An Elevating Ethics in Consulting Case Study
Take the IMC USA Ethics Challenge. Increase your consulting ethics knowledge and skills by reading this IMC USA case study on our website along with the IMC USA Code of Ethics. In the comments, answer these questions. 1.) if you were this consultant – what would you do? 2.) Which sections of the Code of Ethics are relevant to this case? Read on!
The Consulting Situation
You are an experienced Management Consultant who specializes in compensation plans. Your son-in-law recommended you to his new boss, Mr. Big. Mr. Big is the senior partner of a successful law firm. This is a firm your son-in-law has wanted to work for since he passed the bar.
You meet with Mr. Big to learn about and discuss his consulting needs. Shortly into this introductory meeting, Mr. Big says, “Another firm worked with us last year and created our current compensation model. But, it doesn’t save us enough money.”
You reply, “Tell me more….”
Mr. Big explains, “This past year we’ve been able to bring on some great people. One reason is we added remote work benefits. But, I want you to revise our benefits and compensation structure. We need to save more money. I’d like to squeeze our best people back into the office. I hope a change will also force the duds to quit without it coming back to bite us. I prefer people working here where I can see them.”
What Would You Do as a Consultant?
What would you do in this situation? How would you communicate your concerns (if any) to Mr. Big, the senior partner of the law firm? Take a moment to review IMC USA’s Code of Ethics. What elements of the Code of Ethics for consultants might apply to this situation? Please comment below.
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The author of this post, Liz Weber, is a Certified Management Consultant® (CMC®) and Certified Speaking Professional (CSP). She is one of fewer than 100 people in the U.S. to hold both designations – the highest earned in two different industries. Liz currently serves as IMC USA’s Ethics Chair. Liz holds an MBA in International Business, has taught for Johns Hopkins University’s Graduate School of Continuing Studies and Georgetown University’s Senior Executive Leadership Program. Liz has supervised business activities in 129 countries, consulted in over 20 countries, written ten leadership books, and currently writes a monthly blog and posts on social media daily.
I think my first question might be to ask if the other partners in the firm are in agreement with this new direction. regarding possible ethical concerns, I think I would have to disclose that my son-in-law works for the firm (and offer to withdraw if that is a concern), but also assure Mr. Big that I would keep the details of engagement confidential.
Elements 5.0, 6.0, and 7.0 of the Code of Ethics seem relevant here.
Rick thank you for your thoughts.
A few more potential challenges to consider with this scenario is: Do you agree with Mr. Big’s talent management philosophies? He wants to “squeeze” his best people back to working in the office, where he can see them, versus allowing them to continue working remotely which was a benefit used lured people to the firm, while also forcing out ‘the duds’ without ramification? If you do agree or have no issue with Mr. Big’s desires, great. If not, what do you do?
I agree that disclosing your son-in-law works for the company is important. Regarding the owner’s intention to get employees back in the office, I would suggest that the owner pay close attention to labor laws and the manner in which he makes the change, including considering other ways to reduce labor costs and checking with a labor law attorney before taking any action.