recruiting & retaining internal consultants
DESCRIPTION
Recruiting & Retaining Internal Consultants. AIMC National Conference 2004. The Internal Consultant as Expert. Senior level employee Exposure to a number of departments in the organization Promoted as an “expert” in a particular area to assist with “special projects” and internal - PowerPoint PPT PresentationTRANSCRIPT
Newport O'Connor - AIMC Presentation - March, 2004
Recruiting & RetainingRecruiting & RetainingInternal ConsultantsInternal Consultants
AIMC National Conference2004
Newport O'Connor - AIMC Presentation - March, 2004
The Internal Consultant as ExpertThe Internal Consultant as Expert
Senior level employee Exposure to a number of departments in
the organization Promoted as an “expert” in a particular area to
assist with “special projects” and internal operations.
Usually self selected by undertaking further education or having a special interest in an area where expertisewas required.
Might otherwise be selected by the company and sponsored for further education and/or management programs.
Newport O'Connor - AIMC Presentation - March, 2004
The Internal Consultant as Change The Internal Consultant as Change AgentAgent
Mid-level management Internal employee or external consultant Change Agent/Facilitator Project management skills rather than any
technical specialization per se. Vendor selection, management and liaison Responsible for taking external expertise and
disseminating it throughout the organization.
Newport O'Connor - AIMC Presentation - March, 2004
The Emergence of the The Emergence of the Internal/External Consultant Internal/External Consultant
“Cost centers” becoming “profit centers” by on-selling the tools/processes they have developed internally to corporation clients or providing them on a pro bono to on sell products/services and increase revenues.
New requirement for internal consultants to have business development skills beyond the advocacy skills needed internally.
Newport O'Connor - AIMC Presentation - March, 2004
General Requirements for the JobGeneral Requirements for the Job Inherent
– Intellect– Objectivity/Integrity– Excellent interpersonal skills– Ability to influence others– Flexibility and adaptability to change
Acquired – Project Management skills – Inherent understanding of the
organization/business – Relevant experience/education (as far
as possible)– Expert attributes
Newport O'Connor - AIMC Presentation - March, 2004
Strategic Competency Based Strategic Competency Based Approach vs. Passive Approach vs. Passive
Administrative Approach to HRMAdministrative Approach to HRM
Human Capital/IntellectualCapital is the essence of a consulting organization
Competitive Advantage Change in Roles & Workplace
Newport O'Connor - AIMC Presentation - March, 2004
Core CompetenciesCore Competencies
A competency is an inherent characteristic of an individual that is believed to cause and is therefore used to predict future behavior.
The term “competencies” is accredited to Richard Boyatzis who discussed competencies in his book “The Competent Manager: A Model for Effective Performance” where he detailed 21 competencies to build up a psychological profile to predict future performance.
Newport O'Connor - AIMC Presentation - March, 2004
Five Types of Competency Five Types of Competency CharacteristicsCharacteristics
1. Motives – drive, direct & select behavior2. Traits – physical characteristics or
consistent responses3. Self Concept – attitudes, values, self
image
4. Knowledge – information possessed5. Skill – ability to perform a physical or
mental task
Newport O'Connor - AIMC Presentation - March, 2004
Core Competencies and aligning Core Competencies and aligning HR and Corporate StrategyHR and Corporate Strategy
Organization Assessment Role definition Recruitment requirements Assessment criteria On boarding/Orientation Evaluation Training & Development Succession Planning Exit strategies
Newport O'Connor - AIMC Presentation - March, 2004
Benefits of CompetenciesBenefits of Competencies
Standardized process using a set of common denominators
Facilitates a closer match between a person’s abilities, skills and interests and their role in the organization
Helps prevent:
– unfair discrimination
– cloning
Newport O'Connor - AIMC Presentation - March, 2004
Criticisms of CompetenciesCriticisms of Competencies
– Assumptions/Interpretation of Behavior
may not truly be objective
– Past events may not guarantee future
performance
– Prevalence may reduce effectiveness
Newport O'Connor - AIMC Presentation - March, 2004
The Most Desired CompetenciesThe Most Desired Competencies
12 most common competencies* desiredin employees by organizations are (and applicable to employing internal consultants):
– Communication - Achievement– Customer focus - Teamwork– Leadership - Planning & Organization– Commercial Acumen - Flexibility/Adaptability– Developing Others - Problem Solving– Analytical Thinking - Building relationships
