Jake works for an insurance conglomerate as an internal learning and development consultant who specializes in designing and delivering programs for managers and supervisors to improve their leadership skills. He works on a team consisting of five other internal consultants who have other specialties.
Jake is a charismatic communicator who creates a welcoming environment when training and has a consistent track record of high scores in his session evaluations. He’s recognized as a top performer in his department and also works to develop and nurture relationships across the conglomerate. He has earned the trust of many of the company’s senior leaders.
Now the company is preparing to launch a management trainee program to accelerate the development of recent hires for managerial roles across divisions. Jake was looking forward to this new program and expected to be selected to design and implement it, but he has just learned that the company hired Camille, an external consultant, to design and facilitate the new program.
Why bring in an external consultant?
Companies such as Jake’s have the infrastructure to design and deliver a wide range of learning and development programs, particularly those that are offered regularly. Still, these companies may need to expand their bench strength for specific areas. In contrast, other (often smaller) companies lack the resources to satisfy the development needs of their employees and thus rely on external consultants to provide those services on a recurring basis.
Consider the following 12 criteria when deciding if an external consultant is your best option.
Jake is a high performer in his department. However, the new management trainee program calls for different skills. Unknown to Jake, the company required a quick turnaround for the program’s implementation to strengthen its talent pipeline for business continuity. The company needed someone with a track record of designing and implementing these programs, preferably with measurable impact on the business’s bottom line.
Camille had the profile that Jake’s company needed. She is accustomed to working with executives and senior leaders and speaks the language of business. She has a reputation for prompting others to think differently by asking the right questions. Further, Camille just finished deploying a similar program in an international financial services corporation, which was beginning to see the return on investment of her fees.
What would you do?
As Jake’s manager, you have the responsibility to position your decision to bring Camille on board in such a way that Jake and the other internal consultants see her as an asset instead of as a threat. You need to answer their questions and pave the way for an effective partnership between your team and Camille. Any unanswered questions about her role could easily become obstacles for the success of your new program.
We recommend the following steps to make the relationship with an external consultant work right from the start.
Have you hired external consultants? What were your deciding factors? Share your thoughts and experiences in the Comments section below.
**originally published in www.td.org/newsletters/atd-links