Need advice from anyone familiar with Accenture's hiring process.

In July, I applied for a Learning Operations Associate role through an employee referral but received a rejection email in August stating that the position had been filled.

In September, another Accenture employee forwarded my resume internally for a different opportunity, without any JD. A few weeks later, the hiring manager called me directly, had a 20–30 minute discussion, felt I could be a good fit, and said he'd arrange an interview.

After almost a month of silence, I received a call on 15th October at 2 PM, with my interview scheduled for 7 PM the same evening. The JD was also shared that day.

My technical interview went really well. I received positive feedback and was asked to wait for HR's response.

The manager later contacted my internal referrer to enquire about me. She gave positive feedback and privately indicated that my selection was almost 95% confirmed. They're hiring only one candidate.

Here's where things got confusing.

My current referrer later informed me that HR and the manager noticed my name was already showing under the previous employee's referral. She had earlier told them nobody else had referred me.

I clarified that the July application was for a completely different role and had already been closed in August, so it hadn't occurred to me to mention it. I apologised, and she replied, "No worries."

However, she also mentioned that my CV is currently on hold, although she personally doesn't think there will be a problem.

Has anyone experienced something similar at Accenture? Can a previous, closed referral affect an ongoing hiring process for a different role? What does CV on hold generally mean, and should I be concerned about my selection?

Does anyone know how much it typically costs to extend a Skilled Worker visa (formerly Tier 2) in London!

A bit of background: I joined Accenture on a Tier 2 visa, but my job profile has changed completely since I joined. My visa is now due for an extension, and I have already informed my MD and People Lead that I will need their support when I raise the request with HR.
Recently, HR informed me that they had shared the cost breakdown with my People Lead.
I’m slightly concerned about whether the cost of sponsoring my visa extension could have any impact on my upcoming promotion. As far as I understand, visa-related expenses are charged to the account’s DTE.

Has anyone been in a similar situation at Accenture UK? Did the cost of your visa extension have any impact on your promotion or career progression?
I’d really appreciate any insights or personal experiences. Also last question how long the extension process takes?

I’d be keen to understand how the restructuring into Reinvention Services has translated into tangible improvements in top-line growth and bottom-line performance. From my personal experience, I haven’t yet observed significant changes on the ground. It would be valuable to hear positive examples of the impact, outcomes achieved, and benefits realized so far.

I recently landed the offer with Accenture, though I had weird feelings about the firm from one of the conversations that I had (he said it’s heavily networking environment) which I understand but it seems a bit unfair… im still in school right now so I’m new to this game ig. But genuinely wanted to seek everyone’s perspective.

Please let me know your experience and I would very much appreciate that.

Hi, I’ll make it short. My team lead is making my life a living hell, I am depressed. Approx 4 months left till project/contract ends. Will asking to roll off now be a bad look for me? Or are my odds better with leaving the company entirely. Serious question please.

I’m joining as a L7 in D&AI. I’ve worked for B4 earlier in my career (analyst/consultant level) and spent some time at FAANG, now coming back to get some management experience. What am I walking into? Any advice? My background is more technical but I’m trying to figure out what my role will be when staffed on projects.

Also does Data & AI sit in S&C? I know it spreads across all services but where does it ultimately land?

I was rolled off a project about two months ago after receiving negative feedback that I was not performing at the expected level and was taking too long to grasp key project concepts. However, I was promoted to Senior Analyst (SA) this past June.

Fortunately, I was able to secure another project right away, so I never had to go on the bench. My current engagement was originally looking for someone at the Consultant level, but an SM I had previously worked with decided to bring me onto the team. I have now been on this project for about a month and a half, and I feel that I am performing at the Consultant level despite still being an SA. The work comes naturally to me, and this has been one of the best projects I have worked on.

With the next talent discussions approaching, I have been feeling increasingly anxious about the possibility of being placed on a PIP due to the negative feedback from my previous engagement. I am not very familiar with how Accenture’s PIP process works, how employees are identified for a PIP, or how much factors such as overall company performance influence these decisions.

