June 2008
 
Getting the most out of consultants
 
Companies today regularly need the help of consultants to in-source talent and skill sets not available in the current workforce, to solve difficult and unique problems, to overcome hurdles during growth and transition, to backfill for vacancies created by a leave of absence or an abrupt departure.  Often, however, those who are managing consultants have never been in this role before and don't know the best way to gain maximum benefit from this increasingly valuable resource. 
 
Outlined here are some tips for maximizing the value of consultants.
 
Select the right consulting firm for your organization's culture, and the right skill sets for the work at hand.   Some consulting firms are positioned as "the experts" and will come in to tell their client how the problem should be solved; others help their clients identify their issues and team them with an experienced associate who will roll up his sleeves to get the job done by working with the client.  Both are viable models, but chances are that clients will find one of these models a better fit with their culture and with the unique challenges they face.  Finding the consulting firm that provides the best style is essential in maximizing results.
 
Once the best firm is selected, the next step is ensuring that the right consultant is being chosen.  Have you clearly outlined the duties and responsibilities for this role?  Do you understand the skill sets that you currently have on deck versus the skill sets lacking in your current team?  Do you have a good idea of the soft skills and competencies needed by this individual?  Do your homework up front and ask good interview questions to select the right hard and soft skills needed for the task at hand.
 
Establish expectations clearly in advance.  What are the deliverables you expect the consultant to provide as a result of the consulting assignment?  What are the project milestones and deadlines?   Just as important as these major details are other, more mundane expectations, such as your standards for professionalism, dress code, and work behaviors.  Will the consultant work in your office space or out of her own office?  What work hours are required?
 
Make them a part of the team.  Sometimes clients complain that consultants don't take ownership of the problem and act like "hired guns" without a vested interest in the company.  If you want consultants to treat the problem as it were their own, then treat them as members of your team.  Invite them to team meetings.  Solicit their input in group brainstorming sessions.  Copy them on intercompany correspondence. 
 
Communicate regularly.  How often should the consultant report in?  Should the consultant communicate via email, voice mail, or in face-to-face meetings?  Set up a process for ongoing communication to make sure the consultant has the necessary information to make informed decisions.
  
Solicit their candid feedback.  Have you let the consultant know that you want and need candid feedback?  If you haven't, you may inadvertently be missing out on valuable insights that only an outsider can provide.  Remember, too, that while you don't need to heed the advice provided by your consultants, remaining open and nonjudgmental may allow the consultant to keep you in the loop about problems and opportunities inherent in the project.
 
Document as you go along.  Ask your consultants to document the steps they are taking and the rationale for their decisions.  While most consultants will commit to staying through until project completion, there may be instances where an emergency situation will call the consultant from the project.  Without adequate documentation you might be left in the dark about why decisions were made or how processes were executed.
 
Reward and recognize consultants when milestones have been achieved.  While consultants receive what many believe to be top pay for their efforts, those managers who oversee consultants should realize that consultants are working for reasons beyond the paycheck:  to help others, solve difficult problems, make a difference.  Celebrate the victories with your consultants to keep them energized and motivated.
 
Transfer knowledge from the consultant to your team.  Will you and your team be able to execute on the project after the consultant is gone?  If not, you haven't taken full advantage of what your consultants can offer.  Periodically ask the consultant to explain, train, and otherwise educate you and your team.  Don't let them leave until your team is up to speed on the knowledge and wisdom that the consultant possesses.
 
Evaluate.  Was the project completed on time?  Are the results what you had anticipated?  Are you pleased with the direct and indirect outcomes of the work performed by the consultant?  Have you provided your consultant with this feedback?  By evaluating the process you can not only benefit from lessons learned, but also improve the way in which you manage the process to ensure you're maximizing your benefit from consultants.
 
 
 

The Truth About Hiring The Best
 
Unemployment rates are at record lows, making it even more challenging to find the best employees. Hiring managers want new, creative ways to recruit and select top employees. Savvy managers also know they're not just hiring for one open position-they're creating the future for their department and their organization.
 
The Truth About Hiring The Best, written by Employment Strategist Cathy Fyock, is the first easy-to-digest, practical book that dispels the myths about how to identify, recruit, and then select the best people. Cathy draws upon her experience as a recruiter, hiring manager, and employment consultant in providing "break-through aha's" to help you find the best people for your organization.
 
Anyone who needs to make a hiring decision can benefit from this book-from department managers, to business owners, to HR professionals. Whether you need to hire one person every five years or 500 people now, this book will help you meet your goals.

Available now through Amazon.com

 
Selected Engagements from Cathy's Calendar
 
*  June 2, "The Truth About Hiring The Best," Huddle House Owner-Operators' Conference, Sandestin, FL
*  June 11, "The Truth About Hiring The Best," National Patient Account Services/HCA, Louisville, KY
*  June 16, Train The Trainer, Life Skills, Bowling Green, KY
*  June 18, "So You Want to be a Consultant?" Resources Global Professionals, Louisville, KY
*  June 24, "The Truth About Hiring The Best," Society for Human Resource Management Annual Conference, Chicago, IL
 
 
 
 
About Cathy Fyock
 
Are you looking for a high-content speaker for your next conference or meeting?  Call or email Cathy to find out how she can work with you to meet your specific goals and objectives.
 
Cathy Fyock, CSP, SPHR, is an employment strategist-helping organizations develop strategies to recruit and retain top talent in an aging and changing marketplace.  For nearly 20 years she has combined her knowledge of work-force issues and her talents as a speaker to provide innovative and inspirational learning events. She has helped organizations attract top talent, reduce turnover, and improve productivity in a volatile labor market.
 
Cathy has recently joined Resources Global Professionals as their Director of Recruiting for the Louisville office.  In this role she practices "hiring the best" while focusing on attracting senior-level professionals.  She also is responsible for business development.
 
 
Comments from a Recent Presentation
 
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Permission to Reproduce This Newsletter
 
Permission is hereby granted to reprint articles from this report by Cathy Fyock, at no charge, with the agreement that the biographical information be included following each article used. One copy of the publication in which the article is published must be forwarded to Innovative Management Concepts. A fee of $300 per article will be expected for articles published without the biographical and contact information. Please contact us for assistance in editing this article to meet your publication guidelines.