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consulting firm and finding out what type of interview they perform (how they go about it, what they look for, etc.). One good source of information is Vault.com (there may be better ones but that's the one I used to look at when I used to work for other people). You're right to improve your resume as much as you can. However, a good resume probably won't get you hired. In fact, it may not even matter that much. Here's why I say that... I used to work for one of the "Big Four" consulting firms and interviewed many people. We had a very specific interviewing methodology. In the first phase of interviewing, we looked for specific things that we considered indicators of probable success with the firm. In the second phase of interviewing, we use the "Critical Behaviors" method of interviewing. I asked the applicant to tell me stories about their experience in certain areas. For example, "Tell me about a time when you disagreed with your boss." They would describe the scenario in great detail and I would probe for detail, looking to see if he or she exhibited certain behaviors that we valued. It really didn't matter if the applicant disagreed with their boss at Goldman-Sachs or their boss at McDonalds. We were looking for behaviors; not flashy name-dropping. We would rather have someone who displays the right behaviors at McDonald's than one who does not display the right behaviors at Goldman-Sachs. One of the most critical abilities of a Management Consultant is to think critically and adapt quickly. (There are many others.) As an employer, I would be far more interested in a candidate whose resumes reflect valuable qualities than a list of impressive companies (not that it's "either-or"). After many years as a Management Consultant, I had worked for a bunch of clients on a bunch of client engagements. Every engagement could be different and my role on each project could be different. It's not practical to pack all of that detail into a couple of pages of a resume. What I did instead was to organize my resume by "skills." I made each skill a heading (such as "Program/Project Management" or "Business Development") and then listed the "highlights" of my Project Management experience under that heading and the highlights of my Business Development experience under that heading. (And by the way, I did a little name-dropping by adding a laundry list of clients in a separate section. I just listed them; I didn't go into detail about what I did for each client.) In short, Management Consulting firms will look far more closely at your mind and behaviors than they will your resume. Here are a few qualities I think you should have as a Management Consultant: o Communication skills o Organization skills o The ability to think ahead and plan ahead. o Critical thinking. o Project Management skills. o FLEXIBILITY (It's unbelievable how often and unpredictably things change). o Relationship skills (you need to be able to work well with everyone from CEOs and Customer Service Reps) o THICK SKIN (As a consultant, you're always on the "outside" so you may be the butt of many criticisms and an ever-present potential scapegoat for anything and everything that may go wrong; if you get your feelings hurt easily, this may not be the right profession for you) o CYA skills (this is part of being organized; make sure you document everything. This is not only for CYAing but for keeping everyone on track. People tend to forget what they said and decided. If you get everything down on paper, that won't be an issue.) o Quick Learner (You'll be in different environments quite often; the faster you can learn, the better.) o Confidence (You will be called upon to do lots of things you don't think you can do. You get used to doing things you've never done before. Don't get scared. It works out.) That's all I can think of at the moment. If you have other questions, feel free to contact me.
The responsibility of a Human resource professional is not just to extend the services but also to convince the management for the right tools. expel costs on various things such as study materials. venue. and help to develop and plan performance improvement oriented training programs with better results from training. most of the Organisation does not give much time on TNA. how to fill those gaps etc are not given much thought about. Benefits of TNA process: . The basic TNA steps are: understand current employee performance define the ideal performance define the performance gap identify the cause for a performance gap and steps to close the performance gap The discussion of the results of this basic analysis in one-on-one-interviews between the local management and HR. nterestingly. where are the gaps in the performance. they would hire outside agencies to provide training. Training Need Analysis (TNA): The TNA is an essential basic requirement to close employee performance gaps in order to achieve organisational excellence and support our key imperatives. will provide a more precise picture of training needs. The TNA process is to ensure that best value is realized for the L&D resources deployed. lose of man days and even Food will be given much thought but analysis of who needs what kind of training. hiring the best training providers.Good luck! Source(s): 20 years as a Management Consultant and Project Manager in the Mortgage Banking Industry. methods and principles.
global and local trainings) are identified. HR & Managers discuss / define the current employee performance status: Ask: what skills and knowledge do your employees have today 2. Evaluation results. one process for all functions globally easy link of each single training to our strategic business goals. creating of ´training wish listµ avoided All group trainings (e. HR & Managers define the future job requirements: What standard of performance is necessary for your business²and your employees²to be a success in future? What tasks must they do? . HR & Managers define the performance gap 4. no push back by local management because of involvement. HR & Managers define the future job requirements 3. no separate process required. brand planks and key imperatives option to increase HR / L&D image as competent L&D advocates.g. options for coaching by management TNA step by step 1. strengthens our position as HR partner and HR players best option to uncover problems which might be hidden when just using an online survey great to discuss all development solutions.g. e. HR & Managers discuss / define the current employee performance status 2. perception of trainings. HR & Managers agree on development plan 5. Reporting to L&D 1. not only training option to discuss L&D aspects in general.
4. L&D together with HR and local management will discuss reprioritization of trainings. Reporting to L&D Results of TNA are documented and reported to L&D for further processing: cost calculation. HR and Managers agree on development plan The summary of the TNA results will be discussed between HR and th e regional GM/VP. Identify steps to close the gap (training and / or other development opportunities). vendor selection and contracting. responsibilities for the organisation of trainings and the follow up of the development plan. . at Training Governance Council) not allow to ge t fundings for all initiatives identified.g. 5. monitoring progress. tracking costs Should budget considerations (e. training design (incl. The regional GM/VP decides on training priorities. HR & Managers define the performance gap: Ask: What is the difference between the ideal performance and what your employees are currently doing? Are there any areas that aren·t functioning as they should? Where are opportunities for improvement? Why are our people not working up to standard? Where and when do the problems occur? Has anything changed recently that might have instigated the problem? Compare the best and worst performers to find the differences in what they do. budgeting. reinforcement and evaluation) training scheduling.What level of accuracy or productivity should they achieve? What skills and knowledge must they have? 3.
Hope this will give a better understanding of the Training need analysis and may in fact help in Performance Management as well. .
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