Recruiting retaining internal consultants
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Recruiting & Retaining Internal Consultants. AIMC National Conference 2004. The Internal Consultant as Expert. Senior level employee Exposure to a number of departments in the organization Promoted as an “expert” in a particular area to assist with “special projects” and internal

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Recruiting & Retaining Internal Consultants

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Recruiting retaining internal consultants

Recruiting & RetainingInternal Consultants

AIMC National Conference

2004

Newport O'Connor - AIMC Presentation - March, 2004


The internal consultant as expert

The Internal Consultant as Expert

  • Senior level employee

  • Exposure to a number of departments in

    the organization

  • Promoted as an “expert” in a particular area to

    assist with “special projects” and internal

    operations.

  • Usually self selected by undertaking further education

    or having a special interest in an area where expertise

    was required.

  • Might otherwise be selected by the company and sponsored for further education and/or management programs.

Newport O'Connor - AIMC Presentation - March, 2004


The internal consultant as change agent

The Internal Consultant as Change Agent

  • Mid-level management

  • Internal employee or external consultant

  • Change Agent/Facilitator

  • Project management skills rather than any

    technical specialization per se.

  • Vendor selection, management and liaison

  • Responsible for taking external expertise and

    disseminating it throughout the organization.

Newport O'Connor - AIMC Presentation - March, 2004


The emergence of the internal external consultant

The Emergence of the Internal/External Consultant

  • “Cost centers” becoming “profit centers”

    by on-selling the tools/processes they have

    developed internally to corporation clients or

    providing them on a pro bono to on sell products/

    services and increase revenues.

  • New requirement for internal consultants to have business development skills beyond the advocacy skills needed internally.

Newport O'Connor - AIMC Presentation - March, 2004


General requirements for the job

General Requirements for the Job

  • Inherent

    • Intellect

    • Objectivity/Integrity

    • Excellent interpersonal skills

    • Ability to influence others

    • Flexibility and adaptability to change

  • Acquired

    • Project Management skills

    • Inherent understanding of the

      organization/business

    • Relevant experience/education (as far

      as possible)

    • Expert attributes

Newport O'Connor - AIMC Presentation - March, 2004


Strategic competency based approach vs passive administrative approach to hrm

Strategic Competency Based Approach vs. Passive Administrative Approach to HRM

  • Human Capital/Intellectual

    Capital is the essence of a

    consulting organization

  • Competitive Advantage

  • Change in Roles & Workplace

Newport O'Connor - AIMC Presentation - March, 2004


Core competencies

Core Competencies

  • A competency is an inherent

    characteristic of an individual that is

    believed to cause and is therefore used to

    predict future behavior.

  • The term “competencies” is accredited to Richard Boyatzis who discussed competencies in his book

    “The Competent Manager: A Model for Effective Performance” where he detailed 21 competencies to

    build up a psychological profile to predict future performance.

Newport O'Connor - AIMC Presentation - March, 2004


Five types of competency characteristics

Five Types of Competency Characteristics

  • Motives – drive, direct & select behavior

  • Traits – physical characteristics or consistent responses

  • Self Concept – attitudes, values, self image

  • Knowledge – information possessed

  • Skill – ability to perform a physical or mental task

Newport O'Connor - AIMC Presentation - March, 2004


Core competencies and aligning hr and corporate strategy

Core Competencies and aligning HR and Corporate Strategy

  • Organization Assessment

  • Role definition

  • Recruitment requirements

  • Assessment criteria

  • On boarding/Orientation

  • Evaluation

  • Training & Development

  • Succession Planning

  • Exit strategies

Newport O'Connor - AIMC Presentation - March, 2004


Benefits of competencies

Benefits of Competencies

  • Standardized process using a set of

    common denominators

  • Facilitates a closer match between a

    person’s abilities, skills and interests and

    their role in the organization

  • Helps prevent:

    • unfair discrimination

    • cloning

Newport O'Connor - AIMC Presentation - March, 2004


Criticisms of competencies

Criticisms of Competencies

  • Assumptions/Interpretation of Behavior

    may not truly be objective

  • Past events may not guarantee future

    performance

  • Prevalence may reduce effectiveness

Newport O'Connor - AIMC Presentation - March, 2004


The most desired competencies

The Most Desired Competencies

  • 12 most common competencies* desired

    in employees by organizations are (and

    applicable to employing internal consultants):

    • Communication- Achievement

    • Customer focus- Teamwork

    • Leadership- Planning & Organization

    • Commercial Acumen - Flexibility/Adaptability

    • Developing Others- Problem Solving

    • Analytical Thinking- Building relationships

      *Competency Journal

Newport O'Connor - AIMC Presentation - March, 2004


Recruitment creation of a role rather than filling a job

Recruitment -Creation of a Role rather than Filling a Job

From a competency perspective,

know and understand:

