{"id":2728,"date":"2023-06-26T13:18:09","date_gmt":"2023-06-26T13:18:09","guid":{"rendered":"http:\/\/engstromer.com\/?p=2728"},"modified":"2024-09-05T18:16:53","modified_gmt":"2024-09-05T16:16:53","slug":"select-your-consultant","status":"publish","type":"post","link":"https:\/\/engstromer.com\/de\/select-your-consultant\/","title":{"rendered":"Select your independent consultant"},"content":{"rendered":"
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Not all independent consultants are the same<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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\u201cProfessional, experienced independent consultants have Firms<\/strong>: legal entities, websites and LinkedIn presences that they actively manage. I have noticed common themes among successful independent consultant firms and am happy to share them, in the context of an evolving market.\u201d<\/em><\/h6>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Never before did organizations need to act faster and better to have the right workforce, <\/b>now<\/strong>. To attract and retain in-house talent, solid value propositions must be in place. Such propositions need advancement prospects that are real and within reach, for talent to opt in. That is hard to offer broadly, since there are only so many leadership roles. Oftentimes, high-quality competences<\/strong> are needed on a point basis, and they do not necessarily need to belong to your organization.<\/h6>\n
The market of independent professionals is booming, and perceived harder to navigate. How do you find what specific high-quality people you need, when you need them? This article offers you a perspective.<\/h6>\n
Let us look at three traditional people sourcing options:<\/h6>\n
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  1. \n
    Buy much

    <\/strong>You can go for volume, expanding the budget you have to get many days of work<\/strong>\u00a0that you manage and coordinate yourself. Lower cost days can be found via service providers or directly on portals, wherefrom you can source talent fast<\/strong>. You can find independents individually or through a freelance service provider. Either way, you can switch people as you want or need to. Buying much time typically comes with high internal cost<\/strong>, as new staff requires extensive onboarding and introduction, orientation and direction. It also comes with risks for unnecessary work generation, organizational confusion, or impact to your department\u2019s brand.<\/h6>\n<\/li>\n
  2. \n
    Buy niche

    <\/strong>To prevent those downsides, you can go high on your specification<\/strong>, selecting from people who show you evidence that they have done exactly what you need doing, in other places. There are consultant networks<\/strong> with very large talent pools that can help you in the selection, for an embedded fee. Such companies, as well as the higher specification, will cost more. The process to find and select consultants is longer, but then they will work more independently and carry less risk. Engaging them will take time prior to start, and delivery will be faster<\/strong>. If you need more than one person and pick them individually you need to make them a team and direct their efforts. If you source a team from an organization, you often get a package<\/strong> of one expert with a team of people who more or less learn-on-the job, at your expense; in this case, you typically never see that learning as they will effectively portray a higher level of expertise during interactions.<\/h6>\n<\/li>\n
  3. \n
    Buy names

    <\/strong>You can obtain recommendations<\/strong> from your procurement, your HR or from your external network. Your match will be as good as your precise expression of need, multiplied with the mix of people and organizations that are covered as you ask around, multiplied with the precision of the expressed recommendations you get. The resulting consultant(s) may have a high \u201clike\u201d factor, but may not be the people that best fit for you as this approach contains a great deal of chance<\/strong>.<\/h6>\n<\/li>\n<\/ol>\n
    The question of whether to buy consultants individually, through consultant networks or from traditional professional services organizations is pressuring all executives. Categorically going with preferred suppliers<\/strong> is generally right, but not so in all specific situations. The main argument, other than the difficulty of fit, are price and effectiveness. A gigantic consultant talent pool is currently on the market. A very large portion of it is of the same caliber of people<\/strong>, people who worked for firms like Accenture or McKinsey who now work independently.<\/h6>\n
    Let us look at a few generic independent types:<\/h6>\n