Recruiting an external training consultant:

CHOOSING ANAPPROACH

C O N S U L T A N C Y S K I L L S

14 Training Journal February 2005

What kinds of consultancies should you approach for a particular type oftraining? And how do you know if they are going to provide you with the

best job at the right price? In what can sometimes feel like a minefield,Clare Forrest guides you safely through the choices available.

p14-19 Forrest Feb05 19-01-2005 5:12 PM Page 14

The dictionarydefinition of aconsultant is:‘Someone who givesprofessional advice.’1

You, as the client, may well betempted to amend this to:‘Someone who givesprofessional advice forexorbitant fees.’ You might alsotake the cynical view thatanyone can adopt the title,whether they have trainingexperience or not. And, sadly,you would often be right. Agreat many so-calledconsultants have set themselvesup as trainers with little or noreal experience of trainingneeds analysis or course designand course delivery. Over the 20years I’ve been in the business,I’ve lost count of the number ofpeople who have contacted mefor advice on setting up as aconsultant who have clearlyseen the job as an easy, well-paid option that anyone can do.I’ve also come across veryrecent graduates – often, forsome reason, in psychology –who have been taken on astrainers by well-known namesin the field, and who, frankly,couldn’t design and deliver acourse or manage a group if theywere given 20 years to learn.

But it’s not all bad news.There are many, many highlyskilled and professionalconsultants out there who willbe more than able to help yousolve your training problemsand who will do so fairly andproperly. Not only that, theirfees will vary widely and won’talways, or indeed often, be areflection of their competence.For the unwary customer – foryou – the difficulty is inassessing the claims (andcompetence) of the variousorganisations and individualswho get in touch with youwhen you have a project onoffer – or even when you don’t.

This article attempts todemystify the ways in whichthe UK training consultancymarket is structured to helpyou understand the competingclaims you are faced with as aclient and to choose anapproach that best suits yourneeds.

TRAININGCONSULTANCIES Training consultancies breakdown into distinct groups:large, small and microbusinesses. The former tend tobe well-known names,sometimes from the world ofmanagement consultancy,sometimes strictly trainingorientated. What they have incommon is that, with very fewexceptions, they are effectivelytraining employment agencies,which means their productdelivery relies on theirassociates. Very few will actuallyemploy many (if any) full-timetrainers, but virtually all willoffer the usual range of so-called ‘soft-skills’ –management development,communication skills, and soon. Most of the largercompanies will offer both ‘open’(that is, set dates in pre-bookedlocations that anyone can join)and ‘in-house’ (tailored trainingenabling the client to train agroup of its employees on itsown premises) courses.

Small and micro companiesare, more often than not, one-or two-person bands. Theyform the majority of themarket. They will have avariety of their own clients andwill often work as associatesfor several other companies –both large and small. Many willhave their own network ofassociates from whom theydraw when a project demands.Most will be experts in one ortwo particular areas ratherthan in the whole range of

skills. Few will offer opencourses; they prefer to work in-house and will often have afaithful group of clients builtup over time.

WHAT IS ANASSOCIATE? Associates are working trainingprofessionals, most of whomwill be drawn from smallertraining businesses. Largertraining companies contractthem on an ad-hoc basis whenthey have a need for particularskills and knowledge. They willusually, but not always, havebeen through some sort ofselection process.

HOW SHOULD I CHOOSE?As with anything else in life,your choice of trainingconsultant is very much ‘horsesfor courses’. Larger companieswill generally be moreexpensive. Typically, the pricefor a single delegate on an opencourse will be around two-thirds of the fee charged by aone-person business fortraining a group of up to 12delegates. But larger companieswill often have more resourcesavailable and will often be ableto handle large projects morequickly. The two case studies(on page 18) show when using asmall and large company can beappropriate.

Your choice of consultantshould be based on thinkingaround these questions.

➜ What’s my budget?Frankly, if your budget is small,then you will get better valuefrom approaching the smallerbusinesses.

➜ How many people need tobe trained?

