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Management Consulting: Best Practices and New Challenges

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... Regional flight surgeon, ... (foresight) Management Consulting: Best Practices & New Challenges 10/25/07 (c) 2007 Jeffrey R Harris, MA, MFT, ... – PowerPoint PPT presentation

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Title: Management Consulting: Best Practices and New Challenges


1
Management Consulting Best Practices and New
Challenges
  • Jeffrey R Harris, MA, MFT, CEAP
  • Human Resourcefulness Consulting

2
Agenda
  • Premise for the Workshop
  • Review the Questionnaire
  • Review the Best Practices
  • Introduce the Innovations and Inspirations
  • Recognize the Non-standard Practices
  • Explore the New Challenges
  • Integration through Audience Input

3
Objectives
  • Adopt a standardized definition of management
    consultation and describe the EA Professionals
    consulting role within the framework of the EAPA
    Core Technology
  • Describe the EA consulting skills that will
    most-effectively assist managers in developing
    win-win solutions that meet the needs of the
    employee(s) and the business.
  • Develop consulting questions that draw managers
    into a broader review of the problem, helping
    managers understand the consequences of under- or
    over-reaction, and providing a framework for
    managers to develop their own solutions.

4
Goals
  • Validate the skills and framework you are already
    utilizing
  • Challenge you to take your consulting to the
    next level
  • Inspire you to advise or mentor new staff and
    CEAP candidates in a purposeful manner
  • Invite you to be an active contributor towards
    establishing a development plan

5
Living Archive For Best Practices in Consulting
  • visit the resource page often
  • www.eapa-la.com/consulting
  • continually updated
  • bibliography
  • tools
  • lesson plans

6
The Interviews
  • Transportation
  • ExpressJet EAP
  • United Airlines EAP
  • Education
  • Los Angeles Department of Education EASE
  • University of Nebraska at Lincoln EAP
  • University of Southern California Center for Work
    Family Life
  • Government
  • City of Long Beach EAP
  • Federal Occupational Health Consortium EAP
  • Washington State EAP
  • Finance
  • Bank of New York Mellon EAP
  • Merrill Lynch EAP
  • Wells Fargo EAC
  • Healthcare
  • Concord Hospital EAP
  • Kaiser Permanente EAP
  • Partners Healthcare System EAP
  • Texas Childrens Hospital EAP
  • Manufacturing / Processing
  • 3M EAP
  • Chevron EAP
  • US Postal Service

7
The Interviews
  • Science Technology
  • Lawrence Livermore National Laboratory EAP
  • Raytheon EAP
  • Sandia National Laboratory EAP
  • Sports
  • San Francisco Giants EAP
  • Law Enforcement
  • A Federal Law Enforcement EAP
  • Utilities
  • Los Angeles Department of Water Power EAP
  • External EAPs/MBHOs
  • Aetna Behavioral Health
  • Concern EAP
  • Magellan Behavioral Health
  • United Behavioral Health
  • Independent Consultants
  • 20/80 Workplace Consultants
  • Blair Consulting Group
  • Excello Workplace Behavioral Consulting
  • Gerald Lewis Associates/Compass EAP
  • Kenneth R Collins Associates
  • Masi Research Consultants

8
The Survey Questions
  • How did you acquire the skills necessary for
    effective consulting? Would you describe your
    development path as formalized or informal?
  • How is management consulting different from
    executive coaching, organizational development,
    team building or talent development?
  • Are there consulting steps or a map from which
    you work? philosophy of consulting
  • What would you consider to be the necessary
    skills of an effective consultant?
  • What was your most effective consultation? What
    was your most challenging consultation?

9
Development as a Management Consultant
Consulting skills improve when development is
planned
  • Question
  • How did you acquire the skills necessary for
    effective consulting? Would you describe your
    development path as formalized or informal?

10
Development as a Management Consultant
Consulting skills improve when development is
planned
  • Majority of respondents were self-taught
  • On-the-job experience
  • Peer supervision
  • Purposeful development had some commonalities
  • Assessing the new employee / CEAP candidate for
    consulting skill set
  • Waiting period
  • Observation
  • Mentoring
  • Reading
  • External consultants

11
Development as a Management Consultant
Consulting skills improve when development is
planned
  • Majority of respondents were self-taught
  • On-the-job experience
  • Peer supervision
  • Purposeful development had some commonalities
  • Assessing the new employee / CEAP candidate for
    consulting skill set
  • Waiting period
  • Observation
  • Mentoring
  • Reading
  • External consultants

12
Defining Management Consulting in an EA Role
Having a standardized definition establishes our
expertise
  • Question
  • How is management consulting different from
    executive coaching, organizational development,
    team building or talent development?

