ILRHR529: Consulting Skills for Internal HR · What kind of consultant-client relationship should...

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ILRHR529: Consulting Skills for Internal HR


This course includes

Two self-check quizzes

Two discussions

Six tools to download and use on the

job

One scored project in multiple parts

One video transcript file

Completing all of the coursework should take

approximately five to seven hours.

You'll learn how to

Launch an internal consulting

relationship based on a written or

verbal contract

Work with clients to diagnose HR

problems and do research to find a

root cause

Present findings and

recommendations, and work with

clients to identify appropriate

solutions

Drive the change management

process to successfully implement

solutions

Course Description

HR professionals today have an increasing number of opportunities to partner with managers to diagnose and resolve

issues affecting their units' performance and business outcomes.

https://s3.amazonaws.com/ecornell/content/ILRHR/ILRHR529/ilrhr529_transcripts.pdf


While these issues often have dimensions that HR is uniquely positioned to help address, they require consulting and

analysis skills different from those used in traditional HR roles or in one-on-one coaching and counseling. Internal

consulting gives HR professionals another way to support managers and contribute to unit and organizational success.

The role also presents pitfalls and challenges, especially for newcomers to the field.

Professor Chris Collins draws on his extensive experience in HR consulting to guide the learner through the entire

process, concluding with a careful look at the change management process. In addition to sharing insights with each other

in online discussions, participants will engage in a multi-part course project that provides practical experience in applying

the consulting practices and principles covered in the course.

Christopher J. Collins Associate Professor and Director of CAHRS, ILR School, Cornell University

is an Associate Professor of Human Resource Management and Director of CAHRS in the ILR SchoolChristopher J. Collins

at Cornell University. He earned his Ph.D. in Organizational Behavior and Human Resources from the Robert H. Smith

School of Business at the University of Maryland.

Dr. Collins teaches, conducts research, and does consulting in the areas of strategic human resource

management, the role of HR practices and leadership in driving employee engagement, and the role of HR in

driving firm innovation and knowledge creation. His research has been accepted for publication in the Academy of

Management Journal , Journal of Applied Psychology , Personnel Psychology , Human Resource Management Review ,

and Human Performance . In addition, Dr. Collins serves on the editorial boards of the Academy of Management

Journal , Journal of Applied Psychology , Journal of Management , and Personnel Psychology .

Start Your Course


Module Introduction: The Consulting Relationship

To be successful, an HR consulting relationship must have a good foundation. In some cases that foundation may include

a prior personal relationship between the consultant and the client, but a prior relationship is not essential. What is critical

is that consultant and client develop a clear and shared understanding of their roles and responsibilities, as well as how

they intend to work on the problem.

In this module, you will consider several kinds of consulting arrangements and the pros and cons of each. You will learn

how the specifics of a consulting arrangement should be regarded as a contract. Professor Collins will draw on his own

experience as an HR consultant to offer guidance on how to kick off a project with a client on a specific problem or set of

problems.

You will apply what you learn in this first module as you begin work on the Course Project. This will involve working with

someone else who will serve as a practice client, with whom you will meet at least twice. The initial meeting, in this

module, will focus on reaching agreement regarding what the consulting project will involve and how it will be conducted.

As you begin the course, be sure to review the and make arrangements with a colleague or friend who willCourse Project document

play the role of client.

https://s3.amazonaws.com/ecornell/content/ILRHR/ILRHR529/ilrhr529_course-project.docx


Read: Three Kinds of Consulting Models

What kind of consultant-client relationship should you use when addressing HR issues? There are a number of consulting

models. To see the primary features of each, click on a model below to display details, then click again to hide them.

Hired Gun Doctor-Patient Partnership

In a hired-gun arrangement, the

consultant is usually brought in after the

client has identified the problem and

completed an investigation.

The consultant is given a specific,

well-defined task, often of a technical

nature. In this arrangement, the client

maintains authority and control over all

aspects of the project.

