The document discusses managing people and relationships in a consulting practice. It emphasizes the importance of carefully selecting staff based on profiles matching their skills, experience and qualifications to the firm's objectives. Developing staff is also key, through initial assignments, exposure to different consulting areas, and continuing education. The manager must plan career paths and progression to retain talented staff. Teams require management of conflicts, formation, and working with external experts.
The document discusses managing people and relationships in a consulting practice. It emphasizes the importance of carefully selecting staff based on profiles matching their skills, experience and qualifications to the firm's objectives. Developing staff is also key, through initial assignments, exposure to different consulting areas, and continuing education. The manager must plan career paths and progression to retain talented staff. Teams require management of conflicts, formation, and working with external experts.
The document discusses managing people and relationships in a consulting practice. It emphasizes the importance of carefully selecting staff based on profiles matching their skills, experience and qualifications to the firm's objectives. Developing staff is also key, through initial assignments, exposure to different consulting areas, and continuing education. The manager must plan career paths and progression to retain talented staff. Teams require management of conflicts, formation, and working with external experts.
The document discusses managing people and relationships in a consulting practice. It emphasizes the importance of carefully selecting staff based on profiles matching their skills, experience and qualifications to the firm's objectives. Developing staff is also key, through initial assignments, exposure to different consulting areas, and continuing education. The manager must plan career paths and progression to retain talented staff. Teams require management of conflicts, formation, and working with external experts.
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MANAGEMENT of
13 CHAPTER PEOPLE RELATIONSHIPS CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
STAFF SELECTION Matching Staff to the Requirements of the Practice The single most critical function of management in building a successful consulting practice is selecting and developing the consulting staff. The selected will determine: a. The level of success b. The rate of growth c. The future of the consulting practice CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
STAFF SELECTION
THESE PEOPLE ARE
THE CONSULTING FIRMS ASSETS BUT THEY ARE NOT CONSTANT.
THEY CHANGE. CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
STAFF SELECTION IN SELECTING THE CONSULTING STAFF, 2. 1. The 3. Thetargeted The kind kind of principal of image consulting and SOME BASIC market: corporate (big reputation 4. The practice long-range the one consultant plans planstofor CONSIDERATIONS business) or proprietorship wants thebuild to project specialist consulting (small business); andor or practice product SHOULD BE TAKEN develop generalist service related INTO ACCOUNT, CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
STAFF SELECTION
SHOULD BE BASED ON CRITERIA STEMMING
FROM THE CONSULTANTS STATED OBJECTIVES CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
STAFF SELECTION PRACTICE & STAFF PROFILES The first step in staff selection is to develop a profile of the type of person the consultant firm needs to achieve business objectives. CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
STAFF SELECTION THE SECOND PROFILE SHOULD BE THE POSITION PROFILE A two-part description of the specific position that should be filled in. I. General in nature, describing the overall role of the position in the organization. II. Specific responsibilities and duties of the person in this position which basically would be the job description CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
STAFF SELECTION THE THIRD PROFILE IS A PERSON DESCRIPTION
There are 3 parts to this
profile:
1. Academic credentials 2. Experience 3. Personal traits and characteristics CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
STAFF SELECTION
EXPERIENCE IS A COMMON CHARACTERISTIC OF SUCCESSFUL ACCOUNTANTS. CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
STAFF SELECTION
PERSONAL TRAITS AND
CHARACTERISTICS ARE ALSO VERY CRITICAL FACTORS BECAUSE THEY DETERMINE HOW WELL THIS PERSON WILL PERFORM IN THE ROLE OF CONSULTANT. CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
REQUIRED SKILLS
THE EFFECTIVE AND
SUCCESSFUL CONSULTING PRACTICE WILL HAVE PEOPLE CONSULTING SKILLS AND TECHNICAL SKILLS CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
TECHNICAL VS CONSULTING SKILLS SENIOR CONSULTANTS TECHNICAL SUPPORT STAFF THE INITIAL STFF MEMBERS THE CONSULTANT TECHNICAL SPECIALIST CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
STAFF DEVELOPMENT
INITIAL ASSIGNMENTS CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP EXPOSURE TO THE DIFFERENT FACETS OF CONSULTING THE CONCERN OF THE CONSULTANT AS A MANAGER IS: How does he manage the development of the entire staff to maximum effectiveness CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP EXPOSURE TO THE DIFFERENT FACETS OF CONSULTING The title senior consultant implies a number of years experience and practice that give the person the competence to be a manager and consultant CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP EXPOSURE TO THE DIFFERENT FACETS OF CONSULTING Two responsibilities of managers/owner in developing the staff and exposing junior members to the many facets of consulting -the consultant must plan for the growth and expansion by developing in-house talent -the responsibility to his/her employees CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
CONTINUING EDUCATION
NEW DEMANDS TRAINING PROGRAMS CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
TYPES OF TRAINING METHODS FORMAL TRAINING ON-GOING TRAINING INFORMAL TRAINING CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
DEGREE OF COMMITMENT The general rules of thumb are to: 1. Select people who share the consultants values and business 2. Provide and environment that people are comfortable with and enjoy working CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
DEGREE OF COMMITMENT 3. Demonstrate personal interest in each individual employee 4. Provide opportunity for career growth and personal development 5. Involve the staffs decisions and commitments that affect them 6. Maintain open lines for communication within the organization CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
CAREER PATHS PLANNING
AND PROGRESSION The following are the factors that influence the structure of teams and the way in which they work: CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
CAREER PATHS PLANNING
AND PROGRESSION A. INTRINSIC FACTORS 1. GROUP SIZE 2. STAGE IN GROUP FORMATION 3. INDIVIDUAL EXPERTISE AND SPECIALISMS 4. GROUP NORMS AND CULTURE 5. LEADERSHIP 6. INDIVIDUAL PERSONALITIES 7. GROUP MOTIVATION CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
CAREER PATHS PLANNING
AND PROGRESSION B. EXTRINSIC FACTORS 1. GROUP TASK 2. RESOURCE AVAILABILITY 3. GROUP REWARDS 4. INTERACTION WITH OTHER GROUPS CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
THE PROCESS OF GROUP
FORMATION 1. Formation 2. Brainstorming or Deliberation 3. Emergence of consensus 4. Performance CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
MANAGING TEAM CONFLICTS A. ADDRESS THE ISSUE B. IDENTIFY PARTIES C. ASSERT THE NEED FOR RESOLUTION D. UNDERSTAND BOTH SIDES E. LOOK FOR COMMON GROUND F. GIVE PARTIES A BACK OUT ROUTE G. BE PREPARED TO IMPOSE A SOLUTION CHAPTER 13 MANAGEMENT of PEOPLE RELATIONSHIP
WORKING WITH EXTERNAL
SUPPORTERS AND EXPERTS 1. UNDERSTAND WHAT ISSUE YOU NEED ADVICE OR SUPPORT ON 2. DEFINE OBJECTIVES 3. IDENTIFY WHO CAN HELP 4. APPROACH POSITIVELY 5. ENSURE UNDERSTAND AND INTEGRATE FINDINGS
