IPM1

Offer acceptance rates indicate the overall attractiveness of employment at IPM: salary, benefits, position, and the promised culture (Figure 7.1-16) . In 2013, we increased our salary ranges following a formal benchmarking conducted by an outside firm. Since 2015, we have provided additional details about the commuting and travel components of our positions during each stage of the process. This additional transparency allows candidates to fully understand the top concerns of our Project Management Consultants (PMCs). By that time, the market had also become more competitive; to address this issue, we broadened the definition of qualified applicants. While this expands our pool of candidates, it also increases the risk of offers going unaccepted, which accounts for the decrease in acceptance rate in 2015 and 2016, although IPM is still in range with the NACE (National Association of Colleges and Employers) benchmark.

New Client Revenue (FY)

FY2013 FY2014 FY2015 FY2016 FY2017

Figure 7.1-13 NBD Volume $ (New Client). Ongoing contact identification and relationship-building efforts are the predominant activities for network growth (Figure 7.1-14) . Key activities, such as greater focus on social selling, drove an increase in the number of new contacts made in 2017, when IPM recorded the second-highest number over the past five fiscal years.

Offer Acceptance Rate

0.0% 20.0% 40.0% 60.0% 80.0% 100.0%

85.0% 83.3%

77.3%

69.4% 69.4%

74.0% 70.4% 73.7% 71.8%

Network Growth (# of New Contacts) (FY)

68.2%

995

0 200 400 600 800 1000

850

774

697

693

FY2013 FY2014 FY2015 FY2016 FY2017

209

170

163

137

132

All Company

NACE Benchmark

2013

2014

2015

2016

2017

Figure 7.1-16 Offer Acceptance Rate New Hire Retention Ratio (Figure 7.1-17) shows the percentage of employees hired who remained at IPM for at least one year. This ratio shows the effectiveness of hiring decisions and new hire onboarding, as terminations (voluntary or involuntary) within the first year are indicative of a failure of one or both. In 2015, we hired a record number of employees, and due to the factors described in the previous paragraph, retention decreased in the short term. More recently, our efforts to increase transparency throughout the hiring process and the revision of our IPM Prep onboarding program have positively impacted new hire retention.

Account

NBD

Linear (Account)

Linear (NBD)

Figure 7.1-14 Network Growth: New (NBD) & Existing (Account) Figure 7.1-15 shows business development (BD) meetings, where IPM builds credibility in terms of resolving complex problems and achieving the realization of client strategies, had trended positively through 2016. The 2017 decline in NBD meetings is attributed to a decrease in conference attendance. Investment is being re-directed to other social selling tools that have not yet yielded a return in terms of meetings.

# of Business Development Meetings (FY)

228

100 150 200 250

165

152

141

116

0 50