A Case Study of Royce Consulting
1.0 BACKGROUND OF ROYCE CONSULTING
Royce Consulting is an international consulting firm whose clients are large corporations, usually with long-term contracts. Royce consultants are employed by a wide range of industries, from manufacturing facilities to utilities to service businesses. The firm has over 160 consulting offices located in 65 countries. At this location Royce employees included 85 staff members, 22 site managers, 9 partners and associate partners, 6 administrative support staff, 1 human resource professional, and 1 financial support person.
For the most part, Royce Consulting hired entry-level staff straight out of college and promoted from within. New hires worked on staff for five or six years, if they did well, they were promoted to manager. Managers were responsible for maintaining client contracts and assisting partners in creating proposals for future engagements. Newly promoted managers were assigned an office, a major perquisite of their new status. During the previous year, some new managers had been forced to share an office, one of the managers was usually assigned to a long-term project out of town. Thus, practically speaking, each manager had a private office.
Royce consulting had a strong organizational culture, and management personnel were highly effective at communicating it to all employees. The culture at Royce Consulting was stable. Royce consulting had positioned itself to be a leader in all areas of large business consulting. Royce Consulting’s CEO articulated the firm’s commitment to being client-centered and that was done at Royce Consulting was because of the client. Other than that, new hires at Royce Consulting received extensive training in the culture of the organization and the methodology employed in consulting projects. Royce Consulting recruited top young people who were aggressive and who were willing to do whatever was necessary to get the job done and build a common bond. This kind of behavior continued to be
Royce Consulting is an international consulting firm whose clients are large corporations, usually with long-term contracts. Royce consultants are employed by a wide range of industries, from manufacturing facilities to utilities to service businesses. The firm has over 160 consulting offices located in 65 countries. At this location Royce employees included 85 staff members, 22 site managers, 9 partners and associate partners, 6 administrative support staff, 1 human resource professional, and 1 financial support person.
For the most part, Royce Consulting hired entry-level staff straight out of college and promoted from within. New hires worked on staff for five or six years, if they did well, they were promoted to manager. Managers were responsible for maintaining client contracts and assisting partners in creating proposals for future engagements. Newly promoted managers were assigned an office, a major perquisite of their new status. During the previous year, some new managers had been forced to share an office, one of the managers was usually assigned to a long-term project out of town. Thus, practically speaking, each manager had a private office.
Royce consulting had a strong organizational culture, and management personnel were highly effective at communicating it to all employees. The culture at Royce Consulting was stable. Royce consulting had positioned itself to be a leader in all areas of large business consulting. Royce Consulting’s CEO articulated the firm’s commitment to being client-centered and that was done at Royce Consulting was because of the client. Other than that, new hires at Royce Consulting received extensive training in the culture of the organization and the methodology employed in consulting projects. Royce Consulting recruited top young people who were aggressive and who were willing to do whatever was necessary to get the job done and build a common bond. This kind of behavior continued to be