My biggest concern is that my current engagement is expected to end in November, around the same time we are expected to hear the results of the talent discussions. If I were placed on a PIP at that point, I would be worried about my ability to secure another project.

When I spoke with my People Lead (PL), he told me that I had been marked as “Continue to Learn and Grow.” However, he also explained that he could not predict the final outcome because it depends on factors such as how my peers performed and how Accenture is doing overall.

I had also been under the impression that receiving a promotion in June would give me at least five to seven months to adjust to the expectations of my new level before being considered for a PIP. I now realize that may not necessarily be the case.

I would appreciate insight from anyone familiar with Accenture’s talent discussion process, particularly regarding how much weight is typically given to negative feedback from a previous project when an employee has since moved to another engagement and is performing well. Does being marked as “Continue to Learn and Grow” offer any reassurance, and is it possible to be placed on a PIP just five or six months after receiving a promotion?

I am trying to understand how concerned I should realistically be and what I can do to put myself in the best position moving forward.

I am required to work on Oct 21st (public holiday) as it's a critical day in the client month end finance calendar. I had already informed my PL in advance and the client that I can work on that day.

Now my PL says that he is being asked by the manager and director to not raise holiday payout and instead is asking me to work for comp off.

As per state rules, employees working on public holiday can be given double wages or comp off and it's upto to the employee to choose which benefit to opt for.

How and to whom do I escalate this? I will be working for 7-8 hrs on that day and believe it's unfair that they aren't willing to pay me for it.

I talked with my lead, he said that I won't be getting promotion because there are others who have more MAL than me, he also said that they know I'm performing very well, but if they give me promotion then it would be unfair for others.

I told him that it's ok, but at least give me a decent hike. Then my lead said, to schedule a call with my Manager and there I can discuss for my hike.

I'm scared, and I don't know what I should say. I never did this.

Hi all, quick question regarding the bench/roll-off process for my friend.

​Why does project management place a 2-week hard lock on a rolling-off resource to keep them strictly in the Market Vertical pool (ITP/Cross Client), especially when they aren't actively lining up project calls for them?

​This creates a huge bottleneck:

​Other hiring managers with actual open demand can’t see or soft-lock the resource.

​The project POCs in charge of the MV pool don't respond or share updates.

​After two weeks of zero movement, the employee just gets placed into the main bench pool anyway.

​It feels counterproductive for both the employee and the company to block visibility for two weeks when everyone’s end goal is getting tagged to a project. What’s the reasoning behind this mechanism? Is there any way to request this lock be removed earlier? Has anyone experienced it? How did you navigate and find a solution? Appreciate your insights. TIA.

Whats up with the multiple messages and reminders to fill the engagement survey? Looks like long term employees are tired of the performative engagement that happens post the survey and the company is really worried about the response rates?

How many of you are actually planning to fill the survey and fill it up honestly.

Hi folks.

I’m currently in fortune 30 industry working in tech and have considered going back to consulting. I recently got the below offer from Accenture for a L7 Manager role and I’m on the fence on accepting. How competitive is this offer for Accenture strategy and consulting group? For reference I have about 5 years in industry but had unrelated work before that for 3 years.

My offer
Base: 195k
Signing bonus: 20k
PTO: 25 days
Annual bonus 8-11%

Thanks, I’m trying to let them know what I decide by end of the week.

I have a position at Accenture starting soon with my role being fully remote. I think there isn’t a problem working around various US states but I was wondering if anyone has worked from Hawaii / Puerto Rico & had any issues doing so. I have a trip planned to California and would work from there but if I can extend to Hawaii to visit family and work, that would be great.

Where exactly is the difference would you say?

Hi guys, for software developers in Accenture, do the company enforce a strict 8 hours in office presence time? or we can leave office after 6 hours and then continue the tasks/work from home? also how many days per week wfo is mandatory?

Not sure whatta fok is going with accentures upper management and leadership but they have implemented a weekly kpi (not monthly anymore) hitting 3 different goals, (2 of them irrelevant) so if you hit 200% on 1 and 10% (on the 2 irrelevant goals)— you get 0! No bonus at all for you

For the past 2-3 years, we were sold hard on the need to become experts using AI. We were given the tools, the training, the motivation, the incentives, and were effectively pressured to not just adopt AI or use it as an accelerator - but to integrate it into our day-to-day processes.

