As an internal facilitator, HR must take on the role of giving support to consultants at every step of the way, and never letting go of the reins in the process.
A medium-sized organization in the business of manufacturing light engineering goods engaged a leading consultancy firm to revamp its HR processes, including the organization structure, remuneration structure and performance management mechanism. The consultants worked with the organization for a period of six months and made a presentation to share their observations and recommendations. The CEO and the HR Manager held a series of meetings with the top management team to debate over the action plan. Consensus said that people were not ready for any drastic changes in HR systems. The report was shelved. The message – an assignment without a mission. The result – failure of the organization to derive any benefits from the consultant’s expertise