*Competency Journal
Newport O'Connor - AIMC Presentation - March, 2004
Recruitment -Recruitment -Creation of a Role rather than Creation of a Role rather than
Filling a JobFilling a Job
From a competency perspective, know and understand:
– Your brand & Your clients– Your industry– Your business– Your department – Your teamIn order to know how to recruit, develop and retain potential employees
Newport O'Connor - AIMC Presentation - March, 2004
Recruitment Approaches – Recruitment Approaches – Passive/ActivePassive/Active
Promotion Internal Referrals Alumni Network Brand Advertising (website, job boards, media)
Research Database Mining Social Networking “Headhunting”
Newport O'Connor - AIMC Presentation - March, 2004
Assessment ToolsAssessment Tools
Resume & Application form (low cost, medium validity, front end)
Ability Tests (medium cost, high validity, middle) Behavioral Based Interviews (medium cost, high
validity, mid-end) Work samples/Business Cases (medium cost, high
validity, mid-end) Personality Questionnaires (medium cost, medium
validity, end) Assessment Centers (high cost, high validity, end) References (medium cost, medium validity, end)
Newport O'Connor - AIMC Presentation - March, 2004
Recruitment/Assessment/Selection Recruitment/Assessment/Selection ProcessProcess
Synergistic validity to using more than one approach.
Process adopted will depend on the number of roles, seniority of positions, amount of available candidates and the relative validity of the recruitmenttool/method vs. available resources.
Newport O'Connor - AIMC Presentation - March, 2004
““Fit”Fit”
Qualitative, statistical and “empirical” evidence is not going to determine the finalhiring decision – that will be the result “gut feeling” or whether you like them or not.
Authorities suggest that these decisions should notbeen made during the interview process but in conjunction with other assessment tools.
Matching organizational “culture” with candidate “fit” –key to the perfect match.
Newport O'Connor - AIMC Presentation - March, 2004
Recruitment Issues Recruitment Issues To Keep In MindTo Keep In Mind
Attraction – “war for talent” – although market dependent- available jobs are becoming more complex (technology &outsourcing) – not enough qualified candidates to cope with demand
Assessment – new factors to consider -integrity & ethics, adaptability to change, stress resilience, creativity & innovation, cultural sensitivity (globalization)
Selection – prevailing issues involving legality of hiring decisions (uniform and job specific criteria) & diversity/inclusion
Newport O'Connor - AIMC Presentation - March, 2004
Development & RetentionDevelopment & Retention Current Market – less
investment in training & development, less job security and low morale due to layoffs = greater likelihood of turnover (recent polls – Right Mgmt Cons.)
Change in the employment power dynamic betweenorganizations and employees (job for life, security,training, benefits vs. greater autonomy and responsibility - free agents motivated by opportunity, work and compensation
Motivators for employees – Maslow and Employee “Must Haves”
Newport O'Connor - AIMC Presentation - March, 2004
Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs
Self Actualization
Esteem
Belongingness/Love
Safety
Physiological
Newport O'Connor - AIMC Presentation - March, 2004
Employees “must haves”*Employees “must haves”*
1) Type of work2) People3) Training & Development4) Chances of promotion5) Compensation 6) Job security7) Working Conditions8) Reputation of Organization9) Geographical location10) Work hours11) Benefits
*Pearn Kandola - Whiddett, Payne, Kandola - (1995)Occupational Psychology Conference Book of Proceedings, 205-211
Newport O'Connor - AIMC Presentation - March, 2004
Development & Retention StrategyDevelopment & Retention Strategy
Understand what motivates your employees on an individual basis and cater to these needs as far as is reasonably practicable.
The extent to which you do this will depend on their perceived value to your organization and market forces.
Newport O'Connor - AIMC Presentation - March, 2004
Development and Retention Development and Retention Issues to Keep in MindIssues to Keep in Mind
Development – increased onus on the candidate – but still need to consider as an additional selling point to attract talent
Retention – increased turnover due to increasingly mobile, virtual, flexible workforce - understand employee motivators
Succession Planning – impact of retirement of baby boomers – start planning with internal candidates and invest in developing potential candidate talent pools/networks
Newport O'Connor - AIMC Presentation - March, 2004
Further InformationFurther Information
444 Madison AvenueSuite 3202
New York, NY 10022
Ph: 212 754 6860
www.newport-oconnor.com