Don't do it! Stories from two years as an S&O analyst - Consultant Deloitte Employee Review

1.0
Aug 1, 2017
Recommend
CEO approval
Business Outlook

Pros

-business analyst and consultant community is fantastic -some projects reasonable -some managers were awesome (unfortunately, few and far between though)

Cons

A few quotes that sum up my experience: -"By nature of the profession we all chose to be in, we must be responsive to our clients 24 hours a day." -Senior Manager -"Not a lot of fulfillment in this job - making rich white men more rich. But you can make a lot of money." -Principal -“You can take a break for dinner.” -Managing Director Toxic culture and values: -Self-serving, everyone for themselves mentality -It's all about sales and what you can do to sell the next project. It didn't seem like leaders on my teams really cared about long term value for clients -On multiple projects, I had managers who spoke negatively of clients, talking about them being stupid or making fun of them in some way -I had managers (on multiple projects) that misrepresented information to clients / mislead clients into believing things that weren't true Projects: -Projects are mundane and boring -Stereotypical of why people hate consultants. For example, doing work that is supposed to be an “independent point of view” but not actually doing any analysis then just taking exactly what the project sponsor wants and pitching it to other functions as “an independent point of view” or teeing up the sale of a multi-million dollar technology implementation that the client may or may not even need (hard to tell, considering we didn't do any real analysis) -Very little can be trusted in a proposal. What you’re seeing is a deck of recycled slides that have been reformatted, a bunch of logos of “big name clients” (that this project team hasn’t personally served) and a bunch of senior Deloitte people with expertise in the area (that won’t actually contribute to the project beyond the sale) Work (for a BA in S&O): -Expectation is more about hours spent in front of a laptop rather than getting actual work done. From my experience, it seemed like many people were doing 4-5 hours of real work a day while being forced to sit in front of their laptop for an additional 10-12 hours -No ownership of work; no autonomy -Difficult to get feedback from managers. In my experience they never made time or constantly rescheduled (until the project was done) -Almost entirely project management and slide making -Being a task rabbit (getting lunch for your manager, printing documents, etc.). On one project, the manager had me get him his lunch every day for the entire project -Managers will not let you bill your actual hours (even if it’s a fixed fee project!). This means you’ll be logging 45 hours in the system while working 60-70 hours a week. And note that the hours logged do NOT affect the billing to the client on a fixed fee project. This is literally a partner taking advantage of the people they call “staff” or “resources” to maintain profitability on their projects. And it’s a sorry excuse to understaff projects then overwork the team

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Cons

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5.0
Aug 4, 2014
Recommend
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Pros

These folks know exactly what they are doing. They set high standards, and consistently deliver. Their project expectations and planning is excellent. The top level management folks are extremely smart and have a great sense of vision and planning. If you go to company social events (which are very frequent by the way), it is quite easy to have conversations with upper management people (Partners). Deloitte's hiring pattern is very consistent. For the young starters, they hire smart, well spoken, and subtly aggressive candidates. They have excellent training and knowledge management. They have a well oiled and empowered HR and Tech Support group. Things get done pretty fast. Their paid time off program is really great, and pretty straight forward. No messing about. They have a big social responsibility program that encourages volunteering. It also presents a great opportunity for youngsters to take event organizing responsibilities. This can be very very useful. Once, I volunteered for an event where we painted rooms for an orphanage center. There was a young guy who did the organizing. We were 10-12 people, with 3 senior executives actually doing paintwork. Quite unique. I have personally seen that Deloitte's top talents tend to start young, spend a 3-4 years, then take a hiatus to pursue a Graduate Degree (typically an MBA). The firm sometimes re-hires these consultants after their MBA with generous financial incentives. They offer much better packages to folks graduating from top universities. Sometimes they can offer huge joining bonuses. I worked in the IT consulting division.They tend to get top-end projects. On projects, the average age seems pretty low. A lot of 20-somethings, then there are a handful of 30-40 year old people and some senior Management folks. Beginner salaries can be a bit low. (which is expected. It takes some time to build credibility in the Consulting business) Overall, a great place to start your professional career. If you pay attention, you will get seasoned very quickly.

Cons

Work-life balance can become poor, especially during tight project timelines (This is expected in the Consulting Business). The employees have a significant amount of "firm-internal" training and knowledge contribution tasks. There are annual goal expectations. It can get tedious if you continuously work on high demand projects. There is intense competition, especially during targeted promotion/milestone years. There can be some backstabbing. It's part of the experience. It is not as bad as it sounds, and seems manageable. A lot of times, being young and inexperienced has it's flaws. The company has a simple way of seasoning consultants. They get pushed into high pressure situations, and they learn fast, and quickly start managing their own work. But they tend to be blind towards intricate details, especially in complicated IT product implementations. This has an interesting effect. If someone is able to do the hands-on work, everyone else tries to piggy-back on that person for their actual work. The hands-on guy gets overwhelmed, and others try to use him/her as a key resource. -- I personally went through a crunch project, and found a number of people "managing expectations" (piggy backing), while a handful of people actually knew the end-to-end solution and did the hands-on work. This created a lot more work and mental anguish than needed. Because of the expressed pressure, the hands-on guys have a hard time building and growing their reputation and subsequent performance evaluation rating. This also affects the project execution timelines. IMPORTANT: Make sure you thoroughly read through your employment agreement and understand the implications. In recent years, they have started hiring for specific projects ONLY. This falls under a particular "AMS service line". In this case, if your assigned project gets into a problem, you are exposed to the risk of employment termination. Their HR and Management are very helpful, and they will try to get you a new project. But there are several constraints like location, your skills, and limited time. I went through this, and it was somewhat unnerving. This was one of the reasons I ended up leaving the company.

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