Dernières publications

By: Irina Kvirikadze – Senior Manager Data Integrity

The gender pay gap, i.e. the disparity in pay between people of different genders, rightly counts among the leading topics in today’s business world, even more so in Western European countries. In this context, the consulting industry is usually expected to be at the forefront of efforts to ensure greater equality. But what does the data actually say?

In this article we take a closer look at the consulting industry in Western Europe, and explore the issues with and implications of gender-based pay in more detail.

What the data says

According to Eurostat[1], gender pay equity in European countries varies significantly. When examining some of the major Western European countries, the unadjusted pay gap level in France is over 15%, in Germany almost 18%, and in Italy only 5%. According to the government’s 2022 Equality Act publication[2], in the United Kingdom the median pay gap is close to 10%. According to the same report, the gap is much higher in the private sector (which would include the consulting industry).

Overall, the consulting industry is notable for its high salaries and competitive work environment. Moreover, consulting firms working in North American and in Western European countries are often regarded as leading advocates for gender equality and greater diversity. Most of these firms have already implemented numerous initiatives in favour of equal pay across the industry[3].

Nevertheless, according to Vencon Research survey data, which includes both the largest full-service firms across Europe, as well as Europe’s significant boutique firms, women with the same level of education, experience or responsibilities, continue to face salary pay gaps when compared to their male counterparts. Furthermore, there are notable differences between countries in terms of the prevalence of a gender-based pay gap. For instance (as shown in table 1 below) France shows a pay-gap of 18%, the UK of 23% and Germany of 27%. Italy shows the smallest gap of the four countries but remains significant at 9%.

Furthermore, pay gap inequalities appear to be even more significant when comparing the managerial levels and less prominent at non-managerial positions, meaning, as one moves up the consulting career path, the pay gap begins to widen.

In France, for example (as shown in table 2 below), the pay gap at non-managerial levels is 5%, whereas at higher rank positions it is 30%. A similar situation can be found in other countries too, with the UK showing a pay-gap of 12% at non-managerial levels and 33% at higher rank positions, and Germany having the highest pay gap discrepancy at non-managerial as well as at senior consulting levels, 14% and 39% respectively.

Italy again has the lowest pay gap out of the four countries, in managerial positions men earn more than women by 23%. In non-managerial positions however, it seems women earn more than their male counterparts. This ‘negative’ pay gap may be driven by the fact that we have found that women in consulting in Italy tend to have a longer tenure in non-senior roles than their male counterparts.

What are some of the drivers of this issue?

There have been a number of studies that examine underlying factors that contribute to the gender pay gap. As previously mentioned, one reason may be that despite the introduction of antidiscrimination policies, gender biases may still be ‘unconsciously’ applied, meaning women may be overlooked for leadership roles, remaining relegated to lower ranking positions and thus do not have the same access to the more lucrative senior roles with better advancement opportunities.  

Male versus female representation at senior career levels

Vencon Research’s survey data seems to support the notion that women may be staying longer in certain positions. In fact, male consultants typically reach partner level faster than their female counterparts, who tend to take more time off due to family related reasons and may return to work as part-time employees[4]. This, on the other hand, decelerates their promotion to management levels and may also negatively impact their earning capability.

As shown in table 3 below, the number of female professionals in all four countries in this comparison starts to decrease as one moves to the more senior or managerial levels. This on the other hand, highlights the fact that a significant gender imbalance at the higher-ranking positions remains and that female consultants at senior levels are still underrepresented.

Addressing this issue is also essential as studies show that diverse teams achieve greater success[5].  Moreover, in comparison to their male colleagues at the same level, female leaders seem to achieve a greater level of “employee well-being”, which in turn increases retention rates and employee satisfaction[6].

What can consulting firms do to address the gender pay gap?

There are several steps consulting firms can implement in order to narrow or ideally close the gender pay gap in particular at managerial levels.

The first step is to regularly audit and identify within the firm any pay disparities between male and female colleagues. This will help to ensure fair pay as well as increase transparency around salaries.

