Developing Professionals

Topic : Talent Management

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 Syndicate 4

Rennys Amalia Joseph Radiant Yuli Hidayani Philip Anugrah

Siregar

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Promoting Along Recruiting Talented
BCG’s Track Candidates

BCG People
Process

Nurturing Their
Professional Performance Reviews and
Development Developmental Feedback

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 01

05 02

Career Development
Committee (CDC)

04 03

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 1
Officers

Managers, 36 months (range 2

33 to 45 months).

3 Project Leaders, 21 months

(range 18 to 24 months)

Consultants, 24 months 4
(with a range of 21 to 30 months).

Associates, worked for two or three

years before being promoted to consultants
or going for an MBA degree.

Career Progression
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Professional Development

Lorem
Staffing1 Lorem 2
Training

● Staffing offer consultants the ● Professionals engaged in

frequent formal training sessions
opportunity to build skills
on qualitative and administrative
● Draw and develop analytical topics
abilities and analysis ● Socializing, building a network,
and developing a sense of BCG
● Staffing pattern determines
as a firm
whether you are going to be
perceived as generalist or
specialist

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 Project
Lorem
Leaders
ipsum

Consultant
Feedback and
Lorem ipsum congue
Performance
Reviews

Lorem Lorem
Officers Managers
ipsum ipsum

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 Meeting with
their advisee
Review by CDC
consultants on
advisor
semianual (2x
per year)

Performance
CDC advisor
review
give the CDC
submitted by
review,
superior at the
developing plan
end of project

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CDC & Mentor

Career Development Committee Mentor

- Formal - Informal Counselor

- Semiannual meeting
- Formal evaluation for developing
plan
- Varied meeting
- Common question about personal issues
and professional development, or what can
the firm do?

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Excellent Ability to interact Fit with BCG
analytical to: value and culture
problem-solving ● Clients
ability ● Colleagues

Core Values Consultants

Needed to Promoted

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 JOSH COOPERSMITH

Analytical PS Interactions Fit Value & Culture

Reasons - He acknowledged that I - “I was disheartened when - All the training and hand-
had a strong consulting my manager gave me a holding in the first few
skill set. three on my performance weeks had seemed a waste
- Coopersmith for giving review,” recalled of time to me.
110% of his time. Coopersmith. - “He told me that I had ‘an
Coopersmith’s advisor - Advisor suggested that I try arrogant demeanor’ and
observed that if he to work more with my team that I should try harder to
continued to work at the members and make my be a team player.”
same pace that he should logic more transparent.
expect to be promoted to - “I don’t know if Josh feels as
project leader by April if he does not need me or
2002. does not want to talk to
me,” rued Glassman.

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 ERIC WONG
Analytical PS
Reasons - Advisor recognized his
“hard work and dedication”.
- He needed to be open
receiving and focus on
developing presentation
and client skills, suggested
to take speaking class
Interactions Fit Value & Culture
- His team member liked - Wong was also bothered
him and his desire to by another, more personal
improve was obvious issue.
- “I don’t know what to do
- His staffing coordinator
or to whom to turn for
would approach him advice. But I don’t want
whenever people here to think that I
manufacturing projects can’t handle hard work.”
came up because he
was viewed as a
“manufacturing guru”
in the Hong Kong
office.
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 MICHAEL NELSON
Analytical PS
Reasons - Nelson was unable to politely
push on client executives to
get data in sufficient detail to
do proper analysis.”
- Nelson received a four on his
performance review
- Probing through to the right
level of analysis and figuring
out how to filter out the
unimportant information was
difficult.
Interactions
- Nelson needed to work on
his presence in client
situations, slide writing,
communication, and
knowing how deep to go
in analyzing problems.
- Although Nelson worked
hard on my part of the
project, he had very little
client contact. Nelson felt
all along that I was behind
the others in the team and
was just desperately
trying to catch up.
Fit Value & Culture
- Nelson enjoyed recruiting
process, and the creatives,
quick thinkers at BCG seemed
to fit his profile well.
- Nelson had made a good start
on the case, he had been
coasting of late and not
delivering all that he could. “It
had been a long year. I had
traveled a lot and worked
harder than I ever had. I was
tired. I guess I had started to
do just what was asked of
me—nothing more.”
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 MADALINE LAGARDE
Analytical PS
Reasons - “She is brilliant, but seems
somewhat unhappy.”- Eric
Peret
- “Madeleine could be this
office’s next star”-CDC
Review
- Lagarde received a two for
her effort and was
complimented on her
“dedication to the work,
drive to succeed, team
spirit, and humility,” with
the area for improvement
being “allow yourself to
have more fun in your
work.”
Interactions Fit Value & Culture
- She continued to had - She received compliment
that nagging feeling “Dedication to the work,
- She felt that she was drive to succeed, and
became prisoner of a humility..”
vicious style - “Allow yourself to have
more fun in your work.”
- “Madeleine has been
happy to meet with me
but does not talk much
about herself,” Peret
remarked.
- Many consultants, and
even some managers,
in my office joked that
they were “in awe of”
my work.
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Expected Progressions on BCG Core Competencies

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