Pros
The people I've met at Slalom have proven to be some of the smartest, most compassionate coworkers I've ever had. Truly everyone I've worked with has been on the same page about treating one another internally and externally kindly and compassionately. This attitude is infectious and has helped me through tough days. The work itself has also proven rewarding for me, as I've been able to make a real impact in the community. This is also a positive of Slalom's local market, 'franchise' model: Slalomers can work within their local community and have a hand in making a real difference. This does come with a qualifier, however, as I've been extremely fortunate to have fallen into the work I have. The benefits are also good overall, with over 20 days of combined PTO.
Cons
Slalom is still, at its core, a consulting company. So, a dearth of incoming client projects can disproportionately affect the company's economic outlook and day-to-day life for local markets and their teams. This year, the market I work out of has seen massive changes in leadership and how we operate; as a result, I've become more and more disillusioned with the company's 'culture' and how it continuously sells itself as 'people first' and 'fiercely human consulting.' Another major con is the concept of 'the bench', a term meant to define the time spent not working on a billable client project. The word itself has always stood out to me as cold and derisive, as many who find themselves 'on the bench' have little to no control over their situation. Team members are encouraged by leadership to constantly network, sell ourselves and the value of our work, and when necessary, learn entirely new skillsets to make us more 'sellable.' Leaders in my market have spoken to me about this due to my skillset being seen as 'niche' and not as 'sellable' on its own. My first conversation with a new director not long ago was not a 'get to know you.' Instead, their focus was hearing about how my quarterly review went and how I could best move forward as a sellable asset for the company, including learning a new skillset and building out an entirely new capability while fully staffed at 45 hours per week on a long-term client project. Further, about two months ago, leadership in my market mandated a return to the office for those not billing their full 40-45 hours per week to a client project. So, for those partly or full on the bench, Tuesdays and Thursdays now mean mandatory in-office days with a 9 a.m. bench meeting for each practice. Attendance is taken at these meetings. If you're found to have missed that day for any reason, you will be docked a day of PTO. Our practice was told via a mass email that, flatly, there are no real exceptions to this: you can either make it or expect to be docked PTO. They've realigned and flattened our org. as well, taking away direct reports from some not at the Principal level (a consulting term) and giving their direct reports to other Principals. This was met with mass confusion, as a long, seven-paragraph email sent at 8:08 p.m. on a Wednesday evening — the changes would go into effect the following Monday — was how we were all told this would be happening at 8:08 p.m on a Wednesday evening. Those who would be losing direct reports or gaining new managers found out all of one day before everybody else. How my market — one of Slalom's largest — has handled this difficult economic climate has been troubling, to say the least. It has undercut the 'people first' message I was sold on upon my joining last year. In speaking to colleagues, there is a foreboding feeling that the situation wont improve; in fact, many who have worked at Slalom for years feel it can still get worse.