In order to support women to balance work and family responsibilities, companies can implement more flexible work arrangements such as flexible schedules, instead of a clock-in-clock-out system and offer remote work options[7]. This can help retain talented female employees and on the other hand, ensure that they are not penalised for taking time off for family related reasons.

Furthermore, it is clear that this complex issue requires a multifaceted approach not only from businesses, but society as a whole. However, firms can and should do more to address gender-based unconscious biases in the workplace, through training and educational programmes, raise awareness and promote a more inclusive work culture. Being pro-active in this matter will help managers recognise and correct their own biases and allow them to make promotion or hiring decisions that do not overlook women for leadership positions. It will also help to increase the number of female consultants at managerial positions and thus reduce the gender-based representation disbalance.

Concluding thoughts

Management consulting firms in Western European countries are at the forefront of efforts to promote gender equality measures, however, they still face significant problems in closing the gender pay gap. There are notable differences among countries, but the general trend is the same, at the non-managerial positions pay disparity between men and women is narrower (or even negative) and female consultants are more represented, while at managerial positions the salary gap is significantly wider and women remain underrepresented.

In conclusion, much work remains to be done to ensure that women are paid fairly and equitably and that they are not only relegated to lower ranking positions. By continuing to implement equal-pay initiatives, such as pay audits, flexible or remote work arrangements and unconscious bias training, consulting companies can help close gender pay disparities, balance gender representation at managerial levels and create a more inclusive work place for all employees.  

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Sources:

[1]https://ec.europa.eu/eurostat/statistics-explained/index.php?title=Gender_pay_gap_statistics#Gender_pay_gap_levels_vary_significantly_across_EU

[2]https://www.gov.uk/government/publications/dit-gender-pay-gap-report-and-data-2021-to-2022

[3]https://www.ft.com/content/c8118e14-143e-11e9-a168-d45595ad076d

[4]https://managementconsulted.com/gender-pay-gap-consulting/

[5]https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity/managing-multicultural-teams

[6]https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace

[7]https://consultport.com/for-consultants/how-do-we-get-more-women-into-consulting/

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By Gunjan Kalwani - Rewards Intelligence & Insights

The consulting industry is constantly evolving in response to changing client needs. Traditionally focused on strategic advice delivered by small, specialized teams, consulting firms are now increasingly responsible for implementing large-scale transformations, building technology platforms, and operating data-driven systems.

At the core of this shift is the expanding role of delivery centers. These are centralized hubs supporting projects through analytics, tech development, research and knowledge management. Once seen primarily as a support function, they are now integral to a consulting firms’ global operating models.

As their role shift, firms are placing greater emphasis on compensation for the delivery center workforce to maintain productivity, competitiveness and scalability.

Redefining the Delivery Center

Delivery centers have evolved from limited support functionality into integrated capability hubs that combine analytics, engineering, research, and knowledge management within a single operating layer. Their remit now extends far beyond slide production or background research.

They play a direct role in hypothesis testing, model development, platform buildout, and increasingly, in client implementation. In parallel, they underpin internal capability building—maintaining knowledge assets, supporting proposal development, and enabling cross-office collaboration at scale.

Firms such as Accenture and the Big Four have long operated global delivery networks and are constantly expanding. Strategy firms such as Boston Consulting Group and Bain & Company have also expanded their capability networks to support more technical and research driven engagements.

Geographically, these networks continue to concentrate in markets such as India, Poland, the Philippines, and Mexico. However, location strategy is becoming more nuanced—balancing cost with specialization, attrition risk, and proximity to key client markets.

From Support Function to Operating Model

The novelty of the delivery center model lies in how it reshapes the economics of consulting.

Historically, leverage was driven by pyramidal team structures within a single geography. Today, leverage is increasingly driven by the interaction between client-facing consultants and distributed capability pools. This creates a dual workforce model: one optimized for client engagement, the other for scalable execution.

This shift introduces new complexities:

• Role fragmentation: Traditional consulting roles are being decomposed into more specialized skill sets (e.g., data engineering, machine learning, UX design).
• Blended team structures: Project teams now span multiple geographies and cost bases, requiring tighter coordination and clearer role definition.
• Different productivity curves: Output is no longer measured purely in billable hours, but in throughput, reusability of assets, and speed of delivery.

