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After each year at McKinsey you should be able to look back and be pleasantly surprised at how much you have changed and developed. How you have acquired new knowledge in an industry or function or refined your problem-solving skills; or maybe made progress in being able to lead a team and earn a client's confidence.
Some of these new capabilities will reflect your personal development program, some will be the fortuitous result of taking advantage of a challenging assignment and meeting remarkable people. Some may be a result of risks you took - an assignment in another office or in a new industry.
At the end of each year you will make significant progress professionally, become more confident and aware of what you need to work on, learn and develop next. Our professional development philosophy is anchored in on-the-job and formal training programs to foster individual growth.
ON-THE-JOB TRAINING
Because most of your development will occur during the course of your client work, the feedback you get during and after each engagement is very important. But our partners know that their responsibilities to help you develop go well beyond providing good feedback.
During each engagement you can help yourself develop faster by actively using the firm's knowledge bases as well as the personal networks you have built. One of the firm's great advantages is its scale and experience, as well as its tradition of collaboration. Combined, they literally put McKinsey's global reach at your fingertips.
You can also make a major contribution to on-the job learning by transferring your own knowledge and experience to those with whom you work. You will not learn from your mistakes if you do not recognize them; neither will our colleagues. Objective performance feedback, good or bad, is an essential part of on-the-job learning. As such, you have an obligation to observe the performance of others, to help them identify ways in which they can improve, and to coach and guide them.
FORMAL TRAINING
Firm and local office-sponsored training programs for consulting service staff fall into three categories. The emphasis of these programs shifts as your tenure and role changes:
- Prerequisite programs for new consulting staff members
- Core-change programs focused heavily on leadership development
- Programs focusing on specific consulting skills.
Click here to read more about these training opportunities.
Prerequisite programs for new consulting staff members
McKinsey provides two types of formal training before, or very shortly after, you begin your first client engagement:
- The Mini-M.B.A., a program designed to build functional skills for associates with little or no formal business education
- Basic Consulting Readiness, a program for all entering client service staff.
Core-change programs focused heavily on leadership development
The firm's role-change programs are designed to help you make a step change in your effectiveness and self-awareness as a consulting leader. At each program, you will receive feedback and intensive coaching support from senior McKinsey faculty, experts and peers. These training programs are timed for when you are approaching a significant expansion of your responsibilities, opportunities, and latitude. Most are conducted with firm-wide participation, to give you the opportunity to build a strong set of professional relationship (and, often, lifelong friendships) with colleagues from around the globe.
Programs focus on specific consulting skills
Our complex has centralized the training programs focusing on specific consulting skills in “the ASO University”. This twice-yearly event is designed to meet the specific needs of our consulting service staff. The curriculum is tailored to the consultants' need by tenure group and puts emphasis on problem-solving, communications, functional and industry basics, and coaching.
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