The application of a consulting skills model to enhance employee performance.
Written in 2002; 3,070 words; 4 sources; MLA; $ 89.95
Paper Summary:
This paper provides an overview of a consulting project conducted for the purposes of employee performance improvement and discusses the implementation and utilization of the consulting skills model within this project. By utilizing the model provided by P. Block, it presents each of the phases associated with the consulting project with tasks completed during each phase addressed. It also provides background information on the organization involved in the project and concludes with reflections on what was learned by the student in assuming a consultant role during the project.
Outline
Background Information
Phase 1: Contracting
Phase II: Discovery and Dialogue
Phase III: Feedback and the Decision to Act
Phase IV: Engagement and Implementation
Phase V: Extension, Recycle or Termination
Conclusions and Reflections
From the Paper:
"During the initial phone contact between the consultant and the client, information was gathered as to an established date and time for the contracting meeting, the time (i.e., duration) allotted for the meeting, who would be attending, expectations regarding outcomes of the meeting and expectations concerning the potential outcomes of the project. As recommended by Block (1981; 2002), while this information was recognized as essential for planning the contract meeting, it also provided the consultant with the opportunity to begin to emphasize expectations regarding the ?50/50? nature of the client-consultant relationship. Stumpf and Longman (2000) also stressed the importance of such a relationship in what they described as a partnership between the client and the consultant. As this type of relationship was the preferred choice of the consultant, an effort was made to convey the value in establishing a mutually beneficial and shared working relationship with the client."
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