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In conclusion, it is important to mention that the HR systems and tools in consulting firms are tending to shift towards those in traditional industries (Graubner and Richter 2003). Nevertheless, we believe that the specifics of consulting services are quite distinctive and thus HRM in such companies will keep its unique features.

Surveys show that we are perceived as an extremely attractive employer. This pleases us, of course, but it also obligates us. We must constantly develop our human resources work in such a way that we can continue to offer our employees the outstanding opportunities that will keep them excited about our firm.

Our human resources work has not stood still in recent years, and it is not going to do so any time soon. Similar to a client project, we continuously monitor current benchmarks for outstanding, motivating human resources development activities. We take the elements we consider to be reasonable and relevant — both for the satisfaction and growth of individual employees and for the firm’s objectives — and develop internal concepts for implementing those elements in harmony with our particular environment. We regard this form of innovative and active human resources work as our duty.

The Accenture HR organization has played a significant and driving role in the creation, roll-out and execution of the leadership development program. Even though each employee is responsible to develop his own leadership capabilities with support of his/her leadership team, HR ensures functioning and continuous improvement of the program. The rate and easiness with which the Accenture HR teams have incorporated the Leadership Development Program is a proof for the professionalism and the flexibility of the Accenture HR organization.

The Leadership Development Program is a comprehensive concept. Its elements are consistent and coherent for employees on all levels. The HR-driven processes which integrate the principles of the Leadership Development Program make Accenture HR best practice regarding leadership development.

We found that back office staff and consultants differ in their self-reports of employability: consultants see themselves as more employable than back office employees. We found that from the perspective of employees there is room for improvement especially with regard to activities related to identity growth and self-organization. In other words, individual development activities are doubtless taking place but individuals do not seem to follow an employability development master plan where they have established clear goals and strategies for themselves. We also found that participating organizations mostly do not offer those HR instruments that are geared at offering support with developing such a master plan for all employees. We therefore propose for consultancy firms to engage in some activities that are introduced specifically for the purpose of facilitating employability. We also propose to provide support mainly on the basis of a vulnerability principle. Internal mentoring programs focusing on employability and/or supporting access to external career advisors present two options for further developing organizational employability offers in consulting firms.

Ninety years of service to the world’s leading corporations have shown that work as a consultant offers an ideal environment for strategic thinkers, those with an ability to solve problems, show flexibility and have a desire for continued professional training. The range of activities is challenging. It requires of each individual that he or she is aware of these demands. The “Booz Allen Way” offers attractive and demanding work, an international corporate culture, a supportive environment — and inspires every individual.

Efficient employer branding requires innovative methods of personnel market research to control and target the employer attractiveness of consultancies. Preference matching can be used to determine the specifications potential applicants have for attractive employers and to define the selection and decision-making process of applicants as realistically as possible. The information gained from this matching process is then turned into precise recommendations for the successful employer branding of consultancies and other companies.

Surveys show that we are perceived as an extremely attractive employer. This pleases us, of course, but it also obligates us. We must constantly develop our human resources work in such a way that we can continue to offer our employees the outstanding opportunities that will keep them excited about our firm.

Our human resources work has not stood still in recent years, and it is not going to do so any time soon. Similar to a client project, we continuously monitor current benchmarks for outstanding, motivating human resources development activities. We take the elements we consider to be reasonable and relevant — both for the satisfaction and growth of individual employees and for the firm’s objectives — and develop internal concepts for implementing those elements in harmony with our particular environment. We regard this form of innovative and active human resources work as our duty.

Given that Junior Enterprises are exclusively organized and sustained by students, they cannot revert to a constant team. For this very reason, a higher fluctuation is quite normal and the considerable burden for students who are engaged in intensive studies need to be recognized as a source of possible problems. This challenge requires a systematic and creative approach to the creation respectively conversion of concepts. The existence of Junior Enterprises since the 1960s shows that the chosen way leads to success.

Efficient employer branding requires innovative methods of personnel market research to control and target the employer attractiveness of consultancies. Preference matching can be used to determine the specifications potential applicants have for attractive employers and to define the selection and decision-making process of applicants as realistically as possible. The information gained from this matching process is then turned into precise recommendations for the successful employer branding of consultancies and other companies.

The Accenture HR organization has played a significant and driving role in the creation, roll-out and execution of the leadership development program. Even though each employee is responsible to develop his own leadership capabilities with support of his/her leadership team, HR ensures functioning and continuous improvement of the program. The rate and easiness with which the Accenture HR teams have incorporated the Leadership Development Program is a proof for the professionalism and the flexibility of the Accenture HR organization.

The Leadership Development Program is a comprehensive concept. Its elements are consistent and coherent for employees on all levels. The HR-driven processes which integrate the principles of the Leadership Development Program make Accenture HR best practice regarding leadership development.