If you only have one or twopeople to be trained on a prettygeneric subject – stressmanagement, for example –then an open course could bethe best option, especially asyour people will be mixingwith others in a similar rolefrom different organisations,which is always valuable initself. Conversely, if the topic isone that means individuals orgroups will require specialattention or coaching (forexample, presentation skills),then it might be better to find asmall company that specialisesin the area. Case study 1 showshow a very large project can besuccessfully managed usingconsultants.

➜ How quickly do I want thisnumber of people trained?

Larger companies are morelikely to be able to find largenumbers of trainers to bring amajor project in quickly. Butyou will need to invest more ofyour time in approving thedesign to ensure that eachtrainer is working to the samebrief and the same key messagesyou want to get across.

➜ How much work do I wantto do?

While the smaller companieswill provide as much, if notmore, quality in design,delivery and follow-up as largerones, they might keep their andyour costs down by asking youto undertake some of theadministrative tasks – forexample, printing handoutmaterials.

➜ How bespoke do I wantthis training to be?

In general, the more you wantthe training to be genuinelytailored to your needs, the morelikely it is that the smaller

TipAlways ask a prospectivetraining company thesequestions.

➜ Does it use associates?➜ How does it recruit

associates?➜ How does it develop

associates?➜ How does it choose

associates for eachproject?

➜ What are its processes forthe quality control of anassociate’s performance?

February 2005 Training Journal 15

As the client the driving force for yourchoice of consultant should be the project, not the marketing

KEY LEARNING POINTS➜ Large and small consultants provide different offerings;

choose the right type for your project.➜ Identify the advantages and disadvantages of using

consultants.➜ Specify your project clearly before you ask consultants to

tender.➜ Ignore the glitz; concentrate on consultant competence.

➨

p14-19 Forrest Feb05 19-01-2005 5:12 PM Page 15

consultancies will be the bestbet. Larger companies tend tooffer generic products that canbe slightly tailored. Smallercompanies are more likely tostart from scratch.

WHY USE TRAININGCONSULTANTS?The simple answer is that doingso enables you to offer a largerange of training serviceswithout having to maintain alarge training department.

When you consider the prosand cons of using consultants itvery quickly becomes apparentwhy so many organisations douse them. Overall, consultantsare likely to save you both timeand money. And, because themajority are small businesses,they will be anxious to get itright with you since theirpersonal survival will, quiteliterally, depend on this. Theycan’t afford to get it wrong.

PLANNING ESSENTIALS

A good plan is like a road map: itshows the final destination and,usually, the best way to get there(H Stanley Judd).

Brochures arrive on your desk,e-mails on your PC, telephonecalls, personal visits you didn’task for … every which way theycan, some consultants will tryto get their foot in the door.One client I talked to said he‘bins about 15 letters a day’without looking at them. Andquite right too, because as theclient the driving force for yourchoice of consultant should bethe project, not the marketing.Treat the training project,however large or small, as youwould any other: plan it wellbefore you even consider whomight get the contract. This isparticularly important thesedays when there is so muchchoice available; you mustknow what you want and whyyou want it, first and foremost.

Many consultants I havetalked to – and my ownexperience bears this out – areoften amazed by the lack of clientpreparation. The most commonexperience is to be e-mailed ortelephoned by a (new) clientasking, for example, ‘What doyou do on Team Building?’ For

unscrupulous consultants (orsimply jaded ones who knowfrom bitter experience that evenif they asked for more details theclient would probably still bevague or choose anotherconsultant who doesn’t ask such‘awkward’ questions), this type ofenquiry is a great opportunity tosell what they want to sell ratherthan what the client – that is, theprospective target group orindividual – really needs.

STARTING POINTS

Habit two: Start with the end inmind (Stephen Covey)2

To get the most from yourconsultants – and to make surethe result you get is the one youwant – it’s important to startwith a clear view of what you’retrying to achieve before youinvite any interest. Start withyour end goals, which of coursemeans that you may need toconsult with your internalclient (if there is one) in somedepth. Table 2 suggests someuseful questions for you tothink about.

