個案資料
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Robertson & Davies Management Consultants - Toronto Office
內容大綱
A managing partner of a leading management consulting firm did not receive an anticipated promotion and is considering leaving the firm. The seven partners of the firm had recently held a Partners' meeting to discuss professional staff performance and to finalize salaries and promotions. The managing partner had been with the firm for six months and had joined the firm after working for five years in the telecommunications sector. His direct superior thought highly of him and his performance and agreed to support him at the partners' year-end meeting. However, most of the other partners did not feel that he met all of the expectations of a senior consultant. They specifically felt that he did not satisfy the total firm and RDMC participation category on the firm's performance matrix which listed the criteria for promotions within the firm.
學習目標
<ul><li>To develop an understanding of how promotions are made and decided in some management consulting firms.</li><li>To generate discussion about the function of appraisal systems in professional service firms and how they affect the performance levels of professional staff.</li><li>To discuss the relevance of various performance criteria in evaluating non-partner professional staff in a management consulting firm.</li></ul>