Insiders tell us that life at the firm has been unstable over the last year. While insiders describe the merger as "almost a non-issue" for former E&Y consultants, it came just as the economy soured, making it difficult for CGE&Y to consolidate its new identity. As a result, some firm employees have a hard time seeing the bright side of the weakened market. "Morale is pretty bad," comments one consultant. Adds another, "Unfortunately the merger could not [have] come at a worse time. Combine our leadership?s lack of ability to execute the post-merger integration with the recession of 2001, and what you have is not pretty," laments one insider. "Given the layoffs and the poor economy, there was not much attention put toward culture," adds another.

As is the case for many of its competitors, new hiring at CGE&Y has slowed down significantly, and raises were on hold for most of 2001 and 2002. And training, which had brought thousands of employees to Cap Gemini University in France every year, has been downgraded: "Training is a shadow of its former self. Most of the firm-sponsored training is outsourced. They?re no longer training hordes of people like they used to do." As a result of all these factors, CGE&Y has yet to develop a coherent sense of self: "There?s been a real dilution of culture, especially with the decline in training opportunities and in combination with the layoffs," notes one respondent. Recently the firm has made an effort to improve its culture, including Super Fridays for operating groups that involve all members participating in a cross-country meeting over phone and/or video conferencing. "There is a push from all levels to rebuild a strong culture," notes on consultant. "I hope it will be successful, but it will depend on the economy improving." Nevertheless, "the constant worry about the job situation has been extremely frustrating."

All or nothing

CGE&Y is a no-nonsense firm, which may explain why it has been able to do as well as it has, despite the economic downturn and the uncertainties associated with the merger. "The firm is a believer in being integrated into the client?s everyday work environment," we hear, which can mean extremely long hours and little time on the beach. "On projects, I?ll leave around 7 to 9 p.m. generally," says a source. "On crunch days - about 30 percent of a typical project - I?ll leave from 10 p.m. to 2 a.m."

Some respondents estimate that they spend as much as 90 percent of their time on the road. Explains one source, "I have been fortunate to find local projects, [but that] is rare. My colleagues who do travel go by the 3/4/5 policy where they fly into the client city Monday mornings and can fly home Thursday nights. Fridays they typically work from home." None of this should be surprising, of course. One source warns, "Consulting in general is no place to have a family. The hours are long, and you never know what the future will hold." And another consultant tells us that the 3/4/5 policy, while still officially in place, has gone the way of free Starbucks and foosball tables in every office: "The 3/4/5 day is somewhat of a myth from the days of the mid-1990s when there was a crunch for employees and life/work balance was happening."

Well-paid and diverse

In return, consultants at CGE&Y can expect a solid compensation package, as well as the standard benefits: accidental death/dismemberment insurance, an on-site gym in some offices, laptops and tuition reimbursement. They are also recognized for career milestones, receiving loyalty gifts for certain numbers of years of service at the firm. In addition, According to one consultant, "All staff, in the U.S. at least, receive profit sharing equal to 5 percent of their annual pay, deposited into their 401(k) each January. This is on top of the 401(k) matching we get." (Needless to say, though the profit-sharing structure is still in place, depressed earnings over the last few years have meant that employees saw little or no share of the wealth.)