organizational consulting for development interventions

What are important considerations for external and internal organizational consultation? Primary considerations for both external and internal organizational consultants include needs assessments, analysis of structural and environmental threats and opportunities, and considerations of employee engagement, motivation, education, and training. In fact, internal and external organizational consultants often provide the “same portfolio of services,” and yet each will have different considerations to address in their performance assessments and strategies (Phillips, Trotter & Phillips, 2015, p. 1).

The consultant ultimately needs to actively listen to their clients’ (or employers’) concerns, rather than take a one-size-fits-all approach to organizational strategy and development. Consultants, even when they are internal to the organization, do not necessarily spearhead revolutionary changes as they would in a position of leadership. Instead, the consultant assumes more of a servant leadership perspective in which personal views, needs, and opinions are overshadowed by the organization’s mission and vision.

Conflicts could arise when the organization’s mission and vision are complicated by disparate voices and views within senior management. In cases like these, the consultant needs to identify various options and present those to leaders who then take the initiative to make changes to align practices with goals. Internal and external consultants need also to consider the business environment, competitors, and the potential to enter new markets or diversify.

Depending on the consultant’s area of specialization, considerations could focus on financial planning and strategy or on other factors such as diversity management and human resources. To be “vital to an organization,” as they should be, consultants listen to multiple stakeholders and apply creative and critical thinking to advising and teaching (Phillips, Trotter & Phillips, 2015, p. 1). Deciding on a course of action or strategy will also involve adopting commutations strategies that suit the situation. References Phillips, J.J., Trotter, W.D. & Phillips, P.P. (2015).

The role and importance of internal and external consulting. In Phillips, Trotter & Phillips (Eds.) Maximizing the value of consulting. https://doi.org/10.1002/9781119154846.ch1 How does benchmarking add validity to organizational interventions and development programs? Benchmarking has been defined as “a management approach for implementing best practices at best cost,” (Ettorchi-Tardy, Levif & Michel, 2012, p. e101).

However, benchmarking is more broadly understood to be a way of using reliable metrics—means of providing quantitative indicators that an organization is performing at a capacity that is best in class, best in sector, or better perhaps than prior internal performance at an earlier date. One of the applications of benchmarking is Continuous Quality Improvement (CQI), which entails ongoing monitoring and assessment strategies (Ettorchi-Tardy, Levif & Michel, 2012). Another application of benchmarking would be to provide effective consultation services targeting specific objectives beyond quality control such as employee engagement.

Instead of relying on subjective or qualitative data, benchmarking can also include the types of quantitative data that informs best practices. At the same time, benchmarking is not necessarily going to be more valid using quantitative over qualitative methods. Interviews, focus groups, and case studies can provide ample information for benchmarking practices. Organizations can build upon qualitative benchmarking analyses, or combine qualitative with quantitative benchmarking.