  • Your brand & Your clients

  • Your industry

  • Your business

  • Your department

  • Your team

    In order to know how to recruit, develop

    and retain potential employees

Newport O'Connor - AIMC Presentation - March, 2004


Recruitment approaches passive active

Recruitment Approaches – Passive/Active

  • Promotion

  • Internal Referrals

  • Alumni Network

  • Brand

  • Advertising (website, job boards, media)

  • Research

  • Database Mining

  • Social Networking

  • “Headhunting”

Newport O'Connor - AIMC Presentation - March, 2004


Assessment tools

Assessment Tools

  • Resume & Application form (low cost,

    medium validity, front end)

  • Ability Tests (medium cost, high validity, middle)

  • Behavioral Based Interviews (medium cost, high validity, mid-end)

  • Work samples/Business Cases (medium cost, high validity, mid-end)

  • Personality Questionnaires (medium cost, medium validity, end)

  • Assessment Centers (high cost, high validity, end)

  • References (medium cost, medium validity, end)

Newport O'Connor - AIMC Presentation - March, 2004


Recruitment assessment selection process

Recruitment/Assessment/Selection Process

  • Synergistic validity to using more than

    one approach.

  • Process adopted will depend on the number of

    roles, seniority of positions, amount of available candidates and the relative validity of the recruitment

    tool/method vs. available resources.

Newport O'Connor - AIMC Presentation - March, 2004


Recruiting retaining internal consultants

“Fit”

  • Qualitative, statistical and “empirical”

    evidence is not going to determine the final

    hiring decision – that will be the result

    “gut feeling” or whether you like them or not.

  • Authorities suggest that these decisions should not

    been made during the interview process but in

    conjunction with other assessment tools.

  • Matching organizational “culture” with candidate “fit” –

    key to the perfect match.

Newport O'Connor - AIMC Presentation - March, 2004


Recruitment issues to keep in mind

Recruitment Issues To Keep In Mind

  • Attraction – “war for talent” – although

    market dependent- available jobs are

    becoming more complex (technology &

    outsourcing) – not enough qualified candidates to

    cope with demand

  • Assessment – new factors to consider -integrity & ethics,

    adaptability to change, stress resilience, creativity &

    innovation, cultural sensitivity (globalization)

  • Selection – prevailing issues involving legality of hiring

    decisions (uniform and job specific criteria) & diversity/inclusion

Newport O'Connor - AIMC Presentation - March, 2004


Development retention

Development & Retention

  • Current Market – less

    investment in training &

    development, less job security and

    low morale due to layoffs = greater likelihood

    of turnover (recent polls – Right Mgmt Cons.)

  • Change in the employment power dynamic between

    organizations and employees (job for life, security,

    training, benefits vs. greater autonomy and responsibility

    - free agents motivated by opportunity, work and

    compensation

  • Motivators for employees – Maslow

    and Employee “Must Haves”

Newport O'Connor - AIMC Presentation - March, 2004


Maslow s hierarchy of needs

Maslow’s Hierarchy of Needs

Newport O'Connor - AIMC Presentation - March, 2004


Employees must haves

Employees “must haves”*

  • Type of work

  • People

  • Training & Development

  • Chances of promotion

  • Compensation

  • Job security

  • Working Conditions

  • Reputation of Organization

  • Geographical location

  • Work hours

  • Benefits

    *Pearn Kandola - Whiddett, Payne, Kandola - (1995)

    Occupational Psychology Conference Book of Proceedings, 205-211

Newport O'Connor - AIMC Presentation - March, 2004


Development retention strategy

Development & Retention Strategy

  • Understand what motivates your employees

    on an individual basis and cater to these needs as

    far as is reasonably practicable.

  • The extent to which you do this will depend on their perceived value to your organization and market forces.

Newport O'Connor - AIMC Presentation - March, 2004


Development and retention issues to keep in mind

Development and Retention Issues to Keep in Mind

  • Development – increased onus on the candidate – but still need to consider as an additional selling point to attract talent

  • Retention – increased turnover due to increasingly mobile, virtual, flexible workforce - understand employee motivators

  • Succession Planning – impact of retirement of baby boomers – start planning with internal candidates and invest in developing potential candidate talent pools/networks

Newport O'Connor - AIMC Presentation - March, 2004


Further information

Further Information

444 Madison Avenue

Suite 3202

New York, NY 10022

Ph: 212 754 6860

www.newport-oconnor.com

Newport O'Connor - AIMC Presentation - March, 2004


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