There are important questions that we must ask ourselves before deciding if we need a Human Management consultancy.
However, it would be interesting to define the concept of Consulting, before having the answers to these questions:
Accompaniment process taught by a specialist, coach, facilitator and / or consultant, whose main objective is to provide help and / or improvement in opportunities or gaps related to the policies, processes, procedures, and existing work methodologies in each sub-system of Human management. With the purpose of recommending appropriate measures, providing assistance and follow-up in the application of the recommendations made. Martha Mejía, 2010.
Knowing the concept we will continue with our self-analysis.
The first important question would be if we really need the help of a consultant? Well, this will depend on the moment of truth that the Human Resources Department is living or facing in relation to its strategic planning and management of the different sub-systems that compose it.
When we are not clear about the purpose of a Human Management department and the different sub-systems that comprise it, the presence of an external consultant is necessary.
If we do not understand how these subsystems work, in terms of their mission, vision, values, goals, objectives, managers, schedules, methodologies and monitoring of their activities and projects.
When we find one or some of the following cases:
• Lack of or lack of updating of job manuals and consequently of job descriptions. Which constitute the fundamental basis for the process of induction of personnel, recruitment and selection of human talent, detection of training needs, career development, salary scales, personnel payroll and their payment systems, compensation and benefits, performance evaluation, among others.
• Lack of policies or unclear policies and lack of strategic planning of human talent. All these aspects are closely related to the process of recruitment and selection of personnel and therefore with the process of induction to the company and to the position (lack or lack of updating of the induction manual and lack of training for new staff entering the organization).
• Lack of strategic planning in a training process in the company and without having carried out a prior detection of training needs.
• In cases where career plans have not been developed at the institution or those that we have, they are not being fully effective.
• If we need to conduct work climate surveys or manage changes in the face of new projects that will be implemented in the company.
• If the organization's remuneration, compensation, benefits and performance evaluation system is not being worked on objectively and strategically.
• In situations where the physical and industrial security of the company present specific opportunities for improvement.
Aspects to consider when choosing a consultant
To evaluate the professional services of a consultant, we must consider that he or she is a qualified prospect. That this professional has a track record, experience, not only technical and academic knowledge in Human Management but also in the organizational culture of the company and the country where that company is located, for which it will offer the consultancy. The star character here is the consultant or consultant, not the company for which the same or the same works.
In addition to professional knowledge and experience, they must have a perception, clinical eye and / or common sense to make a difference diagnosis or information gathering of the current situation of the company (map-s) to take it to the desired situation (map-must be).
The quality of their work, the time (the duration) and the investment are important aspects that characterize and differentiate a consultant or consultant from other qualified ones from one not so qualified.