13
Differentiating EA-based Management Consulting
  • Generic management consultants
  • are experts in one field or line of business
  • address a single question
  • advocates for management
  • Executive Coaching...
  • Goals are related to the development of the
    manager and the success of his/her career
  • Advocates for executive
  • Organizational development consulting
  • Long term, grand plans
  • May not interact with or know individual
    employees
  • Advocates for organizational effectiveness,
    processes

14
Defining Management Consulting in an EA Role
Having a standardized definition establishes our
expertise
  • How EAPA Core Technology defines the consulting
    role
  • Consultation with, training of, and assistance to
    work organization leadership (managers,
    supervisors, and union stewards) seeking to
  • manage the troubled employee,
  • enhance the work environment, and
  • improve employee job performance and
  • outreach/education of employees/ dependents about
    availability of EA services

15
Defining Management Consulting in an EA Role
Having a standardized definition establishes our
expertise
  • The EA Consultant
  • works within a multi-client model
  • works within a defined role
  • is a specialist in the human side of business
  • provides support tailored for the manager
  • contributes to safety risk management

16
Defining Management Consulting in an EA Role
Having a standardized definition establishes our
expertise
  • The EA Consultant
  • works within a multi-client model
  • works within a defined role
  • is a specialist in the human side of business
  • provides support tailored for the manager
  • contributes to safety risk management

17
Defining Management Consulting in an EA Role
Having a standardized definition establishes our
expertise
  • The EA Consultant
  • works within a multi-client model
  • works within a defined role
  • is a specialist in the human side of business
  • provides support tailored for the manager
  • contributes to safety risk management

18
Defining Management Consulting in an EA Role
Having a standardized definition establishes our
expertise
  • Most common consults
  • The client dump
  • Job Performance Referral
  • Problems of employee conduct
  • Reasonable suspicion of substance abuse
  • Employee health
  • Threat of aggression or violence
  • Conflict between coworkers

19
Defining Management Consulting in an EA Role
Having a standardized definition establishes our
expertise
  • Most common consults
  • The client dump
  • Job Performance Referral
  • Problems of employee conduct
  • Reasonable suspicion of substance abuse
  • Employee health
  • Threat of aggression or violence
  • Conflict between coworkers

20
Defining Management Consulting in an EA Role
Having a standardized definition establishes our
expertise
  • Most common consults continued
  • Training request that masks a behavioral problem
  • Assistance with change management
  • Workplace tragedy or trauma
  • Policy consultation usually proactively
    initiated by the EAPC

21
Differences Between EAP Delivery Models
  • Internal
  • Greater credibility
  • May be perceived as too familiar
  • External
  • Benefits from imposed boundary
  • Not familiar with nuances and micro-cultures
  • Challenging to establish trust with managers
  • Mixternal
  • Benefits from imposed boundary
  • On-site improves access and familiarity with
    customer

22
EAP Philosophy of Consulting
  • Having a philosophy or belief-system of
    consulting leads to a framework or roadmap for
    each consultation
  • Question
  • Are there consulting steps or a map from which
    you work?

23
EAP Philosophy of Consulting
  • Having a philosophy or belief-system of
    consulting leads to a framework or roadmap for
    each consultation
  • The EA consultant
  • provides role clarification
  • coaches on effective communication
  • assesses the manager
  • assesses the request for consultation
  • assesses the problem through the system

24
EAP Philosophy of Consulting
  • Having a philosophy or belief-system of
    consulting leads to a framework or roadmap for
    each consultation
  • The EA consultant
  • provides role clarification
  • coaches on effective communication
  • assesses the manager
  • assesses the request for consultation
  • assesses the problem through the system

25
EAP Philosophy of Consulting
  • Having a philosophy or belief-system of
    consulting leads to a framework or roadmap for
    each consultation
  • The EA consultant
  • provides role clarification
  • coaches on effective communication
  • assesses the manager
  • assesses the request for consultation
  • assesses the problem through the system

26
EAP Philosophy of Consulting
  • Having a philosophy or belief-system of
    consulting leads to a framework or roadmap for
    each consultation
  • The EA consultant
  • provides role clarification
  • coaches on effective communication
  • assesses the manager
  • assesses the request for consultation
  • assesses the problem through the system

27
EAP Philosophy of Consulting
  • Having a philosophy or belief-system of
    consulting leads to a framework or roadmap for
    each consultation
  • The EA consultant continued
  • works from a strengths-based framework
  • provides a framework through which the manager
    approaches solutions
  • tailors interventions and resources to the style
    of the manager
  • builds networks with internal resources

28
Essential Skills for Effective Consulting
Effective consultants employ these skills as best
practices
  • Question
  • What would you consider to be the necessary
    skills of an effective consultant?