TIME FOR THE PLANNow that you’ve identified theneed, you’re ready to puttogether your project plan.Always remember Murphy’sThird Law: ‘Everything takeslonger than you think.’ Mostgood consultants – and they arethe ones you’ll want to use –will be busy and will tend tohave diaries booked up threemonths ahead. You’d beworried if they weren’t busy.But this means you’re unlikelyto be able to have the ideatoday and get it servicedtomorrow!

Even the consultants you useregularly will have other clientswhom they won’t be able to letdown at short notice. However,clients have been known topostpone or cancel agreed datesat the last moment, so if it’sreally urgent then it’s alwaysworth asking the question.Ideally, though, you need tohave a clear idea of what’sinvolved and the timescales towhich you’re working.

All successful people have a goal.No one can get anywhere unless heknows where he wants to go andwhat he wants to be or do(Norman Vincent Peale).

THE PROJECTSPECIFICATIONTalk to any consultant and he or she will tell you the same thing: it’s rare to get aproject specification or tender document that’s clear and easy to follow. It really is vital to rememberthat most consultants are micro businesses. For every day they spend putting together a proposal, that’s a day they’re not earning –which may mean the mortgage doesn’t get paid. But of course, by not tenderingthey may not get any newwork.

Tips➜ Don’t be seduced by

glitzy literature orpresentations intothinking you have atraining need; find outfirst.

➜ Always plan properly forevery project, howeversmall, to get the solutionthat’s best for yourbusiness – not the one the consultant wants togive you.

16 Training Journal February 2005

C O N S U L T A N C Y S K I L L S

➨

Any consultant will tell you the same thing: it’s rare to get a projectspecification or tender document that’s clear and easy to follow

Table 1: Advantages and disadvantages ofconsultants

Advantages Disadvantagesof consultants of consultants➜ Frees up time.➜ Provides expertise not

available in-house.➜ May well be seen as having

greater authority with keygroups.

➜ Brings a fresh eye toproblems and challenges.

➜ Brings a breadth ofexperience.

➜ Unaffected by internalpolitics or hierarchies.

➜ Able to question ‘howthings are done here’.

➜ Initially unfamiliar withorganisation norms,culture, politics.

➜ May need internal back-upand resource.

➜ Will have other clients, sowill not always be availableto you.

➜ May have own ‘favourite’solutions, which may notbe appropriate for you.

Table 2: Starting points checklist – questions toconsider

➜ What is the background to thesection(s)/department(s)/team(s)?

➜ What is the background to the issue?➜ What do you want to achieve with this project? What must

happen?➜ Who are your targets for development?➜ Who else is involved and how?➜ What behavioural/other change(s) are you hoping for?➜ What are your expectations?➜ Any constraints? (Time, money, other?)➜ Any past solutions tried? Succeeded? Failed?➜ When must this be done by?➜ What will happen when it is over?

➨

p14-19 Forrest Feb05 19-01-2005 5:12 PM Page 16

18 Training Journal February

C O N S U L T A N C Y S K I L L S

This is the eternal dilemmafor most consultants. Because ofthis catch 22 scenario, manywill reluctantly dismissproposing for a project if theyfeel the tender process is likelyto be unduly time consuming.And they’ll do the same if thespec is too vague. From yourpoint of view as the prospectiveclient, therefore, there’s a fineline to be drawn betweengetting the detail you need andgetting too much or too little.So what should you ask for?And what doesn’t need to beincluded? Table 3 offers yousome ideas.

SHORTLISTING ANDAPPOINTING

I’d rather work with someonewho’s good at their job but doesn’tlike me, than someone who likes mebut is a ninny (Sam Donaldson,US television newscaster).

Once all the proposals are in,you have the task of choosingthe ‘winner’. This may well beobvious or you may be in theenviable position of havingtwo or three likely candidates.In both cases you will certainlywant to meet and ‘interview’all those concerned. This is arelationship that, potentially,might last a long time. Theconsultants you choose willdirectly affect the workinglives of people in yourbusiness; after all, that’s whattraining is all about. It’simportant to feel that thechoice is right for you as thecommissioning client, and foryour organisation as a whole.That doesn’t mean you have tolike the consultants, but youmust have confidence in them.

