After receiving his promotion, Josh could then apply to the Ambassador program. This would also give his family a chance to plan for a possible overseas relocation.
Eric Wong and Michael Lao
Eric does not seem like a good fit for BCG; he is passive in asking for help or staffing assignments, he is perceived to be unpolished and has been unable to balance life and work. Eric is intimidated by his mentor and refers to him as Mr. Lao. Mr. Lao, has also failed Eric -- he has made minimal efforts to provide support and is passively waiting for Eric to come to him. Some of this passivity by Eric and Mr. Lao could be cultural and/or environmental to the Hong Kong office. My recommendation for Eric is to overcome his fears and speak openly with his mentor. Jointly they can determine how to continue his improved performance without having to work 70-80 hours a week. Additionally, Eric needs to be honest with himself; he needs to ask himself if he has the skills to be promoted, does he have the emotional maturity to proactively request staffing assignments and is the consulting lifestyle one which works for he and his family.
Michael Nelson and Larissa Ogden
Michael has not been successful in transitioning from academia to consulting. His presentation, slide writing, analytical and client management skills are sub-par. He is viewed as unpolished and lacking in confidence. I recommend that Larissa be very frank with Michael. Jointly they should map out a plan for Michael to improve his performance within six months and they should map out a plan...
The catch is that Madeline is bored, unhappy; uncomfortable with the praise she is receiving and believes she is better suited to run a business rather than advise a business. After a mediocre start to her mentoring relationship with Eric, she has decided she needs to be upfront with him at their next meeting. Eric is an inexperienced mentor and this situation maybe challenging. I recommend that Eric meet with Madeleine and share his experiences. He may need to consult with a member of the CDC before dispensing advice. Given the value employers place on BCG consultants, I recommend that the firm encourage Madeleine to stay commitment for at least three years total. They must work with her to make sure she is getting staffed to projects that interest her and tone down the praising.
Recommended improvements for the human capital management systems
BCG measures a mentor's performance based on the mentor's ability to achieve high revenues and high apprenticeship performance. While BCG had establish a way to measure performance and link it to compensation and advancement, the firm did not provide training or expectations of what it meant to be a good mentor. The failure to provide training has led varying quality of mentors. BCG needs to establish criteria for good mentorship and provide training on how to mentor. This will improve both the quality and consistency of their mentoring program.
