Management of People Relationships

STAFF AND SELECTION DEVELOPMENT

Selection of staff
 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 people selected to
represent the consulting firm provide services to the firm’s clients and develop future
business will determine:
 The level of success,
 The rate of growth, and
 The future of the consulting practice
In selecting the consulting staff, some basic consideration should be taken into account:
1. The kind of consulting practice one plans to build - specialist or generalist.
2. The targeted principal market: corporate (big business) or proprietorship (small
business)?; product or service related?
3. The kind of image and reputation the consultants wants to project and develop
4. The long range plans for consulting practice.
Once this issues are addressed and answered, the consultant can begin the process of hiring
and training staff personnel. Staff selection should be based criteria stemming from the
consultants’ stated objectives.

PRACTICE AND STAFF PROFILES

1. Develop a profile
 Develop a profile of the type of person the consultant firm needs to achieve
business objectives. It should be chosen very carefully and select only people
fitting the profile that have been developed. Do not be tempted to accept less
qualified candidates just because they may be available.
2. Position Profile
 It should be developed for each position to be filled. There are two part description
There are two parts description:
a) General in nature, describing the overall role of the position in the organization
b) Specific responsibilities and duties of the person in the position which basically would the
job description.
3. Person Description
There are three parts to this profile?
a. Academic credentials
b. Experience
c. Personal traits and characteristics

 Experience
Is a common characteristics of a successful consultant. The experience factor must be
evaluated carefully because it is from the experiences from the past that your consultant will
draw knowledge to solve problems and direct the activities of junior consultants.
Questions to consider:
 Does this person have a proven track record as an individual contributor?
 Have this person’s previous experiences shown progression in terms of responsibility
and project management?
 Has this person been tested and proven as a problem solver?
Remember:
We learn from our failures and the failures of others. Failure gives a strong manager
sensitivity and helps refine skills. Failure can also take the starch out of a once capable
manager leaving an impotent decision maker. The success and failures of previous
experiences must be considered and weighed carefully.
 Personal Traits and Characteristics
It is a very critical factor because they determine how well this person will perform in
the role of consultant. Quality education and experience are of little value to a person who
is lazy and unmotivated.
 A consultant needs to be perceptive, strong-willed, and persistent while, at the same
time, being practical and having a great deal of finesse and empathy.

REQUIRED SKILLS
The effective and successful consulting practice will have people with Technical skill and
Consulting skill.
 Technical Skill - Manages projects while developing new business. This will generate
new client business and compete most of the consulting activity personally.
 Consulting Skill - The consultant is the key person who will conceptualize and put the
pieces of the puzzle together. This person should be a leader.

STAFF DEVELOPMENT
Factors to consider:
1. INITIAL ASSIGNMENTS - during the orientation period the consultant will want to assign
the new staff member to work with a senior member of the firm, or possibly even himself
for a few weeks. . Teammates and specific assignments should be selected with some
forethought because the initial experience will indicate to the new staff member what
you expect in terms of performance and behavior.

2. EXPOSURE TO THE DIFFERENT FACETS OF CONSULTING - a senior consultant is a valuable

asset. This is the person who develop clients, manage projects and supervises and trains
junior consultants and technicians
As owner and manager of a consulting practice, he/she will have two responsibilities to face
in developing the staff and exposing junior members to many facets of consulting.

 The consultant must plan for growth and expansion by developing in - house
talent.
 The second responsibility as a manager in developing the staff is to his/her
employees.
As an employer the consultant is responsible for providing each of the employees with the
environment and opportunity for personal growth and development. The employee gains
experience, expertise, and earning power and grows by contributing to the practice.
3. CONTINUING EDUCATION
  NEW DEMANDS- a consultant can stay current by understanding the need for, one
thing, and personally committing to a structured program continuing education
throughout one’s carrier.
 TRAINING PROGRAMS- the firm’s staff continuing education program will require
more than a moderate amount of in-house training to be completed.
Types of Training Method
1. Formal Training - depending on the complexity of the proposed project, consulting
personnel may need to attend formal training process. This formal instruction will
enable the project members to acquire a working knowledge of the functional and
technical aspects of the package.
2. Ongoing Training - involves a combination of in-house and out-of-house training
programs. Possible out of hours training programs that should be considered include
those offered by Philippines Institute of Certified Public Accountant.
3. Informal Training - every consulting firm should maintain an assortment of periodicals,
research materials, reference manuals, and passed project documentation. Informal
discussion with other consulting personnel having experience in similar projects can
provide relevant information.

Degree of Commitment
Every staff member represents an investment in the future of practice. The
investment will continue with each year’s training and development while at the same time
the firm will be recovering its investment through the personal contribution of the
consultant to the practice.
Naturally, the firm wants to protect its investment. It can do this only be actions
that will lead to and ensure a strong and growing sense of commitment from each staff
member of the firm.
The General Rules:
1. Select people who share the consultant’s values and business philosophies.
2. Provide an environment that people are comfortable with and enjoy working within.
3. Demonstrate personnel interest in each individual employees.
4. Provide opportunity for career growth and personal development.
5. Involve the staff in decisions and commitments that affect them.
6. Maintain open lines of communication within the organization.
The Dynamic of Team Working
Teams are perhaps the most important feature of modern managerial life and increasingly
they are taking priority over traditional business departments. Departments are a good way of
organizing jobs around fixed functions such as marketing, finance and operations. They work
well for established, medium to large business in stable, predictable environments. Allocating
responsibilities to departments may not fit with the organizational style of the entrepreneur
running the firm.
Factors That Influence the Structure of Teams
1. INTRINSIC FACTORS
A. Group size
 The larger the group, the more latitude there is for individuals to specialize their roles.
However, larger groups are more difficult to manage than smaller groups.
B. Stage in group formation
 Groups, like individuals, learn to do their tasks. The productivity of the group depends on
the stage it has reached.
C. Individual expertise and specialisms
 Groups offer individuals an opportunity to specialize their contributions to the overall
venture. Group roles represent the formalization of the contributions individuals can
make.
D. Group norms and cultures
 Social norms influence in the way in which the group works. A culture can be thought of
as the set of rules that define what is allowed within the group and what is not.
E. Leadership
 Effective leadership is essential if the team is to maintain its coherence and to be focused
towards its objective. It plays a crucial role in organization.
F. Individual Personalities
 Groups are made up of individuals. Individual personalities give the group its character.
G. Group Motivation
 A number of models provide an insight into the factors that motivate individuals to be
part of the group.
2. EXTRINSIC FACTORS
A. Group Task
 The nature of task is an important shaping force and it provides as a challenge.
B. Resource Availability
 A team needs resources in order to pursue the task it is required to address. The level of
resources made available will influence the way the team works.
C. Group Rewards
 The rewards made available are greater than if the individual members worked alone.
D. Interaction with other groups
 The way in which the team integrates within the wider organizational context will
influence the way it works with that organization.

The Process of Group Formation

1. Formation
2. Brainstorming/Deliberation
3. Emergence of Consensus
4. Performance

Managing Team Conflicts

Useful general ground rule for its management:
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
Working With External Supporters and Experts
A. Understand what issue you need advice or support on
B. Define objectives
C. Identify who can help
D. Approach positively
E. Ensure understanding and integrate findings