In effect, delivery centers are not just supporting consulting work—they are redefining how it is produced.

Compensation Design in a Distributed Workforce

As delivery centers mature into a core part of the consulting operating model, compensation can no longer be managed as a simple extension of traditional consulting pay structures. The underlying workforce is fundamentally different—more specialized, more location-sensitive, and more exposed to external talent markets beyond consulting.

This requires a shift from benchmarking as a periodic exercise to compensation design as an ongoing, structured process.

Two challenges stand out:

• Role definition and comparability Delivery center roles often sit at the intersection of consulting, technology, and operations. Standard job titles rarely map cleanly to external benchmarks. Without precise job matching, compensation decisions risk being anchored to the wrong talent markets, leading to either overpayment or retention challenges.
• Location-sensitive pay structures Geographic arbitrage remains a factor, but it is no longer the sole driver. Talent scarcity, skill depth, and attrition risk vary significantly within and across locations. Effective compensation design needs to reflect these nuances, rather than applying broad location-based discounts.

In this context, benchmarking becomes an input into a broader set of decisions: how roles are structured, how pay bands are defined, and how progression is managed across both consulting and delivery center career paths.

Firms are increasingly using this data to answer more strategic questions—where to build capabilities, which roles to prioritize, and how to maintain a coherent employee value proposition across a globally distributed workforce.

The result is a more deliberate approach to compensation: one that reflects the complexity of the delivery center model rather than forcing it into legacy structures.

Implications for Consulting Firms

The rise of delivery centers introduces a more industrialized layer to consulting—one that requires the same level of rigor in workforce planning as seen in technology or operations-heavy industries.

Firms that treat delivery centers as a homogeneous, cost-driven function risk underinvesting in critical capabilities or mispricing their services. Conversely, those that actively manage these workforces—through precise role definition, targeted benchmarking, and continuous capability assessment—are better positioned to scale without eroding margins.

This is particularly relevant as demand for advanced analytics and AI-related work continues to accelerate. The competition is no longer just between consulting firms, but with technology companies drawing from the same talent pools.

Closing Thought

Delivery centers have moved beyond their original mandate. They are now a defining feature of how consulting firms operate, compete, and grow.

The challenge is no longer whether to build these capabilities, but how to manage them effectively within a global, multi-layered workforce. That requires a more sophisticated approach to benchmarking—one that reflects the reality of hybrid roles, distributed teams, and rapidly evolving skill demands.

Firms that get this right are not just optimizing costs; they are reshaping their delivery model to align with where the industry is heading.

As delivery center models continue to evolve, firms need a clearer understanding of how roles, capabilities, and pay structures compare across markets. Vencon Research supports consulting firms with targeted benchmarking and advisory, helping ensure compensation frameworks reflect the realities of a distributed workforce. Get in touch to discuss how this applies to your organization.

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This series of briefs consolidates essential HR indicators for the consulting sector across three markets in the Middle East and Africa: the United Arab Emirates, Saudi Arabia, and South Africa. It provides a comparative view of compensation positioning, workforce structure, career progression, and service line dynamics across the region.

Key HR indicators for the consulting industry

This collection of market statistics briefs highlights key consulting market statistics across four countries in the Western Europe region: United Kingdom, France, Germany, Sweden and Italy. It offers insights into various key factors, such as the highest paying lines of businesses, market growth, starting salaries, career progression, and market pay level.

Notable highlights across Eastern Europe

• The year-on-year market headcount increase across these five countries ranged up to +7%, with “Energy, Environment and Sustainability Consulting” and “Big Data and Analytics” lines of businesses witnessing the largest growth.
• The average time required to progress from analyst level to partner level ranged from 24.5 to 26.5 years, with Germany having the fastest track.
• “Economics Consulting” was one of the highest-paid lines of business and "Restructuring & Turnaround Management Services" also ranked among the top three highest paid in three of five countries.

The sheets also present median salaries for all Vencon Research career levels as percentages of basic salaries paid in the United States. Out of the five countries presented here, consultants in Germany were paid the highest at entry level, while the United Kingdom saw the highest salaries as of Manger level.

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