. The specialist expertise of some individuals may not be fully
recognizedwithinahighlydynamicpromotioncycle.Inanenvironmentwhereadaptibility
is valued those who have developedexpertise in one discipline may find it difficult to
understandhowtheyareproperlyvalued.
D) Geographic integration. The performance management process within the Human
Performancepracticeisstrongandindividualsaswellastheglobalorganizationhavean
opportunitytocreatemovementandgrowththroughopeningopportunitiesacrosstheglobe.
E) Successionplanningofseniorroles.Theprocessofsuccessionplanningatthemostsenior
levelsislessclear.Thereisthepotentialforthislackofclaritytodemotivatepeolewithin

thistalentpool.Thisblockisalsovisibletomorejuniorlevelswhichcouldbeimportantas
theymakecareerdecisions.
F) Leadershipdevelopmentforjuniorlevels.Theseniorleadershipdevelopmentprogrammeis
viewed as being extremely positive within junior levels. The introduction of a similar
opportunitymaybeanadditionalvehicletoattractinganddevelopingoutstandingtalent.
SECTION5:MYSTORYATACCENTURE
BeforeijoinedAccenturethreeyearsagoihadspentfouryearsasaHRmanagerwithalarge
multinationalfoodgroup.BeforethatIlefttheuniversityofWestministerhavinggainedameritin
strategicHumanResourceManagementaspartofmyfirstclassBusinessStudiesdegree.Thetime
in the frontline of HR really equipped me to deal with some very real people issues in an
organizationthatwasgoingthroughaperiodofhugetransformationalchange.
Thiswasahugelycomplexcompanythathadbeenbuiltupthroughtheacquisitionofanumberof
globalbrands.Eachbrandupuntilthenhadbeenrunasseparatebusinesses,withalltheassociated
overheads.WithanewCEOitbecameclearthatitwasuntenabletorunabusinessthathadsuch
duplicationofactivityintheareassuchasHR,marketing,R&Detc.Sowestartedamassive
programmeofeliminatingduplicationsuchthatonanationalbasistherewasjustonecompany
servicing all brands. It was a complex project involving not just restructuring but also a
transformationinwhichthevariousdivisionsworkedtogether.Iwasthrownrightintothethickof
it.IhadtorecruitanewteamforthecountryIwasresponsiblefor.Ihadtoworkcloselywiththe
businesstoreduceheadcountbyathird.Whenthiswasalldonewethenhadtostartthereal
businessofgettingtheneworganizationtoworktogether.
Wemadesomemistakesbuttogetherwemadeahugedifferenceandtheorganizationhasreturned
togrowthwhichisexceedingthesectoraverage.Thisgavemeahugebuzzoncethebusiness
settleddownIfoundmyselfdoingmoreofthedaytodayHRworkwhichfranklyInowfoundless
thaninteresting.
AtthisstageinmycareerIthoughtitwastimetomakeamove.Iwasattractedtoconsulting
becauseIwantedtogetanimmersioninavarietyofsectorsinternationallyandquickly.Fromwhat
Iknewoftheconsultingworlditwouldgivemetheopportunitytorepeataspectsoftheworkwhich
Ifindinteresting.Istartedbylookingatvariouswebsitesandwasstruckbythethoroughnesswith
whichAccenturehadpaidattentiontocreatingapropositionwhichseemedtogivemeeverythingI
wanted.Itlookedlikeacompanythathadvalues,thatwaspreparedtodevelopandtrainitspeople.
Beingaglobalorganization.ItwasalsoveryperformancefocussedandIlikedtheemphasison
individualcareerprogression.JustfromthewebsiteIcouldseewhatIcouldexpectfrommycareer
andhowlongitwouldtake.
IappliedtotheHumanPerformancePracticeintheUKandwentthroughathoroughrecruitment
processwhichgavemetheopportunitytomakesurethatIwastherightfitaswellasthemdoing
thesame.WithindaysofmejoiningAccentureIwasassignedacareercounsellorwhoIwastold
wouldbemeguideandcoachthroughoutmycareer.EvenfromthesefirstfewweeksAccenture
demonstrated its commitment to my development. I had almost four days just devoted to my
orientation.ItwasagreatexperiencebecauseIgottomeetagroupofpeoplewhowhilstcamefrom
verydiversebackgroundswouldbealsobemypeergroup.Itfeltlikeacommunityallready.
This feelingofbelonglingtoacommunityis veryimportantatAccenture.Therearesomany
groupsandseminarsthatyoucanjoinnotjustfordevelopmentbutalsotocreateanetwork.The
consultingworldisverydifferentformcorporatelifeandIquicklyvaluedtheeffortthecompany
placedinmehavingasupportnetwork.Ifindmyselfworkinginverydifferentprojectsmostof

whichlastabout34months,butIcanfindmyselfoneminuteworkinginDublin,thenextin
GermanyandthenhavingtimeinLondonwaitingforthenextassignment.ButasaconsultantIfind
myselfworkingasapartofaclientprojectgroupthatputsmeinthefrontlineofwork,doingwhatI
mostenjoy.
ForthefirsttimeinmylifeIfeelIhavejoinedacompanythatwillallowmetohaveacareer,
ratherthanjustaseriesofroles.Ifeelabletoplanmydevelopmenttoenablemetoworkupthe
ranks,gainingskillsandfriendsasIdoso.Iseemyselfbecomingamentortothosestartingout
theircareersandamanagertothosestrivingtoachievetheirnextlevels.Iamlookingforwardto
whateverchallengeisthrownatme.
Weareveryfocussedonperformance.AttheendofevryprojectIsitdownwiththeprojectleader
andwegothroughafairlystructuredprocessoffeedbackandreviewagainstmyobjectives.Whilst
thisisatoughprocessitisveryfairandIknowwhereIaminrelationtomypeers.Italsogivesme
asenseofwhatIcanexepectintermsofpromotion.Imakeitaprioritytositdownwithmy
cousellorasoftenaswecantoreviewthefeedbackthatIhavehadoverthelastsixmonths.Upto
now I have had great feedback and I am hoping that I will be up for promotion at the next
promotioncycle.IseemtobedoingwellcomparedtomypeersasIgetregularlyassessedinthe
top25%withinmypeergroup.IamnottoldexactlythatIamregardedastalentorwhatmylong
termprospectsare,butthisisnottoomuchofaproblemsinceIhaveseenwhathappenstopeople
aroundmeandtheyseemtotakeeveryopportunitytoprogress.IamalsoveryawarethatIam
developingforthefurtureandwhoknowswherethingsmaygo.AllthatiscertainisthatAccenture
consultantsareindemandandaresupported,developedandalthoughit'stoughIknowthatifIput
inthehardworkIwillgetthechance.
ThroughoutmytimewithAccenture,Ihavehadahugerangeoftrainingresourcesmadeavailable.
Ihaveatrainingbudgetandaccesstoatrainingintranetmylearning.comwhereIcanmonitor
myprogressandcreatemyownpersonalcurriculumanddevelopmentplan.Icanalsoaccessthe
AccentureKnowledgeExchange.Thisislikeanonlineencyclopedia;theExchangeisamineof
informationthatisrelevanttomyworkandmyclient'sbusinesses.