- Published: October 31, 2021
- Updated: October 31, 2021
- University / College: Clemson University
- Level: Doctoral Studies
- Language: English
- Downloads: 33
Case: Accenture What could Accenture do to reduce the number of consultants who leave to work for client firms? Would those strategies have any unintended drawbacks?
To reduce the number of consultants who leave to work for client firms, Accenture could offer bonuses and incentives for employees who stay with the company long term. The chance of promotion is also a great way to retain talent because those consultants would more likely to choose to stay rather than leave if they had some certainty about the future. The only unintended drawback to this is that consultants could lose motivation to work hard, as the firm would do anything possible to keep staff.
2. Can you think of any “silver lining” for Accenture when consultants leave to work for clients? Can such situations benefit the firm in some way?
The only “silver lining” for Accenture when consultants leave to work for other clients is that Accenture can then strengthen its relationships with those clients. As ex-employees are working for clients, Accenture can use those previous relationships to strengthen the client relationships.
3. Some companies are reluctant to institute formal programs like Accentures career counselors, assuming instead that advice can be passed down informally by supervisors. What are some arguments for formalizing the process the way Accenture has?
One argument for formalizing the process the way Accenture has is that there is an incentive to becoming a counselor. Counselors have the potential to make extra on top on their salary, and this applies for new hires who one day may also become counselors.