The consultant has limited

responsibilities and limited ability to

influence the overall project or its

outcome.

Of the three models compared here,

this is the one that is most limited and

narrowly focused.

In a doctor-patient relationship, the

consultant is brought in as an external

expert who is expected to identify

symptoms and underlying causes of a

problem.

The consultant is given full rein to

diagnose the problem and identify

potential solutions, and is expected to

give a detailed report of the findings

and recommendations. Control then

goes back to the client.

Following a visit to a doctor, a patient

decides whether or not to listen to the

doctor's advice. Similarly, in an HR

setting, the client receives the

consultant's advice and then decides

whether or not to implement it.

In a partnership arrangement, the

consultant and the client collaborate

and work together through all phases of

the project.

The consultant helps the client to think

about and identify the underlying

causes of an HR problem, and usually

helps to decide how data is collected

and analyzed.

This approach includes brainstorming

with the client about possible solutions

and then working together to drive

changes to ensure success.

Throughout this process, the consultant

and the client work to gain the support

of everyone involved in the initial issue.


Watch: Choosing the Best Consulting Model

The three common approaches to HR consulting-hired gun, doctor-patient, and partnership-each come with their own

potential advantages and disadvantages. In this video, Professor Collins discusses the pros and cons of each approach

and explains why the most effective solutions to an HR problem usually come from a partnership approach.


Watch: Why Contracts Are Important

As an HR consultant begins to work with clients in an organization, both consultant and client need to have a mutual

understanding of roles and responsibilities and the overall scope of work. In this video, Professor Collins discusses

consulting contracts and why they are important to the success of a consulting project, even when the client is an

employee of the same organization as the consultant.


Watch: What a Contract Should Cover

When you work out the terms of an HR consulting relationship, it's essential that certain aspects of the project and the

consulting relationship are clearly defined. In this video, Professor Collins outlines six key elements that should be

included in a consulting contract and explains why each is important.


Watch: Planning the Initial Meeting (Context and Issues)

To work out the details of an HR consulting contract, you must hold an initial meeting with the client or clients and any

other key stakeholders. From his own extensive experience in HR consulting, Professor Collins has developed a standard

format that has proven effective for this kind of meeting. Here, he covers the initial steps, which involve setting the context

and summarizing the issues.


Watch: Planning the Initial Meeting (Reassurance and Agreement)

In this video, Professor Collins continues his discussion of an effective format for an initial consulting meeting. Once you

have established a context and summarized the issues, the next steps involve providing emotional reassurance and

working out the terms of a collaborative agreement.

This video ends with a discussion of the agreement reached at the end of the contract meeting. Once you believe you

have reached an agreement, seek feedback from the client. How committed do they feel to the project? Do they have any

concerns about their own ability to offer commitment or the commitment of their leadership or of their employees? Do they

have any concerns about the control of the project?

Conclude the meeting by restating the expected responsibilities and actions in each phase of the project. Be sure there is

agreement on the expected time frame. This initial meeting may not be concluded in a single session. Don't worry if a

second, or even a third, session is needed. Take as much time as is needed to reach a firm agreement.


Tool: Checklist for Initial Contract Meeting

Download the Tool

Preparation Checklist

for Contract Meeting

The initial meeting that an HR consultant holds with a client is critical to the success of the consulting project. As Professor

Collins explained in an earlier video, consultants should go into such meetings with a good idea of the type of consulting

relationship they will propose. They should reflect ahead of time on what they want from the client, what they will offer the

client, what the client might want from them, and so on.

To assist you with your work on the course project-and to give you a tool for use in subsequent consulting work-we have

provided a downloadable Word document containing a checklist designed to help you prepare for initial consulting

meetings. Download it and keep the original as a handy template for current and future work.

https://s3.amazonaws.com/ecornell/content/ILRHR/ILRHR529/ilrhr529_contract-meeting-prep.docx

https://s3.amazonaws.com/ecornell/content/ILRHR/ILRHR529/ilrhr529_contract-meeting-prep.docx


Module Wrap-up: The Consulting Relationship

This module has focused on getting an HR consulting project off on the right footing. The foundation you establish for the

project will play a large role in determining its ultimate success.