29
Essential Skills for Effective Consulting
Effective consultants employ these skills as best
practices
  • Possesses business acumen
  • Understands how organizations function
  • Draws upon own business or management experience
  • Builds rapport
  • Builds trust
  • Is able to solve complex problems in a stressful
    environment

30
Essential Skills for Effective Consulting
Effective consultants employ these skills as best
practices
  • Possesses business acumen
  • Understands how organizations function
  • Draws upon own business or management experience
  • Builds rapport
  • Builds trust
  • Is able to solve complex problems in a stressful
    environment

31
Essential Skills for Effective Consulting
Effective consultants employ these skills as best
practices
  • Possesses business acumen
  • Understands how organizations function
  • Draws upon own business or management experience
  • Builds rapport
  • Builds trust
  • Is able to solve complex problems in a stressful
    environment

32
Essential Skills for Effective Consulting
Effective consultants employ these skills as best
practices
  • continued
  • Models effective communication
  • Utilizes facilitation skills
  • Possesses professional self-esteem
  • Harnesses clinical intuition
  • Sets Expectations
  • Sets Boundaries

33
Essential Skills for Effective Consulting
Effective consultants employ these skills as best
practices
  • continued
  • Models effective communication
  • Utilizes facilitation skills
  • Possesses professional self-esteem
  • Harnesses clinical intuition
  • Sets Expectations
  • Sets Boundaries

34
Essential Skills for Effective Consulting
Effective consultants employ these skills as best
practices
  • continued
  • Maintains a neutral, objective position
  • Takes a history of the problem
  • Provides follow-up
  • Seeks, and gives, feedback
  • Initiates outreach and proactivity
  • Consumes research

35
Essential Skills for Effective Consulting
Effective consultants employ these skills as best
practices
  • continued
  • Maintains a neutral, objective position
  • Takes a history of the problem
  • Provides follow-up
  • Seeks, and gives, feedback
  • Initiates outreach and proactivity
  • Consumes research

36
Inspiration Innovation
  • Merrill Lynchs account executive training
  • Aetnas use of Leader-Member Exchange
  • Concord Hospital Kaiser Permanentes emphasis
    upon contracting
  • Jungs Even development at Raytheon
  • Blair Consulting Groups Fundamentals of
    Employee Assistance Programs
  • United Air Lines EAP Monitoring Committee
  • The EAPC often functions as the heart of the
    organization

37
Non-Standardized Practices
  • Conflict resolution mediation services
  • Executive coaching manager development
  • Converting manager consults to EAP consults
    (customer to client)
  • Fitness For Duty
  • Return to Work screening

38
New Challenges
  • Business Continuity Planning
  • Enhanced role for EAP since 9/11 and Hurricanes
    Katrina and Rita
  • Terrorism
  • Avian flu pandemic
  • Disasters
  • Power grid blackouts
  • Opportunities for EAP consulting
  • Business Continuity Planning for employee needs
  • Emotional hardiness and resiliency
  • Personal preparedness
  • Complicated grief in the workplace

39
New Challenges
  • Global presence means
  • diversity of needs
  • diversity of norms, morés
  • diversity of management and communication styles
  • Multi-generational workforce
  • Creating solutions for managers who seek to
    engage all four generations uniquely
  • High Concept/Low Resource
  • Disconnect between leaders lofty vision and lack
    of development time/resources for staff
  • Results in contrived performance issues

40
Anecdotes
41
Audience Expertise
  • Three development scenarios
  • A union steward who transitions to a consultant
    role in a Member Assistance Program
  • A CEAP candidate in advisement
  • A seasoned EA professional
  • How would you assess each EA professional for
  • their readiness for consulting?
  • the strength of their consulting skills?
  • How would you develop each person uniquely?
  • How would you build their business acumen for
    your customer organization?

42
Development Resources
  • The following resources for developing management
    consulting skills may be found at http//www.eapa-
    la.com/consulting/
  • Bibliography
  • Manager survey tools
  • Dos and Donts list
  • ABCs of Management Consultation
  • P-O-S-I-T-I-V-E consulting workflow
  • Links to related web sites
  • List of survey participants

43
An Invitation to Keep the Dialogue Alive
  • Complete the Skills Survey in your packet
  • Share tools for the web resource page
  • Suggest lesson plans for CEAP advisement
  • Contribute titles for recommended reading
  • Mentor others

44
Contact Info
  • Jeffrey R Harris, MFT, CEAP
  • PO Box 20420
  • Long Beach, CA 90801
  • (562) 704-0636
  • jeffharris_at_humanresourcefulness.net
  • http//www.eapa-la.com/consulting
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