Internal Consulting Competencies
Internal Consulting Competencies Curriculum/Courses
Sample Project Experience
Building Internal Consulting Capability (Business Excellence Division). Team Leader for the development and delivery of an internal consulting proficiency assessment tool for the Business Excellence function at one of the world’s largest integrated nonprofit hospital systems. Assessment results led to more focused consultant development plans.
Building Internal Consulting Capability (Change Management Function). Team Leader for the development and delivery of an internal consulting proficiency assessment tool for the Change Management function for a Fortune 500 insurance company. Assessment results led to more focused consultant development plans .
Building Internal Consulting Capability (HR Business Partner). Team Leader for the development and delivery of an internal consulting proficiency assessment tool and curriculum development for the HR Business Partner function at a global financial services company. Prioritized the competency gaps and built consulting capability curriculum.
Building Internal Consulting Capability (Learning Business Partner). Team Leader for the development and delivery of an internal consulting proficiency assessment tool and executive interviews for the Learning Business Partner function at a Fortune 500 insurance company. Prioritized the competency gaps and built consulting capability curriculum.
Building Internal Consulting Capability (HR Business Partner). Team Leader for the development and delivery of an internal consulting proficiency assessment tool, client interviews, and curriculum development for the HR Business Partner function at a global financial services company. Customized and administered the assessment tool, identified the competency gaps and built consulting capability curriculum.
Building Internal Consulting Capability (HR Department). Team Leader for the development and delivery of an internal consulting proficiency assessment tool, executive interviews and curriculum plan outline for the Human Resources department a national third party service provider.
Building Internal/External Consulting Capability (Thought Leadership). Developed the Competency Model for Effective Internal Consultants for the Association of Internal Management Consultants. Conducted a series of core consulting capability building sessions for the Association of Internal Management Consultants membership which are delivered annually at their national conference. Presented Consulting Competencies to the Foundation for Manufacturing Excellence/ASMC at the annual Best Practices conference. Developed the Core Consulting Skills Certification Program for AIMC and FORME membership.
Internal Consulting Competency Benchmarking and Development Planning
Our competency assessment approach provides a focused view on consulting competency proficiency, gaps, and future development by capturing input from both internal consulting staff (via self-assessment) and client perspectives of department and staff. The approach effectively integrates the client into the competency gap assessment process. Ultimately, the approach assists in optimizing training and development spend via a focus on largest competency gaps and enables consulting groups to prioritize their development focus using quantitative data (both internal and external) and in building plans to close competency gaps
BUILDING INTERNAL CONSULTING CAPABILITY
In today’s changing business climate and global talent shortage, many organizations are taking a new perspective and approach in determining how to best design and deliver their strategic projects -- focusing on how to build and leverage their internal consulting capability to reduce dependence on external staff augmentation, control consulting spend, retain organizational knowledge and effectively use institutional knowledge, and build a value proposition for attracting and retaining staff who possess consulting skills. The Association of Internal Management Consultants (AIMC) has defined an “internal consultant” as anyone who:
•Brings specialized management consulting expertise to improve the bottom-line performance of the company
•Works within the structure to resolve business issues and implement solutions in areas that include organizational effectiveness, strategic planning, or process improvement
•Serves as a change agent, coach, educator, or facilitator within the company
•Supports internal clients in a shared service type organization (such as human resources, training & development,y change management, IT, finance, quality management, audit, supply chain, and health & safety)
•Faces a continuing challenge to stay up-to-date with new professional developments and practices
Organizations have different points of view on internal consulting competencies, but those shown here tend to be the ones that show up most often in internal consulting competency models (and were validated by members of the AIMC). This high-level framework and the supporting detail establish a great common foundation for capability building among internal consultants.
Connolly Clarke offers a comprehensive consulting skills curriculum which can be customized to meet client needs in building staff consulting capability as well as in closing skills gaps. Courses incorporate consulting case studies, team exercises, and real-life client situations, Additionally, we partner with other learning organizations and eLearning providers to build multi-modal, interactive course offerings and customized consulting competency building programs. Sample course titles and topics include:
Connolly Clarke's approach to building internal consulting capability incorporates several inputs into effective evaluation. The IC Consulting Competency Benchmarking Tool is an online survey application that is used to assess consulting competency proficiency levels and to benchmark against other consultants who have completed the assessment (both internally and externally). The tool was developed by Tom O’Rourke and incorporates competencies from the AIMC Competency Model for Effective Internal Consultants as well as client-specific competencies and uses a proprietary Internal Consulting Competencies Benchmark Database which allows for comparative analysis against internal consultants from other organizations.
In order to bring rigor to defining the knowledge and skill sets that internal consultants need to perform well along various lines of activity, Tom O'Rourke (President and CEO, Connolly Clarke) worked closely with AIMC to co-develop an internal consulting competency model, and well-dimensioned framework for thinking about internal consultant role. It is organized around eight competency cornerstones:
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