Employee Development ​

Junior Consultant ​

Our Junior Consultants are career starters who take on a role and responsibilities within a team and carry them out under guidance. They are trained in one or two subject areas and are able to conduct independent research and build knowledge. They receive training in project methods and tools for projects, organizational consulting, or IT methods for initial practical applications. In addition, they actively contribute to the team and develop an awareness of their own professional conduct as well as that of their colleagues.​

Consultant ​

After 1–2 years of professional experience, our Consultants are trained in two to three subject areas and act as specialists within a company or project. They are able to independently, reliably, and repeatedly carry out smaller tasks and projects. They possess a comprehensive understanding and strong problem-solving skills, which they apply effectively in their work. Even in challenging environments, they communicate confidently and adapt appropriately to different situations.

Senior Consultant

Our Senior Consultants independently manage and structure projects. They possess in-depth expert knowledge, which they use to solve complex issues. Senior Consultants develop their own approaches and have already published them. They are familiar with common project methods and related toolsets and apply them critically. In addition to deep understanding and strong problem-solving capabilities, they use targeted techniques (such as questioning techniques) to guide project members and resolve tasks and topics. They already lead their own projects and everyone involved, but do not yet have disciplinary management responsibility.​

Consulting Manager

Our Consulting Managers have the skills of a Senior Consultant and, in addition, are capable of independently managing multiple projects in parallel. In doing so, they deploy Senior Consultants in a targeted manner. They analyze and structure complex issues. Leadership skills, facilitation, conflict management, and client management become increasingly important. They are able to motivate teams and successfully manage demanding situations both nationally and internationally.​

Principal / Vice President

Our Vice Presidents lead larger teams than Consulting Managers and are personally involved in projects for approximately 20–40% of their time. The remaining time is dedicated to managing and steering project teams. They develop and drive topics at the management level and typically have a strong influence on the further development of the organization. Their management competencies are the primary focus, while they deal only with selected operational topics.​

CEO

Our CEOs lead the company and are responsible for the strategic direction of the business areas. As a rule, they are no longer operationally involved in projects, but instead focus on governance and managing client expectations. They possess a broad range of knowledge and are able to distribute topics and tasks within the company in a targeted manner in order to build expertise. They consistently implement initiatives—from mission statements or visions and strategies to execution and implementation concepts. Direct management of individual employees is less relevant for CEOs, as there is usually a layer of Vice Presidents or Consulting Managers between them and the operational teams. Instead, they make top-down decisions that are implemented bottom-up.

Our employees are trained to quickly identify obstacles, precisely analyze possible courses of action, and implement them consistently.​

They are trained as digital consultants who combine the best of both worlds: those of digital natives and digital immigrants. They see themselves as responsible internet users who can access information anytime and from anywhere. When required, they are capable of multitasking, always proactive, and well connected. At the same time, our employees lead a professional working life and operate in a structured, focused manner, supported by solid training and expertise.​

We support our employees in their continued professional development through various training programs and the acquisition of certifications. Learning takes place via internally developed learning platforms – the MeJuvante Academy.​

For employee development, we use quarterly goal-setting meetings as a mentoring instrument. In these discussions, employees can actively influence and shape their individual goals.​

In addition, we deliberately use internal assignments to support employee development. Depending on individual strengths and areas for growth, employees are given tasks designed to further deepen specific skills.​

During daily stand-up meetings, our employees receive support for their project work. In urgent cases, they can also contact their supervisors outside of scheduled meetings. In addition, weekly buddy calls take place to encourage mutual exchange. Alongside these established communication channels, our consultants also support one another as tutors whenever additional expertise from another consultant is needed.