Accenture has seen tremendous growth of new employees within the past several years.
- How do you absorb 52,000 new employees last year (that’s about 170 people hired per day) across 46 countries into a global organization AND preserve your global corporate culture?
- How do you scale a critical geography location like India with high attrition, from a base of 22,000 to 41,000 new employees (that’s over 85% increase) in 2 years?
Accenture pursued a two-part strategy simultaneously addressing new employees globally and the executive teams in our high growth geographies, India.
For new employees, the goal was to get everyone walking in the door to living our corporate culture's core values through our New Joiner Orientation Program. The key was to bring the core values to life through the stories of local leaders.
In India, the focus was to systemically reinforce the behaviors executives identified as critical to building into the corporate culture.
- Ensure executive sponsorship at both the local and global levels.
- Identify a passionate and influential/decision-maker/business owner in each geography focused on solving a similar or the same critical business problem you see.
- Have an advocate “on the ground” in each geography for buy-in and to deliver the program effectively at the local level.
- Be flexible in multiple ways to solve the business problem.