Consultancy businesses compete for talent as much as they do for clients.
GreySpace comment
Recent research shows that job mobility and job commitment are not the same. Opportunities for personal growth and the sense of belonging in a small group are crucial in supporting commitment. The difficulties for consultancies in creating commitment are compounded when consultants work regularly on client sites, when there is a real risk of alienation from their employer unless some firm action is taken.
Case example
We worked with a client on a project that had the following steps
- Structured research to define the key performance areas for consultants that make a real difference to the business
- Embodiment of these into a consultant performance profile
- Use of the profile as a means of carefully designed structured development dialogues between consultants and their performance managers (not to be confused with appraisal or performance review)
- Use of these in planning personal development programmes
On implementation participants in the programme noted:
- A real focus on the skills currently needed
- An increased sense of commitment from the consultant (a typical response being "it enabled me and my boss to have a conversation that previously had not been possible")
- The creation of an environment wherein consultants can have a real sense of professional career progression
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