The fact that a multi-service firm the size of Accenture could, for the first time ever, make the Best Firms to Work For list is impressive in and of itself. But add to that the fact the firm excelled in the areas of Culture and Work/Life Balance and one can begin to appreciate the changes that Accenture has undergone lately.
"I think what it means overall is that we have—both inside and outside—a very strong and favorable opinion of the firm," says Steve Rohleder, chief operating officer of Accenture. "I think it's a reflection of our corporate commitment and what we try to do in terms of emphasizing our core values. I really think it's fundamental to our culture that we aspire to and try to replicate. That's what's important—as you expand and scale a firm like ours its important that core values and culture permeate the entire organization."
From a Work/Life Balance perspective, Rohleder says Accenture has made conscious effort—from the top down—to make sure its consultants aren't burned out.
"I think we've been much more visible and direct about the importance of [a healthy balance]. I think we give people the flexibility to work from different environments. People are more free to work from home, as long as they're providing exceptional client service, it's important to do that," Rohleder says.
In addition, he says Accenture has started formalized programs that focus on moving people on and off of engagements based on where they are in their careers and as they move through different phases of their lives.
"It's working. It's taken some time to get there, but people really internalize it when they see examples of it in action," Rohleder says. "And that, of course, also leads to a more positive culture."
Another cultural boost, Rohleder says, is that Accenture refused to cut training and development, even though it would have been so easy to do in the current economic environment.
"One of the fundamental principles we've stuck to is that we will not cut training. We may adjust how we deliver it, and we may look for more efficient ways to make sure our people are getting the best training, but at the end of the day it's part of our employment contract we make with our people," he says. "You will be given training, you will be given stewardship and you will be given the opportunity to lead."
It's no wonder, then, that Accenture ranked No. 6 of all firms in terms of Career Development. Rohleder says the firm will invest over $900 million in training this year, which equates to more than 13 million hours of training for the workforce.
"Our people get that," he says. "In these times it's easy to cut, but we haven't because it's so fundamental not only for today but for our future. When we come out of this thing, that continued investment [we've made] will position us much more competitively in the marketplace."
—Joe Kornik
| PRACTICE SPOTLIGHT Public Sector Accenture's debut on the Best Firms to Work For list in 2009 was buoyed by the survey results from the public sector practice. Larry Solomon, group chief operating officer for the Public Services practice, says he "could not be prouder" to be part of such a highly regarded company and practice area. "I believe the results are a testament to the dedication and passion of our people who come to work every day with a mission to help transform the delivery of public services and improve the way the world works and lives," he says. "In these tough economic times, citizens are relying more and more on their governments to provide a range of critical Solomon says the men and women of Accenture's Public Service operating group are motivated by their commitment and passion to help clients improve the social and economic condition of the citizens they serve. "Our people never lose sight of their mission and the positive impact they can make when delivering results for our clients," he says. |
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