As a Human Resources (HR) or Support Services professional, you have expertise that is critical for the survival and growth of your organization. You have expertise, and you can offer it by playing anyone of three consulting roles at work.
Unfortunately, you may often find yourself being underutilized, overworked with transactional tasks, and being told to “fix” things and people. Is this true for you?
This is probably not the way you want to be treated. Instead, you want to have your expertise utilized, and be treated as a trusted advisor.
The issue is that others, including managers and clients, don’t know how to best utilize your expertise, so they default to the quickest option: tell you what to do.
You may be able to dislodge others from a default way of treating you at work. You can adjust your own approach by leveraging the three consulting roles to have your expertise better utilized.
But before you do, be aware that you may have unintentionally trained your leaders to treat you the way they do.
Here’s what I mean.
Many leaders, in the spirit of customer satisfaction, often operate with the mentality that “the customer is always right.” In this frame, they utilize you for “fixing” things and implementing their ideas in order to resolve problems.
Leaders then create conditions where you end up agreeing to do what clients tell you to do, even when it’s not the best thing for them or the organization. And if you attempt to push back or disagree with your clients, they get upset and even escalate a complaint to your boss.
You have the power and opportunity to change the conversations you are having with clients and the leaders in your organization. You can start by discussing the topic of how to best utilize your expertise by intentionally establishing the role you’ll play in the engagement.
We have found that HR and Support Service professionals can fall into three consulting roles.
If you want to know which of the three consulting roles you and/or your teams are playing at work, then we invite you to take our free Role Orientation Quiz.
Much of the growth of consulting has been riding the wave of the technology explosion combined with the trend toward downsizing. Most large organizations have found it more profitable to shrink and merge and outsource jobs. This creates the challenge of having fewer people doing more work, and the consulting industry has been the beneficiary of this movement.
The demand for consulting services has also grown because of the interest in quality improvement, better customer service, and changing cultures toward more engaged workplaces. All of these goals are worthy, but what I want to explore is how the commercialization of our services ended up subverting their intent.
Reengineering is a good example of an area of practice that had power and relevance. Its intent was inarguable but something shifted when the idea became commercialized and popular. Reengineering became the rage and consulting firms began to make promises that were unsustainable. After a good run, the work fell of its own weight.
The reengineering craze reached a point where whatever change we had in mind was called reengineering. Every department thought it was reengineering itself. The energy was more about becoming modern than becoming better. Reengineering became synonymous with restructuring and was sold by the large accounting and consulting firms with promises of a 30 to 50 percent return on the investment.
The dark side of reengineering, which threatened the whole profession, is that the promises made to sell the work either were never fulfilled or could finally be achieved only by eliminating jobs on a wide scale. The goal of restructuring the work process for the sake of the customer was more often than not unrealized. In fact, many of the users of reengineering began to reverse their efforts because they found the concept unworkable.
Reengineering, like the more current desire to be lean and agile, is a good example of two larger consulting complexities: how consultants take advantage of what is in vogue and how we pursue covert purposes.
When an idea is fashionable it becomes, almost by definition, a cosmetic solution. When we offer a service primarily because clients want it, we have chosen commerce over care. If we were strictly a business you might say, What’s the problem? The customer is always right. We only gave them what they asked for. Being also a service function, though, means that something more is due to the client.
Jeff Evans is a Vice President at Designed Learning and oversees delivery, product quality, and managing our team of international consultants. He’s been partnering with Designed Learning for over 25 years. He’s delivered training in more than ten countries to a diverse set of organizations and participants, including engineers, managers, manufacturing executives, healthcare professionals, human resources and IT.