Invite the shortlisted candidatesto meet you. (Remember thatdiary considerations will apply,so be flexible to accommodatethese.) Do make it clear thatyou want to meet the actualtrainer or trainers, if at allpossible. (This should bepossible for smallish projectsbut probably not for large onesinvolving numbers of trainers.)If the company is usingassociates and has a front‘seller’ who carries out thesesorts of meetings, then ask ifyou can at least speak to the

trainer or trainers on thetelephone. They will be theones fronting, so it’s importantyou’ve had some contact withthem.

Look for those who havedone their homework and cansee and explain how they fitwith your needs andorganisational culture. Avoid

those who want to fit yourneeds to what they can do!Look at the ability of thoseinvolved to strike up arelationship with you; if they’regoing to be working withdelegates, then this will becritical. As Gary Gilligan sographically put it when I talkedto him: ‘Avoid jobbingprostitutes – a bit of romancewould be nice!’

➨

The consultants you choose willdirectly affect the working lives ofpeople in your business; after all,that’s what training is all about

Case study 1: A large project

A large organisation – let’s call it Adroit plc – was going through a major change process. As part of this,Adroit wanted to ensure that all of its 3,000-plus managers were up to speed with the changes and hadpersonal development challenges to implement in their day-to-day practice.

Adroit also wanted all its managers to be ‘done’ within a few weeks of the training starting, in cohorts of100, divided into syndicate groups of ten – in other words: 30 x two-day courses for 100 delegates, witheach course staffed by ten trainers and a lead facilitator. This was a massive undertaking, made morecomplex by the fact that the courses would need to take place in a range of locations from Edinburgh toExeter.

Adroit had its own in-house training department which had provided the initial course objectives andcourse design, but realised the project was too large for it to deliver. Adroit also reckoned that the maindifficulty would be finding suitable trainers in the numbers required. It was very aware of how the trainingmarket worked and decided to invite ten of the largest training companies to tender for the project – withthe expectation that these companies would simply act as recruitment and management agencies fortheir own associates.

Adroit’s tender documents made it clear that the training companies would be responsible forsupplying the trainers but would not be involved in training design. In the end, five companies were giventhe contract by Adroit to supply training associates, to time and to agreed quality. Strict guidelines werelaid down on what was expected from the five, as were agreements on how associates’ performance wouldbe judged and what would happen if one or more was found wanting.

The associates were then trained by Adroit to run the courses.

CommentThis approach shows how Adroit made the best use of the market to obtain a large number of trainers in ashort space of time for one major project. Adroit also made the sensible decision to leave the logistics ofthe operation to each of the contracting companies – that is, ensuring that the associates were at theright place at the right time over the course of the project – which substantially reduced Adroit’s ownneed for administration and meant it could focus on the quality of what was provided.

Case study 2: A public sector organisation

A public sector organisation – we’ll call it DEFT – was introducing a competence-based 360-degreefeedback and performance process for its 350 middle and senior managers, with the aim of creating acommon base of managerial practice.

To help in the adjustment, managers were to be developed around each of the seven competence areasso that they understood what was required of them. The competence areas were ‘bundled’ into four coremodules and consultancies were invited to tender for one or more modules.

The modules were clearly described in terms of the required outcomes, and consultants were asked toprovide a plan showing how their approach linked to each outcome and hence to the competencies.

Interviews followed the proposal process and two one-person consultancies were appointed to supplytwo modules each. The commissioning client then brought these two together through a number ofmeetings to ensure a commonality of design approach and understanding and, thus, an integratedprogramme for the delegates. Both consultancies were local to the area and had extensive public sectorexperience. Both had also worked in different areas of the organisation previously and were thereforeaware of the different managerial practices throughout. In addition, both were able to cover each other’smodules.

