The problem addressed by the campaign:
There is difficulty in building consulting talent fast
enough to meet demand in rapidly growing small, often remote, offices.
- Lack of brand recognition makes it
difficult to recruit top talent in new and unfamiliar markets, such as Beijing
- It is often hard to staff the full
organization pyramid locally to the extent required for effective operations.
- There is a need to ensure that
remote offices operate, grow, and develop through a common culture.
- Experimental hiring in new and
remote markets, such as Dubai, presents a risk.
As a global firm, reliant on top specialist expertise,
Oliver Wyman uses a global staffing model that gets the right expertise where
it is needed, irrespective of where that talent resides. Staffing of new and
remote regions needs to accommodate to that model and allow early career
professionals to get exposed to these environments both to grow professionally
and to deliver needed capability.
Conclusions and Recommendations:
returning employees to their home country, be sensitive to the effect this will
have on the host country. In Dubai,
partners and staff were very disappointed about losing consultants.
victories to the organization at large to build understanding, momentum, pride
people carefully: placing Westerners in a different environment does not work
for everyone. This requires maturity,
genuine interest in other cultures, tolerance and curiosity.
- Invite people to express interest
versus quietly tapping them on the shoulder. Transparency during the selection
process builds trust and enables you to find the best-suited talent. It also builds excitement and support in the