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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

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

slide17
“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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