CommentBy appointing two local consultants with experience of the sector and of the organisation, DEFT could besure of a quick cultural fit. The medium size of the project made it essential that there was more than oneconsultant involved – to cover for illness, holidays, and so on – but by keeping it to two people DEFT madeit easy to manage and ensure a commonality of approach.

p14-19 Forrest Feb05 19-01-2005 5:12 PM Page 18

February 2005 Training Journal 19

THE INTERVIEW

I worked in an engineering/technical consultancy company.My worst experiences centredround people who had no ideawhat the company did. I askedthem what experience they hadwith a) professional servicescompanies and b) engineeringconsultancies. I was given nameslike Rolls-Royce, Marconi (and soon) as similar companies (CaroleTeacher, client).

This is a selection interview –so treat it as such. Re-visit yourspec and the consultant’s

proposals, and treat this as youwould a person specificationand job application. Designsome key question areas.Highlight the areas in theproposal you want more detailabout. Set any appropriate‘tests’. In short, do more thanjust invite the consultants in togive a presentation aroundtheir proposal. Though youmay be impressed by the all-singing, all-dancingPowerPoint® presentation theyprovide, you’ll learn little that’snew from this approach.Flannel is always just that –flannel.

THE APPOINTMENTRecruiting a consultant anddeveloping a relationship hasparallels with every good lovestory – and, as we all know, oftenthe early dates are critical to therelationship flowering orfaltering. But as I’ve tried toexplain here, the hard work inthis relationship begins beforeyou even approach your date.Getting it right in these earlystages will save you time, energyand a potential divorce later.

The author of this article can becontacted on +44 (0) 161 428 3547 or atclareforrest@structuredlearning.com

Table 3: The project specification

Do provide brief Don’t include … Do ask for the consultant Consider if you information on … to provide … really need …

… contractual details.Other than in broad terms, theseare for discussion if the proposalis accepted.

… unnecessary detail.For example, you organisation’spolicies on equal opportunities,unless these are essential tounderstanding the project.

… their approach to yourproject:■■ why they’ve chosen this

approach■■ what it would achieve, and

how.

… their relevant knowledge,skills, background andexperience.

… details of those who wouldbe involved in project delivery.

… costs.It’s particularly important foryou to ask for these in astandard format so you cancompare like with like. If youdon’t do this you will find amultitude of pricing structure,from per capita to per day to perhour.

… any constraints:■■ time■■ people■■ materials, and so on.

… more than one copy of theproposal.Every copy costs time, moneyand trees. Why not ask forproposals to arrive as e-mails,then you can easily forwardthem to whoever else needs tobe involved in the shortlistingprocess.

… a detailed courseprogramme.At this stage most consultantswill be reluctant to provide thisbecause you’re asking them togive you the design when thisshould form part of the projectproper. Sadly, it’s not unknownfor unscrupulous clients to takea programme and run itthemselves or give it to anotherconsultant.

… face-to-face meetings,at least at this stage. E-mail andteleconferencing will be cheaperand as effective.

… referees,that is, clients for whom they’vedone similar work. Be aware thatthere may be issues ofconfidentiality here and considerthis: is the consultant likely togive you a bad referee?

… your organisation, especially the partthat’s affected by the project:■■ background■■ structure■■ function■■ ethos.If you have a company website that doesall this then simply provide the websiteURL.

… the target(s) for the training project.For example, who they are and what theydo.

… details of the project:■■ background■■ learning needs■■ objectives■■ outcomes■■ what’s not wanted■■ start and end dates.

… the proposal:■■ what’s required (suggest a standard

format, as this will make yourshortlisting much more simple)

■■ when it’s required■■ your criteria for selection.

… what will happen next:■■ any follow-up meetings/presentations

(try to give the consultant the dates forthese so they can diary them inadvance)

■■ when they can expect to hear from you■■ a contact name and number.

Recruiting a consultant and developing a relationship hasparallels with every good love story – often the early datesare critical to the relationship flowering or faltering

AcknowledgementsWith thanks to Gary Gilligan, JoBritton and Carole Teacher forproviding me with their time,thoughts and experiences (goodand bad) of using trainingconsultants.

References1. Chambers 21st CenturyDictionary, visitwww.chambersharrap.co.uk2. Stephen Covey, Seven Habits ofHighly Effective People, Simon &Schuster, 2005.

p14-19 Forrest Feb05 19-01-2005 5:12 PM Page 19