Market conditions

By Rachel Duk.

I confess: I was utterly enchanted by Disney’s remake of their classic film Beauty and the Beast. In common with my fellow cinema-goers, I sought solace from the ongoing political debacles in the UK in a French wonderland of singing candlesticks and talking teacups. And in a happy coincidence, my mind was allowed to linger in that particular universe for a little longer, as the next day I boarded a Paris-bound Eurostar to talk to some of our customers about the France consulting market. While I prepared myself for the day ahead—the soundtrack still ringing in my ears—it began to dawn on me just how many parallels existed between Beauty and the Beast and the France consulting market.

By Alison Huntington.

This article was originally published in HR Review on 20th March 2017

The definition of success is different for everyone. For some it’s a lofty title and six-figure salary; for others it’s feeling like they’re making a difference. Others want a fulfilling career alongside the other important things in life: friends, family, and generally having a life outside work.

While each person has their own vision of what success looks like, the £100bn+ global consulting sector has a very set measure of success for its staff: revenues generated. Assessment of staff at consulting firms from manager grade (the middle of the consulting ladder) upwards can broadly be summed up as “bigger is better”—the more work a consultant has brought in over the course of the year, the higher the rating in their appraisal.

By Edward Haigh.

61%.

That’s the proportion of clients that we surveyed in the US recently who said that they were already involved with, or planning, initiatives related to artificial intelligence (AI), furthering the idea–currently being pushed by people from Silicon Valley to Washington and beyond– that we stand at the cusp of a new wave of automation.