Staffing in Consulting

Question

Hi everyone,

I’m curious about how the staffing system works at the main consulting firms (MBB and Big 4). I know some firms are international, while others are more regional, some give consultants room to choose projects while others follow a more top-down allocation approach.

What I’d really like to understand is how this works day to day. For example:

Do consultants choose projects through a platform or by talking directly with their manager?
Is there any kind of points or prioritization system?
What kind of information do you get about a project before joining (client, location, scope, duration, etc.)?
How much flexibility do you have to stay within your local office?
Are consultants encouraged or steered toward specific types of projects or industries?

Any insights on how this looks in practice would be really appreciated.

Thanks!

Answer 1

Hi there,

I can provide input on how this works at McKinsey.

1. There is no "platform", but many offices & functions do share a "project list" which you can check out, and then you can reach out to either the staffer or the EM/Partner to try to get yourself on the project you like.

2. No, there is no official points or prioritization system. Early in your career, staffing typically occurs through the Staffer (Professional Development Specialist) matching you to a project where your experience/skillset matches well (or to projects you are very interested in). However, once you have built up a network and reputation of your own, your staffing is typically driven by you 80-100%. Whether you get staffed on exactly what you want, will depend on your networking skills and reputation.

3. The type of information shared about a project before staffing can vary - e.g., some projects are very confidential, and share only a vague description of the workstream you'll work on. However, most projects will share the following info: A) Client; B) Location; C) Travel requirements; D) Duration; E) Aim of project; F) Workstream; G) Experience or Expertise needed for role; H) Who the EM and Partner of project are

4. Typically, travel abroad is not required at McKinsey - i.e., it is up to you whether you are open to it. That being said, it can differ by office. Some offices don't have a lot of local work, and thus will need to require some international travel of its consultants.

5. At the beginning of your career, there is no specific industry / type of project steering. However, as soon as you start building expertise and experience, you will likely be recommended for projects that draw on those experiences. For example, if you do 2-3 Due Dilligences for PE funds, it is very likely you'll keep getting suggested for more of those projects. That's why it's important to build your own network, so that you can have more control over the variety of your staffing.

Hope this helps!

Sincerely,

Thor

Answer 2

Hello,

It really varies by firm and even changes with the market. When there are a lot of projects and fewer people available, consultants usually have more freedom to pick work they’re excited about. When the market is slower and there are more people than projects, the priority becomes staying staffed and maintaining utilization, so you take what’s available.

Day to day, most people build relationships with partners or managers in the industries they’re interested in so they’re top-of-mind when something opens up. At McKinsey for example, staffing works a bit like a marketplace. Teams look for consultants with the right skills and a good reputation, and consultants try to get on projects that help them grow. The more people who want you, the more options you’ll have.

You usually get info on the client, location, scope, expected travel, team size, and project length before committing. You either talk directly to the leadership team or via a staffer. Travel depends on the projects. Basically, as long as you have a good reason to not travel or travel, then there is flexibility. If you have no good reason, then the firm will steer you towards whatever is best for your utilization. This also applies to industries.

Hope that gives a bit of a real picture of how it feels in practice.

Answer 3

Hi,

Great question and actually quite a nuanced topic. Staffing works differently in different firms, and even within the same firm there can be different dynamics between offices/systems.

From a BCG/MBB perspective - first we need to understand that staffing is a full time function whose main function is to optimize the supply pool of consultants with the demand of projects.

Based on this objective, staffing takes into consideration several considerations from both the project/firm perspective and the consultants perspective.

As such there is really never -one- common formula or standardized way of predicting what you will get staffed on.

I can give you examples of people who have been staffed only on local projects (never travelled in their 5+ years), and i can give you examples of people who have been staffed ONLY on travel projects (e.g. within SEA system).

So what's the takeaway? To me, there are 2 key things

You need to understand what are the critical levers for staffing in YOUR specific office
There will always be trade offs - you can't have your cake and eat it

Answer 4

Hey there :)

In consulting, staffing usually combines top-down allocation and personal input. At MBB, managers often suggest projects based on team needs, skills, and career goals, but you usually have a chance to express preferences. Some firms use internal platforms to list openings, others rely on conversations with staffing managers. You generally get basic info upfront, client, location, scope, and duration, but not every detail. Flexibility depends on office and level; juniors have less control, seniors more. You’re often encouraged toward certain industries or types of projects that match your experience or development plan, but you can rotate over time.

best, Alessa :)