Interviews
- »Consulting One on One with Romil Bahl
In the January/February edition of Consulting, we examined how American Express is formalizing a consulting business around the data mining and analytics it is performing based on its unique access to aggregated consumer credit card usage information. In a similar vain, PRGX (formerly PRGX-Schultz) is looking to expand its consulting offerings by data mining the aggregated data it has collected on the business-to-business transactions in the retail and healthcare markets as part of its profit recovery audit business. To learn more, Consulting’s One on One sat down with PRGX CEO Romil Bahl. Bahl joined the firm a year ago. He previously co- founded Infosys and was recognized by Consulting as one of the Top 25 consultants in 2007.
- »One on One with OMNI's Frank Bernhard
The merger and acquisition market is way down from its peak a few years ago, but there are still significant consulting opportunities for well-positioned firms. To better understand the upside to the down M&A market, Consulting’s One-on-One sat down with Frank Bernhard, OMNI Consulting Group’s managing principal for its telecommunications, media and technology practice. His 20 year-old M&A firm grew by 7.8 percent in 2009, far outpacing the sluggish market.
- »Out of Office: Roz Savage
After 11 years as an IT consultant, Roz Savage knew she wanted to take her life in a new direction. But little did she realize she’d be charting a new course in a kayak.
- »Ingenix CEO Says He’s Bullish On Healthcare Opportunities
In November, John Nackel was named CEO and executive vice president of Ingenix Consulting, a 1,000-person firm providing services focused on hospitals, health plans, physicians, employers, government agencies and pharmaceutical companies. Consulting sat down with him to discuss the healthcare marketplace.
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10
15
2009
»One on One with Point B's EJ Blanchfield
 As the economy improves, most consulting firms will brace themselves for a spike in staff attrition. Firms that have sacrificed firm culture and employee satisfaction in the hopes of driving greater profitability during the downturn, probably have the most to fear. Other firms, like Seattle-based Point B Solutions Group, who have remained focused on retention efforts throughout the downturn, probably have less to worry about. To find out more about why Point B has one of the profession’s lowest rates of employee attrition, Consulting’s One-on-One sat down with the firm’s Chief People and Talent Officer E.J. Blanchfield.
Consulting: How has Point B’s value proposition to current and prospective employees evolved?
Blanchfield: A few years ago, we decided we needed to come up with a bigger picture, a bigger promise to our employees. At the time, we had a number of initiatives, but wanted to come up with a cohesive package. We started with a set of guiding principals that serve as a framework to help us make decisions. It keeps us on course. And, in the end, helps us to communicate the change.
We decided to focus on firm culture and be disappointed if we’re not seen as a leader in culture. And we used that goal to direct our investments and business decisions. We asked ourselves if we truly knew what our associates would like and value. We want them to think of Point B as a long-term employer. And we want employees to be stronger as a result of tenure at Point B. And we stick to those goals. We don’t pursue business opportunities that run counter that. We are not afraid to turn away work.
Consulting: What’s the result of these efforts?
Blanchfield: Currently, we have a six percent attrition rate – that’s total attrition, voluntary and involuntary. It’s down a little bit because of the economy, but it’s been in the single digits the last four years—usually in the seven to nine percent range.
That number includes those that we’ve counseled out. But it also includes those that have left because of amazing opportunities. We lost someone to become the CIO at a great healthcare company; another is a CEO of a new start-up. Part of building up our consultants’ skill sets is to build leaders. And that’s okay with us because they become our buyers. We put a lot of emphasis on alumni events and make sure that everyone that leaves has a very soft landing.
Consulting: When a lot of firms talk about attrition, it’s really about compensation. What role do salaries play at Point B?
Blanchfield: We don’t want money to be the reason why someone joins or leaves our firm. Compensation is important, but if someone is trying to earn the most in the profession, this may not be the best firm.
What we think is more important is how we incent behavior through our annual bonuses. For us, it’s all about outcomes. If you’re tapped with deploying a system, you’re incented based on the client’s results, not the number of hours you spent on the project. The bonus is quantified by documenting all the work our associates are doing and measuring the outcomes. Every associate sits down with a senior or practice director and discusses their individual bonus. We discuss what led to the client outcome and how that translates into the compensation.
Consulting: How is career development treated differently at Point B?
Blanchfield: After that bonus conversation, the partner or practice director then asks, ‘What do you want to achieve this year?’ Some of our consultants want to start a family and therefore might want to work less. Others say they are saving up for a house and would like to work more. We strive to accommodate their needs.
We then check in on the progression of that goal somewhere in the middle of the year. And throughout the year, we encourage communication. Development and work/life balance needs can change at anytime. And we want folks to let us know when they want to be more or less involved. I got married just before my first year at Point B. I wanted to enjoy the first phase of married life. I took a few months off to travel. And then, after awhile, I asked to get plugged in more and got more involved in recruiting and orientation. The next year I lead orientation.
Before coming to Point B I worked for a large, more-traditional consulting firm. If I had said that I wanted to take time off to travel at my prior firm, my manager and I would have both felt that I was not a good fit. But at Point B, that level of flexibility is encouraged.
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