You've looked at the nature and risks associated with different consulting models. You've delved into the importance of

getting everyone on the same page by defining the scope and nature of the consulting relationship through a written or

verbal contract. You've also considered that critical first client meeting.

Perhaps most importantly, you have started work on the Course Project, giving you the opportunity to apply what you're

learning in a very practical way. By the end of the course, you will work through the phases of a practice consulting

project, laying plans that could actually be carried out if this were a real-life project.

You also had a chance to download and use the first of six downloadable tools provided in this course. These tools have

been designed for use in the course as well as subsequent use in actual consulting scenarios. Download and retain a

copy of the originals; they will prove useful as you engage in future consulting relationships.


Module Introduction: Problem Diagnosis and Assessment

Diagnosing an HR problem usually begins with considering potential causes and identifying what data will be needed to

identify the exact nature, scope, and cause of the problem.

In this module, you will obtain an overview of the diagnostic process. You will learn how organizational development

models can be used to understand and analyze the cause-and-effect relationships among different parts of an

organization. You will study performance levers that can be used to diagnose and resolve issues.

You will also gain insight into the use of data for diagnosing HR problems. This includes how to identify what data is

required, how to go about collecting new data, and how to determine whether certain data meets the minimum

requirements for diagnosing a problem.

Once again, you will apply what you learn through practical work on the Course Project as you meet with your client to

draw up a plan for how you will collect data and diagnose the problem at hand. As explained earlier, this client can be a

real client you are working with on an actual problem, or it can be a colleague or friend who has agreed to assist you in

this learning exercise by playing the role of a client facing an imaginary problem.


Watch: Overview of the Diagnosis Process

The diagnosis of an HR problem involves comparing the current state of affairs with the desired state and figuring out the

reason for the difference between the two. In this video, Professor Collins discusses the diagnosis process and offers

guidance on how to approach it and how to know when you're hitting the mark.


Watch: Root Causes of Performance Problems

Organizational development models are useful when diagnosing employee performance problems in a business or

organization. In this video, Professor Collins discusses a model that he has found especially helpful, and he explains how

different elements within an organization may have a direct bearing on how individuals perform.


Tool: Root Cause Analysis

Download the Tool

Root Cause Analysis

In the preceding video, Professor Collins described an organization development model that is useful when diagnosing the

root cause or causes of a performance issue.

For your use in this course as well as for future use in your work as an HR consultant, we have prepared a downloadable

document that you can use for capturing notes when you analyze root causes.

If you haven't already done so, download this tool now. You won't be required to submit a completed version, but it will

assist you with your work on the course project and it gives you another tool for use in subsequent consulting work in the

future.

https://s3.amazonaws.com/ecornell/content/ILRHR/ILRHR529/ilrhr529_root-cause-analysis.pdf


Watch: Identifying the Required Data

Consultants working to diagnose an HR problem must identify what data is needed for a full and accurate diagnosis. In

this video, Professor Collins emphasizes the importance of focusing on relevant data and outlines several considerations

when deciding what data to use in the diagnosis phase of a project.


Watch: Five Ways to Collect New Data

Consultants can often draw on existing data to help them diagnose an HR problem. But it may also be necessary to collect

new data to ensure an accurate diagnosis. In this video, Professor Collins describes five ways to collect new data aimed

at measuring the impact of a problem and understanding its causes.


Watch: Key Considerations for Data

It is important to use care when diagnosing HR problems. Conclusions drawn from analysis of this data will usually prompt

changes affecting employees and the larger organization. In this video, Professor Collins outlines six questions to consider

when collecting data for HR diagnostic purposes.


