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There is a link between resourcing and engagement methodology - internal consulting groups with formal methodologies are able to hire less experienced, bright people who can utilize and add new thinking to an innovative, risk-taking group. Groups with formal methodologies can address client needs with a less experienced group or individuals that are not otherwise equipped to discern optimal approaches. Groups without formal methodologies must hire experienced, credentialed people who will invariably bring a range of methodologies and toolkits to the group, reflective of their own previous employment and experiences. With a very experienced team of consultants, instituting and maintaining a formal engagement methodology can have unintended negative consequences due to the restrictions it places upon the consultants. When considering methodology team must strike a balance between the need for structure methods and approaches and the desired levels of flexibility and innovation.
Small groups tend to participate in the initial phases of project work and transition implementation to the business units. Larger groups often participate in the end-to-end project lifecycle. These larger groups generally have an administrative staffing or Team Lead position that is responsible for making assignments from a pool of relatively fungible consultants to staff projects. Respondents in general highlight the inter-relatedness of group purpose, internal structure, skill mix, client relationship management, work acquisition, priority, and project management. Successful smaller groups leverage their limited resources by seeking to empower their HR partners and business clients with organizational consulting skills. Although this approach allows them to meet increasing resource demands, out of necessity the groups' connectedness with the business client is lessened, potentially reducing their insight into the clients' issues.
Targeting group involvement on certain stages of the project lifecycle can help manage resource load, as well as increase client ownership of the solutions. When this approach is selected, it is critical that the client relationship is carefully managed to accomplish successful project transition, and that accountability for results is driven through to the project conclusion.
For large groups, there is generally a heavier administrative burden involved in staffing projects. This may partly reflect the additional scoping and requirements definition work required of groups with a broader range of services, which have the ability to design highly customized solutions to clients' problems.
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