Many organizations are facing the problem of inefficient tapping of available human potential. An organization has a certain goal and has the manpower to achieve this goal. However, the organization cannot design processes to translate the skills and competencies of this manpower to achieve this goal. Performance consultants are then roped in to design a systematic and holistic approach to optimize the available manpower potential to achieve the goal.
Performance consultants first analyse and diagnose performance problems (as-is study). The second phase includes designing a blueprint and providing recommendations. The third and the final phase is implementation. The process is highly subjective and in most cases, encompasses a large number of business units and service providers within an organization – organizational design, human resources, total quality management, learning and development, accounts, etc.
Because of the large number of stakeholders involved, organizations sometimes request a training module – performance consultants develop a training module related to a knowledge or skill gap after thorough analysis of the business strategy and conduct a training program with top-level management. The top-level management, with the newly developed skills and knowledge, designs policies and ensures implementation at every level in the organization.
A performance consultant needs to possess knowledge of different areas so that the analyses can include all aspect of the work environment. For example, if the consultant’s knowledge is restricted to only HR, he/she may undertake an analysis related to HR aspects only and provide solutions based on this analysis. On the other hand, a consultant with knowledge of various domains can analyse the situation from different angles and provide a comprehensive solution.