Watch: Understanding Performance Levers

After collecting data and diagnosing an HR problem, you will start thinking of ways the problem might be addressed. In

this video, Professor Collins gives an illustrated summary of five key performance levers, a term used in HR to refer to

aspects of an organization that can be changed in order to improve performance. He also explains why it's important to

take a systems approach when diagnosing and resolving people-related issues.


Module Wrap-up: Problem Diagnosis and Assessment

In this module, you've been considering how an HR problem can be diagnosed. You've seen how this is best done by

considering the problem within the context of the larger organization. You've also looked closely at how to identify

appropriate data and how to collect and assess it to confirm a diagnosis.

The same parts of an organization that contain the root causes of a certain problem are often the same parts that hold the

performance levers that can bring about positive change. You began looking at performance levers, an understanding of

which can prove helpful in both diagnosing and resolving a problem.

You've had a chance to apply what you've learned by completing Part Two of the Course Project. The Course Project

deserves careful attention because this is often where the most learning occurs.

The next module moves on to the feedback and solutions stage, where you engage with your client or clients to discuss

your findings and determine a solution.


Module Introduction: Feedback and Solutions

After a consultant has analyzed the cause of an HR problem and considered possible solutions, the consultant and client

typically meet for an in-depth discussion.

In this module, you will delve into all aspects of this important feedback meeting. You will learn about its purpose and how

best to structure it. You will consider ways of selecting, organizing, and presenting the data that led you to your

conclusions. You will learn how to assess and handle client reactions to your findings, as well as how to help the client

reach a decision on whether to proceed with implementing a solution. Finally, you will look at how to wrap up the meeting

in a way that ensures the needs of both the client and consultant have been met.

As you have done in previous modules, you will apply what you learn as you return again to the Course Project. Part

Three of the project calls for you to draw up an agenda for a feedback meeting, geared toward the real or imaginary HR

problem you identified in earlier parts of the project. As you go through the content in this module, think about how you will

use the many ideas and recommendations here to conduct your own feedback meeting.


Watch: Purpose of the Feedback Meeting

The feedback meeting is the important session where an HR consultant meets with the client or clients and presents

findings and recommendations relating to the HR problem being addressed. In the first of several videos about this

important session, Professor Collins delves further into the purpose of the feedback meeting and discusses the

importance of maintaining a collaborative atmosphere.


Watch: Structure of the Feedback Meeting

Consultants typically present their findings and recommendations at the feedback meeting. It's important to plan this

meeting carefully. Professor Collins draws on his own extensive experience as an HR consultant to recommend a

feedback meeting agenda.


Tool: Checklist for Feedback Meeting Preparation

Download the Tool

Preparation Checklist

for Feedback Meeting

Because the feedback meeting is so important to the success of a consulting project, the HR consultant must come to it

fully prepared-not only prepared with data analysis and findings, but also prepared mentally and emotionally.

The checklist provided here has been designed to help you prepare for this critical meeting. Download it to a convenient

location on your own computer, and retain the original as a template. You may wish to fill it out as a personal exercise

before tackling Part Two of the Course Project, and it will be useful in consulting projects you may do in the future.

https://s3.amazonaws.com/ecornell/content/ILRHR/ILRHR529/ilrhr529_feedback-meeting-prep.docx

https://s3.amazonaws.com/ecornell/content/ILRHR/ILRHR529/ilrhr529_feedback-meeting-prep.docx


Watch: Presenting the Data and Recommendations

You are a consultant researching an HR problem. You've gathered data and planned a feedback meeting with clients. But

how should you go about the actual presentation of your findings and recommendations? In this video, Professor Collins

outlines an approach that is most likely to produce the best results.


Watch: Assessing Client Reactions

An important part of the feedback meeting is eliciting the response of clients and handling that response effectively. In this

video, Professor Collins discusses the range of emotions that may emerge during a feedback meeting and makes

practical suggestions for consultants when facing different kinds of client responses.


