Corporate organizations often use scare tactics, or unadvised competition, in order to promote better work performance. From the corporation view, it often boosts energy and excitement in the workplace. Although, internal consulting professionals use international management consulting strategies that directly oppose these types of policies in the corporate arena.
Aside from the fact that intense competition deters teamwork and cooperative mentalities that often promote better performance, competition can also cause employees stress. Remember in competition there has to be a winner and a loser. International Consulting News (ICN) focuses on consulting strategies that eliminate fear overall causing employee satisfaction to rise directly increasing client satisfaction.
International management consulting firms use teamwork in internal consulting strategies
“FORTUNE — You would never hear a management consultant advise a company to create a more cutthroat environment. “You know what we need here? Fear. More backstabbing.”
No, collaboration seems to be the word of choice for management experts and informed CEOs alike. “Collaboration is fundamentally the best approach towards management,” says Michael Serino, executive director of Human Capital Development at Cornell’s Industrial and Labor Relations School. Whether it’s accurate or not, most people in business today tend to believe that collaborative work delivers better results.
And yet, several Fortune 500 companies foster competitive internal environments. Consulting companies and law firms are famous for this. They tend to have an “up or out” promotion model — everybody wants to make partner, and after a certain point, people either move up to those coveted positions or they are encouraged to find employment elsewhere.
Take Goldman Sachs (GS). Every couple of years, the company promotes roughly a hundred employees to partner. It’s a big deal — those select few receive a significant raise in salary and equity in the company. But there are fewer than 500 partners out of 35,000 employees at the firm. People are weeded out on the way up, and though it’s rare, they can even get de-partnered once they reach the top.
Other companies have implemented hiring practices that would seem to spur internal competition. Former GE CEO Jack Welch was known for championing a “forced ranking” system. Top GE (GE) executives would rank employees by performance, and they generally let the bottom 10% go. PepsiCo is also known for having a high churn rate among employees. “It seems to work for them,” says Mark Jaffe, president of executive search firm Wyatt & Jaffe, adding that the people who survive the system carry that cachet with them when they look for other jobs.
That can help mitigate the negative effects of an up-or-out model, such as having your staff feel terrified of losing their jobs. “If you think about McKinsey, it has always been an example of ‘up or out,’ but ‘out’ is not such a bad place,” Serino says. People who leave often get good offers elsewhere. He adds, “The rules of the game are very clear to everybody coming in. It’s up or out, ranked performance, it’s, ‘go go go.’”
Still, there is a down side to the competitive environment. For one, employees who feel pitted against one another can devote valuable time and energy trying to figure out how to outshine their peers, instead of trying to figure out how to best contribute to projects, says Serino.
Also, there’s strong evidence that some employees perform worse just knowing they’re going to be ranked. In a controlled study of a randomized group of employees at Amazon’s crowd-sourcing website Mechanical Turk, Wharton professor Iwan Barankay found that participants who knew they were ranked were generally less productive than those who didn’t, and that’s especially true for people who found out that they performed worse than their peers. The news didn’t motivate them, they just checked out.”
CNN Money goes on to mention other ways that companies can grow besides competition. This is congruent with ICN’s beliefs that companies should reward overall performance because international development does not emerge from a hand full of employees. Corporate internal consulting policies may rely on some competitive factors to thrive; but overall, perfermance metrics should be based from satisfaction of employees and clients. International Management Consulting experts are not sold to one single,cookie-cutter model. Firms should experiment with several models but international management consulting experts like ICN will predict collaborative environments will win in majority of cases.
