| So you want to be a Human Resource consultant. | | | | Get comfortable putting yourself out there on a daily |
| And why not? You've paid your dues in corporate life. | | | | basis or think about another profession. |
| You've risen to the top of your profession. It's time for | | | | 4. Write and speak often: Writing and speaking are the |
| a new challenge. | | | | best ways to demonstrate expertise, develop repute, |
| So why not HR consulting? It's glamorous. It affords | | | | establish your brand, and get in front of perspective |
| you the opportunity to demonstrate your vast skills. It | | | | clients. |
| provides you the chance to do stimulating work in | | | | 5. Bring value to the equation: If you're not bringing |
| different industries. You'll finally be listened to, you'll be | | | | anything to the table that the client does not already |
| wanted, and you'll be able to use your expertise in new | | | | have, then why do they need you? Clients want your |
| and exciting ways. | | | | expertise, knowledge and counsel. |
| HR consulting is a great career for the right | | | | 6. Understand the differences between wants and |
| individual-but the wrong profession for many. If you like | | | | needs: Clients want a lot of things, but a good |
| predictability, the amenities of corporate life, a steady | | | | consultant sorts through it all and provides them what |
| flow of people to your office, and a regular paycheck | | | | they need. For example, they may want an employee |
| with benefits-then keep your day job. But if you're | | | | satisfaction survey, but they really need to reduce |
| comfortable with ambiguity, you thrive on change and | | | | turnover. They may want a new performance |
| uncertainty, and juggling multiple projects is what gets | | | | appraisal form, but they actually need to properly |
| you out of bed every morning, then consulting may be | | | | evaluate, develop, and coach their people. Good |
| for you. | | | | consultants listen to their clients, expose them to |
| HR consulting is a business and as such, it must be run | | | | different ideas, guide them through the process, and |
| as one. You need an idea that will sell; you need | | | | provide them with solutions that add value to their |
| finances to grow and sustain it; you need insurance to | | | | organization. |
| protect it; and you need confidence, creativity, | | | | 7. Develop solid, long-term relationships: Developing a |
| perseverance and a dose of chutzpa to lead it. | | | | relationship with a client is more than getting a quick |
| Consulting is not for the shy or the faint of heart-after | | | | sale. It is getting to really know the person, |
| all, as I was advised by a wise, experienced consultant: | | | | understanding what makes her tick, and identifying his |
| "You wake up every morning unemployed." | | | | pressures and challenges. Good consultants develop |
| Starting and building a consulting business is hard work. | | | | trusts and confidences. They forge bonds-partnerships. |
| It is not what you do in between looking for a job; it is | | | | 8. Know who can write a check: The trap in which |
| not something you do on the side. HR consulting is a | | | | most consultants get caught is selling to someone who |
| real business whose focus should always be to | | | | can't write the check. They quickly respond to any |
| improve the condition of your client. And it can be an | | | | inquiry, meet the "prospect", write a proposal, and wait. |
| exciting and lucrative way to make a living. | | | | Eventually they find out that they weren't even talking |
| So how do you become a successful consultant? | | | | to a decision maker but merely a go-between. |
| Beyond printing your business cards, developing a | | | | Remember, if you're not talking to someone who can |
| brochure and a web site, and setting up an office in | | | | write a check, you're merely practicing. |
| that spare room, here are ten musts for ensuring | | | | 9. Offer results, not activities: Clients buy results, not |
| success. | | | | reports or forms. You are hired to improve the client's |
| 1. Develop proven expertise: Prospective clients want | | | | condition. Consultants often describe their involvement |
| to work with the best. They seek advice and | | | | by the activities they'll perform rather than the results |
| consultation. Before venturing in, make sure you're at | | | | they'll achieve. Focus on results and outcomes, not |
| the top of your game. Unproven entities or someone | | | | tasks and activities. |
| touting worn out solutions will be deafened by the | | | | 10. Invest in yourself. Your knowledge, expertise, and |
| silence from their phone. | | | | experiences are what you have to offer. Develop |
| 2. Be different: If you look like everyone else; sound like | | | | them and find a trusted coach who can offer you |
| everyone else; and offer the same bag of tricks, why | | | | perspective, insight, and a dose of reality and an |
| would anyone choose you? Create a unique brand. | | | | occasional kick in the backside to get you going. You'll |
| Vanilla is nice but everyone loves Cherry Garcia. | | | | often need it. |
| 3. You're in the marketing business: You can be the | | | | HR Consulting is a rewarding career choice. But like |
| best consultant since Drucker, but if no one has heard | | | | the frigid Maine waters, taking the plunge is not for the |
| of you, you'll starve. You've got to market yourself | | | | timid. Develop your plan, engage a trusted advisor, and |
| constantly and this is where many HR consultants fail. | | | | dive in head first. Once you get swimming, you'll love it. |