EMPLOYEE AMBITIONS DRIVE DEVELOPMENT AT WEST

MONROE PARTNERS

A key stakeholder group for any organization is its employees, and technology
consulting firm West Monroe Partners is highly committed to that area of social
responsibility. The organization was founded on the four partners' vision for an ideal
consulting firm, with values such as diversity of thought, quality over growth, and practical
innovation.

Treating employees well is also practical. Technology strategy is a valuable skill set;
furthermore, the employees in West Monroe's 10 offices share in the ownership of the firm.
Therefore, says Chief People Officer Susan Stelter, the company is committed to the idea that
employees "have to be engaged in work, cultivate meaningful relationships here, and believe
that we are an organization that will challenge them to learn and grow."

Maintaining such a culture requires a strong program for employee development. The
foundation of development at West Monroe is what the firm calls the Three Year Letter, and
it starts with the employee. Each West Monroe employee writes a description of what he or
she hopes to accomplish over the three years ahead. Then the employee and his or her
manager meet to discuss the employee's goals and how the manager can support the
employee in realizing them-even if they include leaving the firm in the long run.

Job experiences also play a role in employee development at West Monroe Partners
and demonstrate social responsibility to community stakeholders. West Monroe's 1 + 1 + 1
program budgets for giving 1 % of employees' time in volunteer hours, 1 % of its employees
to work for nonproof its at no charge, and 1 % of its profits in charitable contributions. The
firm has established the Fischer Fellowship, which pays several employees a year to do
volunteer work for three to six months anywhere in the world. Employees selected for the
fellowship tackle difficult problems and may collaborate with their colleagues in the firm. For
example, an employee who taught computer and technology skills in Ghana worked with
experts in the company to get the dilapidated equipment up and running and got ideas for
sustainable energy from consultants in the energy and utilities practice. Another consultant,
Tricia Anklan, worked on improving water quality in rural Nicaragua. She credits the
program with making her a more inspirational leader, and motivating people in the
community to act, because it was obvious she would not be able to solve the problem on her
own.
 Another job experience program focuses more specifically on leadership skills. The
so-called "chiefs program" invites employees to submit proposals for what they want to be
"chief' of for up to two years. They must prepare a budget and a charter (statement of goals
and principles), and recruiting members for the team is the applicant's responsibility as well.
The chiefs programs must support the organization's culture and bring employees together.
For example, the chief adventure officer in the Chicago office has planned a variety of fun
and challenging outings for employees, the chief hot sauce officer provides a variety of
options to make lunchtime a spicier occasion, and the chief green officer has introduced eco-
friendly measures that other offices of the firm have picked up. While some chiefs are already
in the management ranks, the program also provides junior employees with their first
experiences in budgeting, planning, and cost control.

QUESTIONS

1. For employees pursuing protean careers, how appropriate is West Monroe Partners'
development approach? Explain.

2. What development methods not mentioned in this case could also help prepare consultants
for a larger leadership role in the organization?