1;Preface and Acknowledgements;5 1.1;The Volume Chapters;5 2;Contents;9 3;Introduction: The Importance of HRM in Consulting Firms;12 3.1;1 The Role of Human Resource Management in Consulting Firms;13 3.1.1;1.1 Introduction;13 3.1.2;1.2 A Framework for Literature Review;14 3.1.3;1.3 Results of the Review;15 3.1.4;1.4 HRM as Strategic Partner and Change Agent;17 3.1.5;1.5 HRM as Administrative Expert;17 3.1.6;1.6 HRM as Employee Champion;25 3.1.7;1.7 Conclusion;26 3.1.8;References;27 3.2;Appendices I, II, III and IV;29 3.3;2 The Consultant: A Clear Outsider's Inside View;35 3.3.1;2.1 The Management Consultant in Germany: A Job Profile;35 3.3.2;2.2 The Importance of Human-Resource-Management in a Knowledge- Based Sector;38 3.3.3;2.3 Further Education in the BDU;39 4;Part I: HRM as Strategic Partner and Change Agent;44 4.1;3 Demands and Challenges: Values and Value- oriented Corporate Culture;45 4.1.1;3.1 Kienbaum Consulting Group;45 5;Part II: HRM as Administrative Expert;62 5.1;4 Human Resources Management in International Consulting Firms: Distinguishing Second and Third Wave Company Patterns;63 5.1.1;4.1 Introduction;63 5.1.2;4.2 The Development of the Consulting Industry: Dynamics of the Employment Relationship in Consulting and the Internationalization of the Industry;64 5.1.3;4.3 Implications for Human Resource Management in Consulting Firms;71 5.1.4;3.4 HRM in International Consulting Firms: A Look at the Evidence;83 5.1.5;4.5 Summary and Outlook;90 5.1.6;References;91 5.2;5 Wanted: Experts on Strategy;95 5.2.1;5.1 Booz Allen Hamilton: The Company;95 5.2.2;5.2 Booz Allen Hamilton: Personnel Strategy;97 5.2.3;5.3 Booz Allen Hamilton: Human Resources "Best Practices";101 5.2.4;5.4 Conclusion;105 5.3;6 Managing Human Resources at Metaplan;107 5.3.1;6.1 Metaplan;107 5.4;7 Human Resource Management at Roland Berger Strategy Consultants;117 5.4.1;7.1 Introduction;117 5.4.2;7.2 Basic Principles of Our Human Resources Work;118 5.4.3;7.3 Selection and Appointment Process;120 5.4.4;7.4 Evaluation Principles;124 5.4.5;7.5 Project Work;127 5.4.6;7.6 Compensation;128 5.4.7;7.7 Continuous Training;129 5.4.8;7.8 Additional Programs;131 5.4.9;7.9 And When Staff Leave ...;133 5.4.10;7.10 Conclusion;134 5.5;8 How Students Manage Human Resources;135 5.5.1;8.1 The BDSU: Students Consult Companies;135 5.5.2;8.2 Students Deal with Personnel Matters;137 5.5.3;8.3 Students Develop Concepts;141 5.5.4;8.4 Conclusion;148 5.6;9 Employer Branding through Preference Matching;149 5.6.1;Summary;149 5.6.2;9.1 Objectives and Prerequisites for Successful Employer Branding;149 5.6.3;9.2 Controlling Information through Preference Matching;150 5.6.4;9.3 A Case Study;152 5.6.5;9.4 Conclusion;153 5.6.6;References;154 5.7;10 Leadership Development at Accenture;155 5.7.1;10.1 About Accenture;155 5.7.2;10.2 Accenture's Structure;156 5.7.3;10.3 Human Resources at Accenture;158 5.7.4;10.4 Leadership Development Program at Accenture;161 5.7.5;10.5 Conclusion;166 5.8;11 Knowledge Management: A Way to Make a Difference in Our Field of Industry;167 5.8.1;11.1 Introduction;167 5.8.2;11.2 The Company;167 5.8.3;11.3 LHH Global Management Services;170 5.8.4;11.4 LHH Human Resource Practices;173 5.8.5;11.5 The LHH Methodology;174 5.8.6;11.6 Employee Orientation and Certification;178 5.8.7;11.7 Training and Professional Development;180 5.8.8;11.8 Conclusion;181 5.8.9;References;181 6;Part III: HRM as Employee Champion;183 6.1;12 Gender Diversity Management in Consulting Companies;185 6.1.1;12.1 Introduction;185 6.1.2;12.2 Gender Diversity;186 6.1.3;12.3 Gender Diversity Management;188 6.1.4;12.4 Gender Diversity Measures;189 6.1.5;12.5 Practical Evidence in Consulting Companies;192 6.1.6;12.6 Results;193 6.1.7;12.7 Résumé;197 6.1.8;References;198 6.2;13 Managing Employability in the German Consultancy Industry;201 6.2.1;13.1 Introduction;201 6.2.2;13.2 Employability Demand in the German Consultancy Industry;202 6.2.3;13.3 Employability and Employability Development;205 6.2.4;1