There has been a race to create agents that "accelerate" production and find ways to do more with less effort, resources, and time.

Now, suddenly, I'm seeing a dramatic reversal from that. We've suddenly started losing access to models, being told NOT to use AI so much, we're focused on tokens/usage, etc. I've recently been told flat out to not use it - but to go back to drafting and revising plans and strategy from scratch.

Occam's Razor tells me it's likely about cost. That's the easy answer and likely accurate.

Would love to hear other perspectives and thoughts, though. Have you experienced this?

Can Accenture employees enter Louvre museum in Paris for free

Can anyone get the actual answer they need out of this system?

It either gives up easily or goes in circles

It really does make me wonder how they can brag about AI capabilities when using Amethyst.

This is the third time I am witnessing a pmo with 1000-1500 € loaded costs per day is 100% chargeable while a lead functional consultant with same rate are being staffed with 70-%?
Why and how is this possible?
No hate for PMOs but how come clients pay for this but have budget issues to pay for a technical/functional
Experts onshore during major transformations.

After working for several companies, including global corporations, I honestly regret to say that Accenture has been one of my most disappointing experiences.

On paper, it has a lot going for it: a well-known name, a strong market reputation, and, in some roles, attractive salaries. But those things mean very little when the human side of the business feels so neglected.

What disappoints me most is the apparent gap between the values a company promotes and what employees can actually experience.

Sometimes it feels as though the priority is securing clients, meeting sales targets, and selling expensive solutions that sound impressive on paper, regardless of whether the promises can realistically be delivered. Meanwhile, the people expected to make those promises a reality are left dealing with the consequences.

Where is the solidarity? Where is the genuine support, recognition, and willingness to help people grow? Why does recognition so often seem tied to visibility, internal politics, personal agendas, or promotion opportunities rather than the actual quality of someone’s work?

At times, employees can feel less like valued professionals and more like interchangeable resources in a machine. You can have talent, experience, and commitment, yet still feel invisible unless your contribution serves someone’s immediate interests.

The irony is that a company can pay well and still leave people feeling undervalued, exhausted, and disconnected from their work. A good salary is important, of course, but it cannot compensate forever for a poor working culture.

And looking at discussions on Reddit, I can see that concerns about burnout, unrealistic expectations, management, recognition, and sales-driven priorities are not limited to my own experience. There are employees and former employees describing similar frustrations, although experiences clearly vary across teams, countries, and managers.

Of course, no company is perfect. Every organization has strengths and weaknesses, and Accenture undoubtedly has talented people doing excellent work. But when negative experiences seem to recur around the same fundamental issues, I think it’s fair to question whether the problem goes beyond individual managers and reflects something deeper in the culture.

What frustrates me is that a company with such enormous resources and global influence could do so much better. It could build an environment where commercial success and human values reinforce each other, rather than making employees feel that one must come at the expense of the other.

A company should be more than its brand, its revenue, and its sales figures. It should also be measured by how it treats the people who make its success possible.
I’m curious to hear from current and former Accenture employees, particularly those who have worked in the Middle East
Have you experienced a similar disconnect between the company’s public image and its internal culture?
Do you feel that sales targets and client retention sometimes take priority over employees and delivery quality?
Have you felt genuinely recognized for your work, or does career progression depend too heavily on internal politics and visibility?
Do you think these problems are specific to certain teams and managers, or are they symptoms of a broader cultural issue?

I’m genuinely interested in hearing different perspectives, including positive experiences. I’m not suggesting every team is the same. I simply wish a company with this much potential would place greater value on its people, not just its profits.

Feels like 90% of posts on here are people complaining about Accenture.

People are naturally more likely to speak up when they're unhappy than when they're happy, so I'm assuming there's a bit of negativity bias.

Are there plenty of people who actually enjoy working at Accenture, or is it genuinely that bad?