Articles

Ten Things I Look For In Selecting A Consultant
By Arlen D. Chapman

Meeting the demands of today's global marketplace does not necessarily mean you must employ a staff of thousands. A carefully selected handful of consultants may speedily produce a library of documented knowledge and implementation processes for your company. Webster's dictionary defines a consultant as "a person who gives professional; or expert advice". A reputable consultant will be more than happy to present those companies and references with which they have worked. Approach the business of hiring a consultant the same way as you would when you are buying a major piece of capital equipment that will operate for years. Check references and do your homework by calling each and every reference. This could include former employers, colleagues, and friends, or most importantly enemies. Ask detailed questions about all the items contained in the article and don't settle for a one-word answer. Questions to consider when verifying references include the following:

2. Industry Expertise: There should be objective evidence to show that the consultant has sufficient work place experience in your industry. This could be accomplished through a review of resumes, personal interviews and, or discussions with former employers. A consultant must have a general knowledge of the processes involved in your business. This experience may only come from actual employment, through previous audits, or extensive education. Armed with a thorough knowledge of your business, and unquestioned credibility, a consultant may be able to implement cost savings measures, reduce liabilities, and allow you to make better business decisions. In effect, the blue ribbon consultant could actually pay for their services through increased efficiencies, improved production, and reduced product returns. Issues to consider when verifying industry experience:

3. Credentials: Consultants should have appropriate credentials such as educational achievements, association memberships, or professional certifications. While many of these may be obtained purely from a scripted course and successful completion of an examination, a consultant needs an understanding and knowledge of applicable quality standards for your industry. It's important that those skills are obtained "hands on". A consultant with IRCA or RAB/QSA auditor certification has obtained additional qualification through a demonstration and on site practical experience in conducting an audit to ISO or similar standards. Items to consider when verifying credentials include the following:

4. Technical Package: To fully evaluate a consultant's capabilities will require an assessment of their "technical package". This technical package should include a time phase plan for documenting, implementing, and training for the Quality System. This plan should clearly identify all the steps from start to finish and apply realistic time frames for accomplishment. Be suspect of a consultant that claims a short cut to implementation that can be accomplished in 3 to 5 months. Experience says that a 12 to 18 month process will provide the in depth planning, training and implementation that is needed. Further, evaluate the structure of their Quality Documentation. Is it a standard template that the consultant may attempt to squeeze your company into and make it fit? Avoid a package that advertises an "off the shelf" ISO disk or a one-size-fits-all system. Every company is different based on their scope, industry and size. The consultant should be capable and willing to spend the time to create a manual, process documentation, and work instructions that are tailored to your company and will stand the test of time.

5. Philosophy: While this may difficult to evaluate in a two hour interview and with a check of references, it is what separates a skilled consultant from a rigid egotistical bore. Weaknesses in other traits can be overlooked if you can find that one consultant with the ability to rapidly identify your organizational strengths and weaknesses and apply the necessary firepower and resources to motivate your company to improve. It's the philosophy to provide guidance to management, not lectures and motivation to supervisors, not hand holding. It is the technique of performing specific in-house technical instruction and not just a generic training session. Many times this philosophy comes with experience. Unfortunately, sometimes consultants are just born that way! Questions to consider:

6. Costs: Consultants' costs come in many shapes and sizes. Whether you are buying their services on a firm fixed price or on a day to day plan, always be clear what you hope to accomplish as a final objective. Clearly establish how many on site days will be required to complete individual tasks. By establishing a comprehensive plan, with detailed tasks and periodic milestones, you can then negotiate as appropriate. Experience says that a clear plan that is communicated to all parties will protect you from purchasing needless services. In addition, always maintain an escape route early in the process should the consultants' services not meet your initial expectations.

7. Listening and Observation Skills: No consultant worth his or her salt should attempt to document and implement a system in the conference room. To effectively evaluate your current status an exhaustive review must be conducted to evaluate all aspects of your company. A conservative estimate would say that 90% of that information would be received by the consultant through listening and observing. A consultant should possess those skills and personal attributes for obtaining information from all appropriate avenues, both verbal and non-verbal. Key interview techniques to use or look for in the interview:

8. Effective Communication and Presentation Skills: A successful consultant must earn the commitment and the understanding of all employees at every level. The consultant must be able to effectively communicate and clearly express concepts both verbally and in writing. They should have a comprehensive training package prepared that can be tailored to your industry based on its complexity and size. This package should be briefly reviewed to ensure it will meet your organization's training needs without excessive time and resources. It should include workbooks, handouts, practical exercises and role-playing. The consultant should provide you plenty of time for additional input and time to share concerns, priorities and objectives for the training.

9. Flexibility: Consultant should recognize their role in your company's success. They must be value added. Flexibility should include the ability to change the plan without losing sight of the ultimate objective. They must be able to react appropriately in stressful situations, and understand the day to day politics. A consultant should be able to complete tasks and achieve milestones without disrupting your normal course of business. In some situations, this means they should blend in with the employees and other times they must lead the Cavalry charge. In all cases, today's business demands a flexible consultant.

10. Creativity: A critical trait that makes an average consultant above average is creativity. It is pleasing to see a fresh idea or a new technique introduced into an area. Introduced properly, that new idea can spark constructive change. Experience has shown that it is the veteran employee, the one considered least likely to accept change, who will step forward to embrace worthwhile improvement. The consultant should have the creativity and people skills to recognize this opportunity and stay abreast of new systems that can complement your current programs.

The consultant's work will be integral to your business for many years. It should be able to grow and shrink in step with your company. The purchase of a consultant and the resultant partnership must be well planned and executed. The bottom line is not the cost of purchase, but the cost of ownership and maintenance.