Harnham Reviews

It’s a shame to see so many people leave when pressure continues to build. Recruitment is a tough job as it is, but being heavily scrutinised for factors outside of your control isn’t a sustainable way to work. The reassurance of “it’s okay, don’t worry, it’s part of the job” can quickly shift to being placed on a PIP when the wider team starts to underperform. There also appears to be a strong sense of favouritism. While having “home-grown” managers sounds positive in theory, the reality is that many have spent 9–10 years at the same company since joining as graduates. This often results in a lack of external perspective, contributing to a culture that feels stagnant, resistant to change, and inflexible. There’s a noticeable sense of dissatisfaction among those who have been with the business for 3–4 years. Many seem undervalued and, at times, patronised, despite clearly being capable and experienced professionals. It’s also disappointing to see instances where managers—who work most closely with consultants and understand their day-to-day challenges—are overruled by senior leadership on how individuals are managed. This can create a disconnect between those on the ground and those making decisions, often leading to outcomes that feel unfair or lacking in context. It’s a real shame, as this group makes up the majority of the workforce and are ultimately responsible for delivering results and filling roles. If nothing changes, it wouldn’t be surprising to see more people leave before the end of the year. Additionally, there seems to be an overemphasis on internal meetings, which can take up a significant portion of the working day. While alignment is important, the volume of meetings often detracts from the core responsibilities of the role, making it harder for consultants to focus on delivering results.

Benefits could be slightly enhanced