How to use a consultant

Hiring a consultant is not just a case of getting someone on board and hoping for the best. Any client wanting a consultant to perform at his/her best has to understand that they need to work hard to get the most out of their consultant’s time.

The following is plagiarised from start-up donut, but also amended to give my perspective. It is a bit long-winded, but then if you are going to invest money on a consultant, it is best to make sure you know what you are getting.

1. Define the project and the result you are aiming for; confirm how this will contribute to your overall business objectives.
2. Consider whether you have the in-house skills to carry out part or all of the project. Even if you don’t have all the skills, it might be a chance for someone to learn new skills.
3. Discuss the project with relevant employees; ask for suggestions and get their agreement to involving a consultant. This part is often overlooked but helps so much with buy-in for the consultant. Other wise they feel the consultant is being forced on them.
4. Develop your selection criteria for the consultant, just the same as you would an employee.
5. Choose a consultant who best matches your criteria and ask for a preliminary proposal based on your brief; amend the brief to incorporate any valid suggestions.
6. Clarify roles and responsibilities for the consultant, employees and any other contractors involved.
7. Identify key objectives; aim for specific, measurable targets but leave room for the consultant to suggest alternatives. This is the key measure by which you can then decide how successful the consultant has been.
8. Prepare an outline brief summarising the project, objectives, budget, timescales and in-house resources available to the consultant.
9. Clarify any constraints on the consultant: for example, restrictions on disclosing confidential information or contacting customers.
10. Agree a project schedule, including project completion and interim milestones; negotiate escape clauses for sub-standard performance.
11. Negotiate fees; consider success fees or a fixed fee and clarify exactly how fees will be earned and how any expenses will be handled.
12. Brief employees involved in the project; ensure they fulfil their responsibilities to maximise the consultant’s effectiveness.
13. Provide TIMELY access to any necessary in-house information and resources.
14. Maintain regular contact with the consultant; look for evidence of the work, monitor costs and review the project at each milestone. Intermediate milestones work best as do regular catch up meetings.
15. Watch for warning signs of any problems: for example, sub-standard work, missed deadlines or poor communication from the consultant, or low morale among the project team.
16. Check that objectives have been met to the agreed standards before signing off any work or overall project completion.

So, if you want to employ me as a consultant, for instance, I would hope you have fulfilled many, if not all, of the above. I am not expecting “War and Peace”, just an indication that they have been done.