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