Intro to the Top Ten Tips...

Each month, Tim posts his 'Top Ten Tips' for HR practitioners on various subjects. This month's subject is 'Managing Consulting Costs...how to keep hold of the reins and avoid surprises'. A list of subjects for forthcoming months and links to previous subjects can be found at the bottom of this page.

Before you hire any consultant, check the business reasons you're doing so;

Be clear whether the need is simple convenience; lack of internal available expertise; for governance reasons; or just to get an opinion on external letterhead;

Try to ensure there is a client sponsor for the project. If not, make sure there are funds and a compelling HR-related reason for the expense. Draw up a shared project plan, with agreed sanctions, for any missed deadlines;

Shop around for the appropriate resource. Don't pick the consultant with the most enduring relationship with you...you need solid, reliable input, not just a cosy, time-honoured perspective;

Insist on two or three competitive proposals, time permitting. If not practical, ensure your client is comfortable with the consultant's credentials and cost proposals. Let your consultant know there will be periodic reviews for both parties to comment on each others' progress;

Place 3 or 4 'milestones' in the project plan and ask for clear cost estimates to those reference points. That way, it is easier to place all the bids on a similar basis for ease of decision-making;

If the most appropriate consulting bidder is a new resource, insist on references; Check those references carefully. Understand where the consultant did well and poorly;

Be clear who is paying/sharing the costs and how those costs are to be paid e.g. work in progress; multiple billings; 1-x invoice at completion etc;

Look for the 'small print'...how many drafts/rewrites, administrative charges are included? How much is the consultant relying on third-party resources and at what general cost?;

If the work is done well, share that good news with the consultant. If you're disappointed, be factual and say so. Outline and agree on collective measures for improvement.

Timetable 2000/2001 ... Top Ten Tips

Month	Subject
September 2001	Collective Bargaining...now you have the deal, how do you make it work?
August 2001	Managing Consulting Costs...how to keep hold of the reins and avoid surprises
July 2001	Expatriate Career Assignments...how to manage the risk and improve the odds of a 'win/win' for employee and employer
June 2001	Part Two of 'Browsers' Choices'... some tips on how to migrate successfully from 'A' to 'B' in a prudent, yet urgent, manner
May 2001	Part One of 'Browsers' Choices'... a summary of the 'new & old world' of HR business
April 2001	Managing promises and expectations during the "R" word
March 2001	'High Potential' Employees...how to ensure they don't sit out the game, then leave
February 2001	How to write really useful Job Descriptions...connecting the business dots
January 2001	Outsourcing...the 'Catch 22' for HR Managers
December	Spreading scarce bonus/incentive dollars...best bang for the buck
November	Ethical Practices in Performance Appraisal & Related Salary Admin
October	Stock Option Plan Design in private companies heading for an 'IPO'
September	Key Lessons in 'Downsizing'...maintaining business & employee relationships under difficult circumstances
August	Grievance management in unionized and non-unionized workplaces
July	Business Planning in HR...how to flex HR's muscle
June	Settling post-termination disputes; mutual gains
May	360° Feedback...is it right for you?
April	Harassment in the Workplace...practical considerations
March	Interpersonal Conflict in the Workplace