Watch: Deciding to Proceed

A feedback meeting should always include time for clients to decide whether to proceed with addressing the problem and

implementing a solution. In this video, Professor Collins explains why it's important for the HR consultant to be part of this

discussion, and he outlines two requirements a client must meet if a solution is to be implemented successfully.


Watch: Wrapping Up the Meeting

Professor Collins concludes a series of videos about the feedback meeting by recommending how a consultant can

effectively wrap up such a session. He explains how this includes potential input from both client and consultant and a

look ahead to what's next.


Tool: Feedback Meeting Review

Download the Tool

Feedback Meeting Review Sheet

After the feedback meeting, it is often very helpful for a consultant to reflect on what occurred at the meeting and identify

possible areas for improvement in future meetings of this kind.

To help with this post-meeting evaluation, we have prepared a document that contains key questions for personal

reflection. Download it to your computer and retain the original as a template that you can use following this kind of

meeting.

https://s3.amazonaws.com/ecornell/content/ILRHR/ILRHR529/ilrhr529_feedback-meeting-review.docx


Module Wrap-up: Feedback and Solutions

In this module, you delved into various aspects of the important feedback meeting, when a consultant presents findings

and recommendations.

This meeting is worthy of close attention because it's usually the time when a decision is made about a possible solution.

With the work you've done in Part Three of the Course Project, you should now have a good understanding of how to

conduct a feedback meeting.

If you haven't already participated in the course discussions, take time to do so. Sharing experiences with others in this

course and reading about their experiences is an excellent way to broaden your knowledge and prepare you for a variety

of consulting scenarios.

Once a consultant has completed a successful feedback meeting, it's time to move to implementation of a solution. That's

the focus of Module Four, which will conclude this course.


Module Introduction: Implementation and the Change Process

After an HR consultant has worked with client and stakeholders to diagnose an HR problem and identify a solution, the

next and most important step is to implement that solution.

As this module begins, you will study the balanced scorecard, a performance management tool that can be used to make

the business case for change.

You will then examine in detail an effective three-step change model that you can use to implement HR interventions or

other organizational changes. You will also learn how to measure the outcomes of change so you can promote a culture of

continuous improvement.

Finally, you will conclude your work on the Course Project with two practical activities: proposing an HR solution to the

problem addressed in your project, and drawing up a brief implementation plan.


Watch: Using the Balanced Scorecard to Make Your Case

HR consultants can use the balanced scorecard to diagnose performance problems as well as to show how positive

changes in one part of an organization may bring about positive impacts on another part. In this video, Professor Collins

explains how to use balanced scorecard concepts to justify proposed changes to HR policies or practices.


Watch: Example of the Balanced Scorecard in Use

In this case study, Professor Collins uses an example from his own consulting experience to describe the use of the

balanced scorecard. Company officials used balanced scorecard concepts to justify certain planned changes to HR

practices, as well as to track the outcome of those changes after they were implemented.


Tool: Balanced Scorecard Worksheet

Download the Tool

Balanced Scorecard Worksheet

You've seen how the balanced scorecard is a way of looking at performance management in order to identify important

metrics and the interrelationships among metrics in different parts of an organization.

While there are sophisticated software packages that support balanced scorecard initiatives, it's also possible to apply

balanced scorecard concepts through the use of spreadsheets, document templates, and standard office software. The

balanced scorecard doesn't refer to a place to collect raw data; it refers to a broad conceptual framework that helps to

ensure that the traditional financial metrics are balanced with non-financial metrics.

On this page, we provide a simple Balanced Scorecard Worksheet that is designed to focus attention on the three most

important aspects of this approach: objectives, metrics, and logical connections.

When you're diagnosing a problem or proposing a solution, you will want to identify the metric that is causing concern and

sum up the organizational objective associated with that metric. Then go to the other sections of the worksheet and fill in

objectives and metrics that are likely affected by the objective and metric that are the focus of your current concern.

Finally, draw connecting lines to indicate the logical connections between metrics.

