First roundtable, on April 10, 2014
Mónica Castaño, Gustavo Páez, Olga Salazar, Carlos Beancurt, Martha Ruiz,
Francisco Sánchez, Rosalba Grosso
In the frame of the first roundtable: Trends and Challenges of the Consulting in Human Resources, in where participated Mónica Maria Castaño, consulting of API, Francisco Sanchez, manager of Open Mind Consulting, Gustavo Páez, founding partner of RH*T, Martha Ruiz, manager of Strategos and Olga L. Salazar, director of Strategos, we seek to realize an introspective look with regard to the quality and relevancy of the contribution that we are doing to our clients in order to identify actions of improvement to our management.
Between the consulting participants and with the critical observation of two actors in his clients’ quality: Rosalba Grosso, chief of management humanizes of American of Mattresses and Carlos Betancurt, chief of planeación of Fresenius Medical’s human talent Care, we approach two axes of discussion, on which we share later the principal conclusions:
- The human resources consultant and expert advisor
From the perspective of the client, the consultant found that only provides a specific service, without going beyond often without ‘knowing where you stand’ against the organization – Carlos Betancourt, Fresenius – without knowing your business to give you the best guidance. Also consulting all knowing and all are experts when in fact they do not have the knowledge and experience required for the particular situation of the company, ‘the market is full of consulting firms’ – Rosalba Grosso, Americana mattresses.
As consultants, we find organizations that have large gaps in front of their actual needs, looking for a timely service that is sometimes not appropriate, or the need to put out a fire, as a last resort against a situation that boiled over, or fashion as a result of management time management, and ultimately, not as part of a comprehensive policy that seeks to achieve continuity and follow-lasting results over time. Then, as said Monica Castaño, ‘is consulting, which did not work. ”
in terms of the market, the rapid pace of change in the form of ‘doing’ organizations and the growing industrial globalization, among other things, make increasingly required in the staging of a consultancy interdisciplinary knowledge and practices to provide an adequate response to the client, in accordance with the statement of Francisco Sanchez, we remain quite local and can not claim to have 100% solution
All these factors lead us to conclude that we are short in our role as Expert Advisors, follow methodologies that lead to the particularity of an intervention and not to transcend projects and processes of change that truly evidencing outcomes in terms of continuous improvement and productivity, which should begin to validate management commitment, the politics behind the process, the current situation, the expected results and mainly derived from the monitoring of our intervention.
In this aspect, since consultants we must take again Gustavo Páez’s expression, RH*T, ‘ one must be very royal in what it can do ‘ and sometimes we incur the mistake of acceding to all the needs of the client. We must establish solutions, leave of side the competition and think about the coopetencia[1] to offer an integral solution to the client, surely with the intervention of a multidisciplinary equipment and possibly, multicompany.
- The contribution to our clients in quantitative and qualitative terms
It is clear that opposite to the high direction one must show every project with his respective one I GNAWED, since it was highlighted By Rosalba Grosso, American of Mattresses, and it is fundamental for us as consultants to present the projects in terms of return and benefits that it is going to mean for the organization, of not being like that, surely ‘ up to there the consultancy comes ‘, Gustavo Páez, RH*T.
Independent from the intervention to realizing, it must be framed depending on the results to reaching and guidelines of follow-up in order that really one sees the contribution.
Faced with this issue, the main conclusion is in our consulting projects, identification of impact indicators in the processes of medium and long term is provided where there is a previous diagnosis, a plan of action, tracking lines and overall results point to reach. In specific interventions, we continue sinning address the specific need without assessing the situation before and after the impact our accompaniment.
An important practice is to consider from a before and after and establish clear and measurable goals whatever our involvement in the organization.
Overall, an important contribution highlights Rosalba Grosso, American Mattress, is the transfer of knowledge that ploughs now performing consulting firms to train internal trainers in the company that plough all the tools to continue the process in the organization, without permanent dependency on the consultant.
From both treated axes, we raise later an important worry¿Which are the main challenges to close these gaps?
In response to this question, as consultants we established the following challenges:
- We should be generating knowledge, products and methodologies – Francisco Sánchez, Open Mind. Mainly consulting employers are obliged to investment in research, development and training that I learned by experience to produce new methodologies.
- To involve in ours that to there do the generation of contents and publications.
- Do not look in each other as competitors but as teammates to share knowledge, practices and experiences that allow us to be more effective against our client.
- Search the continuous feedback from our customers, even when they take other options and thus identify opportunities for improvement against our services.
Our challenge: transcending the customer requirement and make you all our expertise to effectively constitute ourselves as strategic partners in achieving the expected results, which is what our customers expect, as Rosalba said Grosso, American Mattress, and Carlos Betancourt, Fresenius: the consultant should be who help us strengthen the strategic role of human management, that does not sell a product but to participate in processes of transformation and improvement in the organization.
[1] Coopetation: collaboration between different economic actors who are also competitors. This notion of coopetition or coopetition was popularized by two American authors in 1996: Adam M. Brandenburger y Barry J. Nalebuff.
Olga Lucía Salazar P.
osalazar@strategos.com.co
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