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I have been working at The Conference Board full-timePros
For 95 years TCB produced stellar content and thought leadership, relying almost solely on their reputation to maintain and build their client base. There are many changes going on now that are uncomfortable for some but the changes are 100% necessary for continued growth. When I first came to TCB it was a sleepy environment; a culture of people that were content with stagnation and resistant to thinking outside the box or evolving to adapt new, more efficient processes. Change is inevitable and necessary and for those that are on board with it are gaining tremendous personal and professional growth.
Although some disagree, it is very clear to me that advancement opportunities are available to those that work hard for it and prove themselves. It's the kind of environment where if you see an opportunity for organizational growth you can approach senior management with your idea, explain how you would make a change and create a position for yourself. It's not the kind of environment where you can do mediocre to average work and expect to be approached with a promotion, but that wouldn't be an ideal working environment for me personally. When they are hiring they do interview internal candidates before opening the opportunities to outsiders.
Work life balance, colleagues, compensation and benefits are all better than expected.Cons
There is a great deal of opportunity available to the remaining employees following the recent layoffs. There is an aggressive yet attainable plan for growth yet some people are only dwelling on the negative aspects of the changes. This is a time to be more motivated, more dedicated and more connected to the organizational goals. Change happens and it's not all ideal but why not make the best of it and rise up to the challenge?Advice to ManagementAdvice
I do think that senior management could have done a little bit of a better job at communicating in a very clear way why the layoffs happened and where the opportunity is. I was fortunate enough to have the why and where explained to me prior to the global staff meeting and I was excited by the opportunities. I was disappointed that the excitement wasn't mutual amongst some of my fellow colleagues and feel that the opportunity for motivating the staff was lost or perhaps yet to be seen. The layoffs obviously weren't personal and we've dwelled on that point enough. In some cases they happened because there just wasn't enough work available to justify maintaining the size of a department so it was clear that in order to increase efficiency and productivity it made good business sense to decrease the department and invest more money in growing the deficient areas, which will ultimately benefit that department. In other cases it made good business sense to exit certain activities that were not offering enough value to our members and were not bringing money to the organization. By exiting those activities we are able to focus on enhancing the deliverables that do bring value to our members and TCB. It makes perfect sense but if people are not engaged and excited by the opportunities there then we risk not achieving the end goals. I get that it's important to be empathetic but there's a point where coddling the remaining staff can become counter productive. I want to hear Jon Spector say, "As nice as it would be to keep paying everyone a salary even when their role is obsolete and their services are no longer needed, that's not a sustainable approach to business. Difficult but necessary decisions were made and it's time to move on. If you can't get on board with the goals and plans for growth that are ahead of you there will be no hard feelings if you choose to leave. If you choose to stay it is my firm expectation that you contribute to the greater good of the organization, you embrace the changes and engage in the mission that is set before you." When we sit around pitying those that no longer work here it's like we're assuming that those individuals are not competent and capable enough to handle the challenges before them. And as a current employee, sitting around and worrying about my future rather than accepting responsibility for myself and ensuring that I am delivering value to the organization is counterproductive. It's time to get real and time to get motivated and since many people take their cue from the top I think it's time to stop with the fluff and dwelling on the past saying "we'll never forget". Let's move forward.
Other than that I am in complete agreement with the decisions and actions of senior management.RecommendsPositive OutlookNo opinion of CEO
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Getting an Interview
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There are three interview components. The first one was an behavioral interview. Next, they asked me to do a Raven test. At the last, a case interview was followed. Time interval between these three phases is about three weeks.Interview Questions
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The Conference Board is as serious as it sounds. The not-for-profit membership organization focuses on increasing the effectiveness of businesses through its 125-plus member councils. It does research on corporate citizenship and governance, HR issues, and strategic planning and sponsors conferences, makes forecasts, and publishes economic reports and other products. In addition to research and executive action reports, it publishes The Conference Board Review, a magazine for senior executives, and newsletters for US, European, and Asian members. The organization traces...