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Companies might engage a consultant for any of four fundamental reasons:
- Expertise not available in-house
- Impartiality of perspectives and un-weighted recommendations
- Cost-Effective organizational improvements
- Short-term management staff augmentation
The outside advisor provides an objective perspective across functions and departments, and has no hidden agendas or promotion goals within the company. Thus, he or she is free to "break the rules" to supply more creative solutions, either by bringing in fresh ideas from other fields or by stimulating new ideas from your existing staff. Sometimes, the outside consultant is the only person willing to confirm the generally known truth that everyone else is hesitant to recognize.
RULE #1: CLEARLY DEFINE THE OBJECTIVES YOU HOPE TO ACHIEVE
Describe the assignment and specify the results you expect to achieve. Understand precisely how you expect your business will benefit from these results, to help you properly judge the consultant’s performance. Decide on the time frame, scope and any constraints on the assignment. Clarify your own role in working with the consultant.
RULE #2: ASK FOR A WRITTEN PROPOSAL
Be certain the consultant you ask to propose your work is qualified for your kind of assignment. Potential consultants will be happy to provide basic information about themselves and talk with you about your needs. Invite a written proposal, which should include . . .
- The consultant’s understanding of the problem
- A written brief
- A description of the consultant’s experience and appropriate references
- The consultant’s work plan
- Reports and/or systems that will be supplied to you
- Fees, expenses and schedules of payment
- The input the consultant will require from you
RULE #3: BRIEF THE CONSULTANT PROPERLY
Prepare a concise brief that clearly defines the objectives you wish to achieve, the scope of the work, time frame, reporting procedure and constraints of the project. Compare your brief with the consultant’s proposal. Focus more on value added by the consultant’s work than on his cost. Bear in mind that the cheapest quotation may not necessarily be the best value for your money.
RULE #4: BE CERTAIN THE CHEMISTRY IS RIGHT
Successful consulting requires goodwill in human communications. Meet the consultant who will be performing the assignment. Talk through the proposal with the consultant before making a final decision, to ensure that you have any concerns answered satisfactorily. If you aren’t satisfied with any aspect of the proposal, don’t feel pressured into accepting it. Continue discussions with the consultant until you reach full understanding–and agreement–with the proposal. Select the consultant that has the best qualifications and experience, and with whom you feel you can work comfortably.
RULE #5: ASK FOR REFERENCES AND CHECK THEM
Ask the consultant for names and/or written testimonials from former clients. Then call those clients to verify the consultant’s suitability for your assignment.
RULE #6: AGREE TO A WRITTEN CONTRACT BEFORE THE ASSIGNMENT STARTS
If you have last-minute questions, suggestions or concerns, then voice them now. Don’t be shy about having your attorney review the contract before you sign.
RULE #7: BE INVOLVED AND IN TOUCH DURING THE ASSIGNMENT
Using the consultant effectively demands a commitment of time as well as money by clients. Remember that you must keep your finger on the pulse of the assignment if you are to get the most from it. This means that you must stay in communication with the consultant, advising immediately of any changed parameters of the assignment, e.g., changes in constraints, time requirements, reporting, etc. Consultants are likely to be most cost-effective when working to an agreed scope and time frame. Be certain you schedule regular progress meetings, and that you receive regular updates from the consultant. If you need to provide input, be certain that you give it within the agreed time frame. Results suffer, time is added and extra costs are incurred when a client holds up progress of an assignment.
RULE #8: ENSURE THERE ARE NO SURPRISES AT THE END
The consultant’s report or system design is often the most tangible "deliverable," the item he or she provides to fulfill the contract. It must be in a format which is beneficial to you. If necessary, as the consultant to provide a draft report so that you can review the findings and recommendations before the final result is produced. The final report should contain no surprises, so make certain that the report will be written in a way you can understand and use.
RULE #9: IMPLEMENT THE RECOMMENDATIONS
You may need to make arrangements for the consultant to help with the implementation of his or her work. You can do this cost-effectively by involving the consultant in regular progress meetings with your staff. Get a written fee quotation and proposal for any implementation work, even if it follows directly from the assignment.
From The Institute of Management Consultancy, as printed in Self-Employed America (Jan/Feb 2001)