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Executive Search in China

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Good organizational advisor

I meet management consultants and organizations everywhere. This is an area that is constantly evolving for very good reasons:

1) It is impossible to retain staff on a full time basis, with all possible management skills required. For example, a small or medium-sized organization may only need to review new recruiting practices once a year or less. It would be too expensive to maintain a training advisor's salary all year round if he was only needed for one month in twelve months.

2) Even if there are people among the employees who have the necessary skills to solve organizational problems or design new systems, etc., they are often unable to break away from the work already done, take time for new urgency. Asking them to take on another project when the workload is heavy poses the risk of employee burnout and the associated emotional and financial costs that are likely to be much higher than the costs of negotiating with a consultant.

3) Since effective counseling is based on objective analysis and recommendations, it can be very difficult to complete it from the inside out. Getting too close to the actors and jobs being judged can jeopardize the analysis, often without being recognized. It is understandable that the analysis would be compromised, for example, by a positive assessment of the efforts of a committed employee, when in fact his efforts did not produce the desired results.

Management and organizational consultants come  Executive Search in China from a variety of disciplines and can provide a wide range of services. Some reviewed recruitment procedures; others related to accounting practices; the other evaluates the performance structure. These are just a few examples. Our group advises on the effects of human behavior on organizational dynamics and productivity. When concluding a service contract for a consultant, it is important to check whether the consultant has the necessary specialist knowledge. CVs and references should be checked and not taken for granted. Initial discussions and the first project proposal should clearly reflect the capabilities of the person.

While counseling cannot be successful if the consultant does not have the necessary experience, this is just one of the characteristics of a good organizational consultant. There are others that are just as important when the job is done:

He must have excellent organizational and business management skills. Advisors' initial proposals should reflect their ability to plan with clear goals and objectives and specific methods for achieving them. The time frame within which each phase of the project should be completed should also be part of the proposal.

He must have good communication skills. To be directed, the counselor must be an attentive listener who takes the time to understand the intricacies of the issue being discussed. He must also be able to use feedback effectively so that necessary adjustments can be made during the course of the project. And for advice to have lasting value, it must be able to pass on the information and skills to others needed to integrate the results of the advice into ongoing processes.

Counselors must also have good professional boundaries. People you don't want to hire come right in and interrupt everyone's work unnecessarily; Experienced consultants know organizational processes that should not be interrupted and work to complete projects without disrupting ongoing company operations.

In addition, the counselor must have good personal boundaries. He should concentrate on work without communicating too much during consulting hours. He or she should also avoid developing personal relationships with company employees that could in any way jeopardize the objectivity of advice or create a conflict of interest.

After all, advisors must be very ethical. In the course of their work, consultants often have access to confidential information about the organization. It is strongly recommended that you enter into a written confidentiality agreement that prohibits consultants from disclosing proprietary information and communications or trade secrets.

The consultant should also see himself as a consultant, not as a permanent position! Consultants must have an ethical obligation to complete their work as quickly as possible. And if a particular issue arises during the consultation that requires attention, the organization should be given the opportunity to make new consultation arrangements on the matter.

Under these parameters and to check the performance of the consultant, the probability of positive cooperation increases significantly. And whenever you're in doubt about a particular advisor's contribution, have a discussion! The investment over time will pay off in the end.