The Role of the Internal Consultant - Management & Business ...

Client readiness and capabilityThe ability of the internal consultant to gain entry also depends on the client’s readiness andcapability for change (Beckhard & Harris, 1987). Often, the move into a consultancy role andaway from operational support will mean a significant change for the internal client. Forexample, if managers have been used to personal contact with someone from HR to deal withpersonnel issues, which have now been transferred to a call centre, the shift in role willrepresent a significant change. Rather than a one-to-one meeting with someone to talk throughproblems/organisational issues, the manager may now have two or three people to contactabout different aspects. In addition, the manager might need to deal with personnel issuesthemselves, with little skill or capability to do this.Beckhard and Harris’s model for assessing the client’s readiness and capability for change isuseful here:• Assess the attitudes of key stakeholders towards the change – willingness, motives and aims= readiness• Analyse the power sources, influence and authority issues, skills and information required =capabilityOnce an assessment has been made of the client’s readiness and capability, the internalconsultant can consider what needs to happen next towards successful change. Force fieldanalysis can be applied to consider how to minimise any resisting factors or forces and how toincrease the driving forces.The readiness and capability equation can also be applied to those moving into the consultancyrole as primary stakeholders in the change. It will be important to assess current levels ofcapability and skill amongst this group and find out what development needs they have at anearly stage. Preferably skilling them up before services are offered.Role requirementsThe Internal Consultant must feel confident in their role and the power vested in them to beable to give difficult feedback to senior managers when appropriate. A lack of confidence or lackof position authority can lead to ineffective interventions, with the fear of credibility leading theconsultant to make more expert judgements. There are particular issues for those moving fromspecialist functions such as training, personnel or operational management to consultancy.Internal consultants do not always have position power, particularly if their primary role is notthat of internal consultant and they are performing this role as an additional function. Thetrainer or other “expert” who moves into the role of the internal consultant must learn to dealwith the ambiguity and frustration that will inevitably come from a lack of position power.Which people in your team would convince you to shift your thinking? If they wouldn’t convinceyou – how will they convince others? Not everyone in the “old” team will be suitable for thenew consultancy role. It is important to consider if the skills can be built internally or whetheryou will need to recruit people with existing skills set. There may be people in other areas ofthe organisation who have key skills/expertise that could be trained in the consultancy role andwould benefit from being developed in this way.18