Connecting a virtual workforce (Accenture)

Development and Learning in Organizations

ISSN: 1477-7282

Article publication date: 13 February 2009

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Keywords

Citation

Marquez, J. (2009), "Connecting a virtual workforce (Accenture)", Development and Learning in Organizations, Vol. 23 No. 2. https://doi.org/10.1108/dlo.2009.08123bad.008

Publisher

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Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited


Connecting a virtual workforce (Accenture)

Article Type: Abstracts From: Development and Learning in Organizations, Volume 23, Issue 2

Marquez J. Workforce Management, 22 September 2008, Vol. 87 No. 15, Start page: 1, No. of pages: 6

Purpose – Describes how Accenture manages its teams who are based at clients’ sites across the world. Design/methodology/approach – Sets out the virtual workforce management model adopted by Accenture. Quotes from Jill Smart, chief human resource officer, and others in the firm, about the processes used to make sure that employees feel connected and engaged with the company; the training and career development initiatives that are designed to bolster employee loyalty and retain consultants who are based with clients; the expectation that senior employees will act as career counsellors to more junior staff; and the methods used to ensure that managers have one-to-one face time with the subordinates who are based in other parts of the world. Findings – Underlines the importance of communication, training and career support in helping employees who work remote from company headquarters feel fully involved in the company and engaged with it. Cites Accenture as having a high degree of success in this. Practical implications – Details the methods used at Accenture to communicate with and engage employees. Originality/value – Offers insights, based on Accenture’s experience of managing virtual teams.ISSN: 1092-8332Reference: 37AX825

Keywords: Accenture, Career development, Employees communications, Motivation, Training, United States of America

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