Jobs and work experience Search graduate jobs Job profiles Work experience and internships Employer profiles What job would suit me?
Job sectors Apprenticeships Working abroad Gap year Self-employment. Search postgraduate courses Funding postgraduate study Universities and departments Study abroad Conversion courses Law qualifications. What can I do with my degree?
Getting a job CVs and cover letters. Applying for jobs Interview tips Open days and events. Choosing a course Getting into university Student loans and finance. University life Changing or leaving your course Alternatives to university. Log in Register. Getting a job CVs and cover letters Applying for jobs Interview tips Open days and events Applying for university Choosing a course Getting into university Student loans and finance University life Changing or leaving your course Alternatives to university Post a job.
View all information technology vacancies. Add to favourites. IT consultants are great communicators and have excellent organisational skills as well as a sound knowledge and understanding of IT systems Your role as an IT consultant is to work in partnership with clients, advising them how to use information technology in order to meet their business objectives or overcome problems.
The exact salary depends on the demand for your specific expertise. Income figures are intended as a guide only. Working hours Although you'll generally work 9am to 5pm, the nature of the industry means that extra hours are often required to meet deadlines. Self-employment is possible, where you can manage your own workload and hours. What to expect The job is mostly office-based, working as a member of a project team.
You'll often be based on clients' premises. There are more men than women working in the industry, however various groups exist to support women in IT and technology, encourage them into the industry and list available jobs, such as BCSWomen and Women in Technology. Jobs are available in many large towns and cities in the UK, with client sites located throughout the country, but most employers are based in London and the South East.
You may find that yourself doing this at the end of a project! Love the sound of consulting? Updating Results. Home Advice. What do consultants actually do? Considering a graduate career in consulting but not quite sure what it really means? Here are the top three things consultants actually do. You may also be required to collect client data including annual reports, financial statements and other strategic documents. You may use investment banking reports or resources such as Bloomberg, media articles or interviews with industry experts.
Some larger consultancies, particularly global ones, often have resources that you can access based on previous project experience or case studies. Distilling key insights. Once you have a solid understanding of your client and the industry, you are usually expected to share the key themes, trends and findings with your team and client. Create a tech career. Search current jobs.
About us. View All Results. Manager Olympia Newman takes us into the world of Technology Consulting, and shares her experience as a woman in tech so far.
Last year, I volunteered time to a health tech startup and worked to help improve the nutrition of Australians with disabilities. How PwC is investing in the future of cybersecurity To address the ever changing cybersecurity landscape, PwC is continuing to invest in new technologies. Follow us. Student careers Graduate careers Experienced careers Blogs. Applying to PwC Culture and Benefits. By locating potential resistance or acceptance, the interviews help the consultant learn which corrective actions will work and almost always reveal more sound solutions and more willingness to confront difficulty than upper management had expected.
And they may also reveal that potential resisters have valid data and viewpoints. The relationship with the principal client is especially important in developing consensus and commitment. Ideally, each meeting involves two-way reporting on what has been done since the last contact and discussion of what both parties should do next. In this way a process of mutual influence develops, with natural shifts in agenda and focus as the project continues.
Although I have somewhat exaggerated the level of collaboration usually possible, I am convinced that effective management consulting is difficult unless the relationship moves farther in a collaborative direction than most clients expect.
Management consultants like to leave behind something of lasting value. This does not imply that effective professionals work themselves out of a job. Satisfied clients will recommend them to others and will invite them back the next time there is a need. For example, demonstrating an appropriate technique or recommending a relevant book often accomplishes more than quietly performing a needed analysis.
However, some members of management may need to acquire complex skills that they can learn only through guided experience over time. With strong client involvement in the entire process, there will be many opportunities to help members identify learning needs. Often a consultant can suggest or help design opportunities for learning about work-planning methods, task force assignments, goal-setting processes, and so on. Though the effective professional is concerned with executive learning throughout the engagement, it may be wise not to cite this as an explicit goal.
Learning during projects is a two-way street. In every engagement, consultants should learn how to be more effective in designing and conducting projects. In the best relationships, each party explores the experience with the other in order to learn more from it. Sometimes successful implementation requires not only new management concepts and techniques but also different attitudes regarding management functions and prerogatives or even changes in how the basic purpose of the organization is defined and carried out.
This may seem too vast a goal for many engagements. But just as a physician who tries to improve the functioning of one organ may contribute to the health of the whole organism, the professional is concerned with the company as a whole even when the immediate assignment is limited.
If lower-level employees in one department assume new responsibilities, friction may result in another department. Or a new marketing strategy that makes great sense because of changes in the environment might flounder because of its unforeseen impact on production and scheduling.
Because such repercussions are likely, clients should recognize that unless recommendations take into account the entire picture, they may be impossible to implement or may create future difficulties elsewhere in the company.
Promoting overall effectiveness is part of each step. While working on current issues, he or she should also think about future needs. In these ways, the professional contributes to overall effectiveness by addressing immediate issues with sensitivity to their larger contexts. And clients should not automatically assume that consultants who raise broader questions are only trying to snare more work for themselves. Important change in utilization of human resources seldom happens just because an adviser recommends it.
Professionals can have more influence through the methods they demonstrate in conducting the consulting process itself. The best professionals encourage clients to improve organizational effectiveness not by writing reports or recommending books on the subject but by modeling methods of motivation that work well. Consultants are not crusaders bent on reforming management styles and assumptions.
But a professional diagnosis should include assessment of overall organizational effectiveness, and the consulting process should help lower whatever barriers to improvement are discovered. Good advisers are practitioners, not preachers, but their practices are consistent with their beliefs. When the consulting process stimulates experiments with more effective ways of managing, it can make its most valuable contribution to management practice.
Increasing consensus, commitment, learning, and future effectiveness are not proposed as substitutes for the more customary purposes of management consulting but as desirable outcomes of any really effective consulting process.
The extent to which they can be built into methods of achieving more traditional goals depends on the understanding and skill with which the whole consulting relationship is managed. Such purposes have received more attention in organization development literature and in the writings of behavioral consultants than in the field of management consulting.
Chris Argyris and Donald A. David Kolb and Alan L. John P. Edgar H. Larry E.
0コメント