For more information about how you can use this worksheet in this course, see Course Project, Part Four.

https://s3.amazonaws.com/ecornell/content/ILRHR/ILRHR529/ilrhr529_balanced-scorecard-worksheet.docx


Watch: Overview of the Change Model

Implementing change in an organization requires the ability to look into the future and bring about desired improvements.

In this video, Professor Collins outlines a three-step change process that will guide you through the essential actions.


Watch: Creating the Vision for Change

The first step of the SEE model is et the stage. In this video, Professor Collins explains how to get off to a good start byS

ensuring you have the backing of key people and are creating a strong vision for change.


Watch: Planning the Change

In this video, Professor Collins discusses the second step of the SEE model- valuate and plan. This includes identifyingE

who should be involved, communicating the change and the reasons behind it, and working out implementation details.


Watch: Executing the Change

The third step of the SEE model is xecute the change. Professor Collins discusses this final step of the model byE

outlining several key actions required for a successful implementation.


Watch: Measuring the Change

After change has been implemented within a business or organization, it's important to measure the results and foster a

culture of continuous improvement. In this video, Professor Collins outlines several kinds of outcomes to track and briefly

discusses the concept of the "new norm" following implementation of change.


Tool: Checkpoints in the Change Process

Download the Tool

Checkpoints in the Change Process

When introducing change as part of an HR consulting project, there are at least three points where you should stop and

make sure you've completed certain essential activities:

After the initial project formation

Before rolling out a change

After the change has been implemented

To guide you in this assessment process at each of these points, we've put together a tool, Checkpoints in the Change

Process. You will want to download and refer to it while completing Part Five of your Course Project. It will also prove

useful in any future consulting projects, so we recommend that you retain the original template along with the other

consulting-related tools provided in this course.

https://s3.amazonaws.com/ecornell/content/ILRHR/ILRHR529/ilrhr529_checkpoints-for-change.docx


Module Wrap-up: Implementation and the Change Process

Change is often uncomfortable but essential. That's certainly true when addressing HR problems, especially ones that

may affect the performance of an individual, department, or organization. In this module, you've looked at the entire

change process because HR consultants often need to help guide the implementation of the solutions aimed at the

problems they have diagnosed.

With careful planning, using the SEE model outlined by Professor Collins, change can be handled in a manner that

minimizes disruption and brings about positive results. The work you did in the Course Project in this module gave you an

opportunity to embrace these change-related concepts and prepare yourself for effective implementation of solutions in

real-life situations.


Dr. Christopher J. Collins Associate Professor and Director of CAHRS

School of Industrial and Labor Relations

Cornell University

Read: Thank You and Farewell

I hope you found it to be a great experience. The skills you have been developingThank you for participating in this course!

here will enable you to play a significant role as an HR consultant, enabling you to provide expert problem-solving services

in the most effective manner.

You've covered important ground:

Looking at the benefits and risks of several consulting models and examining how to launch a consulting

relationship in the most effective manner.

Considering how to diagnose an HR problem and assess data collected as part of that diagnosis.

Exploring how to present your consultant findings and recommendations and engage the stakeholders in

determining the best solution.

Understanding the key components of a good change process, enabling you to help implement HR solutions

successfully.

Most importantly, you've had an opportunity to apply all of this to your own situation as you've completed the multi-part

Course Project. So, move forward with confidence as you use the skills and tools you've acquired here. Best wishes in

your work as an HR consultant!


Supplemental Reading List

Professor Collins has identified books that may be useful if you wish to delve further into the topics covered in this course.

These resources are available for purchase via a special page provided by the Cornell Store. (The page will open in a new

window/tab, so just close the tab or window when you want to return to the course.)

In addition, the following book chapter may be a useful resource:

The Balanced Scorecard's 20th Anniversary (PDF article)

Robert S. Kaplan and David P. Norton

Available directly from HBR Press

http://www.cornellstorebooks.com/reading-list-ilrhr529

https://hbr.org/product/the-balanced-scorecard-s-20th-anniversary/B1205A-PDF-ENG

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