Slalom reviews

3.5

53% would recommend to a friend

(3,513 total reviews)
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Brad Jackson

47% approve of CEO

37% positive business outlook

Slalom has an employee rating of 3.5 out of 5 stars, based on 3,513 company reviews on Glassdoor which indicates that most employees have a good working experience there. The Slalom employee rating is in line with the average (within 1 standard deviation) for employers within the Management & Consulting industry (3.7 stars).

Reviews by job title

4K reviews
3.0
Feb 21, 2017
Recommend
CEO approval
Business Outlook

Pros

Worked with amazing people in Slalom Dallas. Dallas' leaders fostered a great community, and you actually felt valued as an individual vs. just a revenue generator. Budget for ongoing professional development is a nice perk.

Cons

Slalom Dallas vs. Slalom Denver vs. Slalom (Insert office) all operate like individual companies - in all aspects. I tried to transfer from Slalom Dallas to Slalom Denver for over a year and eventually had to resign from the company due to Slalom Denver continuing to hire external candidates vs. facilitating my transfer. I had perfect reviews from Slalom Dallas, had led my own engagements with great client feedback, and had interviewed with Denver staff who said they’d do their best to facilitate the transfer asap. After dealing with Slalom Denver dragging their feet for over a year on the transfer, and with Slalom’s National Team also refusing to help facilitate a transfer, I resigned and joined a different local Denver firm. Every office culture is different, and while they are trying to streamline it, the reality is there is little to no oversight from Corporate for how each office handles its operations. I’d give Slalom Dallas 5 stars, and I’d give Slalom Denver 1 star for how they treated me worse than they would an external interview candidate.

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Slalom Response
9y
As the GM of Denver, I wanted to reach out to you directly and invite you to grab more time with me to talk through the process and any feedback. I am sorry to hear about your frustration with the transfer process. I remember your situation well and do want to assure you that it received much more attention than an external candidate and did follow our formal transfer process. Although we moved along with 5 transfers last year, there is always a step within the process to match skill set and timeline requirements for the receiving market as well as the interview process. When we did not originally see those items line up with our market I did work directly with the Dallas GM to make sure there was not a miss on our part with the feedback from the team from the interview process. I even requested additional interviews to double check the match and put you through the process with the OE lead again. This along with your having a viable role with the Dallas market may have prolonged the timeline but I was hoping the time would enable us to find a path or the match that the team felt was missing. I apologize if this prolonging the process to find the opportunity felt inconsiderate. I asked for the communication to be clear throughout on where you stood from the teams perspective and it does not sound like this was the case. I am sorry we were not able to find you an opportunity to work with the Denver team. I truly welcome feedback and and am sincere with my offer to sit down again to understand where the communication issue may have occurred and get you the complete feedback from the team on where they didn’t feel the match. If we are not able to meet, good luck with your next prospect. If you have more feedback that you’d like to share, please do so via this survey: http://slalom.ws/anonsurvey. Thank you, Brian
1.0
Jan 26, 2017
Recommend
CEO approval
Business Outlook

Pros

(Atlanta specific.) You'll get experience at different companies. There are a lot of social activities that are company sponsored, such as an annual retreat, team happy-hour, and meet-and-greets, plus occasional affinity group activities. Professional development opportunities exist, but access to them can be highly dependent on your manager. The most talented group is the recruiting department - they genuinely find good great people to be consultants. The place is full of smart and skilled interesting and diverse people at the consultant level. Managers are highly variable in quality, but many are good. As with much of consulting, salaries can be high, health benefits are about average, and leadershp does appear to be trying to do something about the 401K plan which has definitely been lacking.

Cons

(Atlanta specific.) While individual managers are often good, overall leadership is missing. The senior leadership team is conflict-avoidant and this cascades through the company. "Get along, be happy, don't disagree" is a mantra you should get used to. If you have a family, or are introverted you may find the social aspects of the company burdensome. Failure to participate in sufficient social gatherings can cause you to be labeled an "outsider" or "not well known". More than one colleague reported their annual review including a high personal performance rating, but some comments about needing to improve on "getting to know people in the company" which drew their overall rating down. Strangely, being too well known can also be a problem. Being a smaller company, there is a challenge promoting talented people to greater responsibility. To be fair, Slalom is actively trying to address this problem.

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Slalom Response
9y
This is John Tobin. Thanks for the thoughtful review that I will share with the Atlanta team. I feel that if the Atlanta leadership team does things behind closed doors, it's probably more just not to burden others and allow our consultants to do what they do best, which is come through for our clients. Still there probably are times when the direct conflict management approach should be taken into account as you state above. As for opening a number of offices, I admit we did stretch a little in 2016, but this was more about finding the right leaders for those markets quicker than we thought we would. It really did not put a strain on our values (nor should it ever) as we had that investment already planned for but in some cases, the clock on the investment started a little earlier. We probably could do a better job in communicating our investment strategy there, but I really would emphasize again, this is not a move away from our purpose or core values - I personally would never sacrifice that. Feel free to email me more feedback at johnt@slalom.com or if you wish to provide feedback anonymously simply go here: http://slalom.ws/anonsurvey. Thanks
2.0
Oct 20, 2016

Culture continues to change

Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Work with a lot of great people.

Cons

Focus has shifted from great delivery of great solutions, to making the sale. Despite the fact that we have a market team of roughly 20, the Practice Leaders are being pushed much more than ever to sell, leaving little time for practice growth, people support. Mid-mgmt roles should be re-examined as there are too many hats being worn between sales (which is being emphasized as the most important by far), practice growth, people growth, internal initiatives, all while expected to be 65-100% utilized.

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Slalom Response
9y
This is John Tobin. I'm hoping you bring this up to your leaders and perhaps your GM regarding your view on this. I would also be happy to discuss what you are seeing and I will be at your quarterly in November. If you would be willing to talk to me, send me an email and we can set up a time to chat. If you have additional feedback that you'd like to share please complete this short survey at any time: http://slalom.ws/anonsurvey.
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