How do you conduct a consulting needs assessment?

Few things that worked for me: 1) Don't assume you understand the client challenge based on few conversations. 2) Differentiate between "Symptoms" and "Causes". 3) Do not become Judgemental at any point of time during conversations. 4) Avoid using leading questions that lead the conversation into a narrow direction. 5) Come out as a "Co-Partner" rather than a "Contract based consultant" . 6) Don't project a "Know All" attitude. 7) Adopting Divergent thinking, generate as many diverse and creative ideas as possible without evaluating or critiquing them at this stage. Using Convergent thinking, focus on evaluating, organizing and selecting the most promising ideas. Goal is to narrow down the options and identify the best course of action.

Most often than not, clients provide symptoms and not the problem. As a consulting company working with SMEs, we hear statements like slow sales growth, declining profits, attrition and so on. It is important to recognise these are mere symptoms but the problems are deeper. It is also tempting to equate two 'similar sounding' symptoms with similar problem. Nothing is more fatal. The symptoms have a context and hence the problem could be very different. It is also important to not be swayed by what the most important member of the client believes is the problem. The key is to approach each client situation ab initio and look afresh. Correct diagnosis is the not just the first vital step but is more than 50% of the consulting assignment.

The important things to know and understand for any consulting strategy are: 1. Promoters/founders/management thought process and the nature i.e. individual characteristics eg. aggressive, calculative, patient, communicative. 2. What are the short-term objectives, long-term objectives and what the promoters/management want to do with the objectives? 3. Technology awareness, willingness to use and scalability scope w.r.t. processes and decision making. 4. Finally the time lines and budgets. These parameters are important to plan the consulting strategy and defining the delivery milestones. Consulting is not a copy/paste job.

Focus on your job! Don’t spend much time listening from too many channels. To clarify the client request, you need: 1. Master your capacity (knowledge, experience, ability, skill) 2. Master your domain (industry, category) 3. Ask the clients about their problems, what they need. 4. Based on your ability, try to collect all the information from clients to analyze. 5. Search for more information from other resources 6. Give the clients the advice and listen more about their feedbacks. 7. Repeat step 3 to find out what is original.

You need to understand the current operating model and associated issues to be able to identify what needs fixing and how it can be fixed

Try to define the problem in consonance with the context the client lives in, not the one you, as consultant, believe s/he ought to be in. Personally, I start with my assessment of the problem statement, ideate solution pathways discuss the same with the team and then engage client to look at the evolving solution. It is usually at this stage we encounter additional complexity layers that help sum up the problem statement

In order to define the problem, you need to first understand the issue at hand. Active listening plays a key role in this - pay close attention to the client's initial description of the problem. Encourage them to expand on their problem statement by asking open-ended questions.

I have always favoured a time honoured approach based on 4 questions which drive initial investigations as the “fresh pair of eyes”: 1. What is the desired outcome, and how is success to be measured? 2. What is the current situation and how did it develop? 3. Who are the key influencers that make things happen and what do they want? 4. What is the preferred approach for achieving the goal, securing alignment, and delivering the change? Sounds simple. It’s not!

Clients hire consultants to fix problems. To start, it's critically important to clarify and define the client's problem or issue. What pain is it causing? How would the client's business (or life) be improved if the problem were resolved? Often consultants start by describing solutions before understanding the client's problem and impact. Getting started can be challenging because clients may have difficulty describing their problems. Consultants need to ask clarifying questions to get to the root issue before proposing solutions.

This is the fun part, especially when systems are not properly integrated to provide data across the board on issues related to HR processes or systems. Relying on outdated process maps, or business teams for operation HR problems, is not efficient. Cost is typically allocated at tool or operations level, so making sure that a good analysis of the service model, HRIS team and ticketing tools for example, is a great way to truly design the picture for the current state and validate the problem

This is important (although, blind focus on quantitative shouldn't discount for the qualitative). there are instances when blind benchmarking exercises led to conformity over innovation. sadly, I see this happen often in the industry. (we don't hire these consulting for that)

Many financial services organisation have no idea what their current operating model actually is. Often by introducing change the organisation learns what it has to deliver If it’s not broke, don’t fix it

Gap assessment in my realm of the world leads to Transformative Solutions and is often part of the end deliverable to the client. Gap assessment isn't a mere checklist; it's an intricate roadmap as a consultant dissect gaps with a keen eye on impact, urgency, and feasibility – a triad that fuels strategy. In my assignments, we embrace the challenge of unraveling root causes, a process akin to unlocking the secrets in a strategic puzzle. The magic emerges in the art of envisioning innovation that could seamlessly bridge these gaps and not just a mere analysis. It's about transforming into a dynamic journey where gaps become stepping stones to success. #ConsultingJourney #NeedsAssessment #TransformativeSolutions #StrategicThinking

I'm not sure one can identify the gaps until the future state is mapped out. We seem to have missed a step here. Once the future state is defined, however, a gap analysis is essential to understanding how a project can be constructed.

Compare the information from the current state assessment with the defined criteria for the desired state. This will reveal the gaps between where the client is now and where they want to be. Not all gaps will be equally important. Analyze the impact of each gap on achieving the desired state and prioritize them based on severity and potential for improvement. This information can then be used to set realistic goals, develop action plans, and ultimately bridge the gap between the current and desired state.

In a recent experience, this was incredibly important. Our client was moving from a legacy platform to a modernized, cloud-based solution, and was experiencing challenges hitting key timelines. They had to decide if they should move forward with the new solution - which long-term was better for their business overall - or abandon this effort and stay with the legacy technology, which had implications on short-term business requirements. This had to be a decision made based on clear factual evidence; what gaps existed, what would it take to fill those gaps (skills, number of team members, time, and dollars), and could those gaps be closed in the timeline required? There is no skipping this step on the road to success.

For this I really like working with a FROM => TO approach. Stating the key behaviours, skills or ways of working as they are today and the shifts the client wants to see. Talking both at a high level but also at a tangible, practical level and bringing it down to behaviours is often really helpful as it will aid in charting the way forward.

In many cases there's often not just one right answer or solution, so outlining different options and working with the client through what is appropriate for them in their context is really important. Also, a consultant will never be able to fix the problem for the client on their own, so it's important to outline what's needed from the client's side, what role leaders will need to play etc. So my plan is also to share what support I'll be giving to leaders to help drive/lead the change. It's about building capability in the organisation to drive sustainable change.

Understanding the problem and defining the expected solution(s) are the most critical. The solution(s) should be defined as hard deliverables (issues, gaps, , recommendations, roadmaps), but don't overlook expected outcomes that may not be as tangible such as team building, mgmt trust, staff empowerment, staff morale. These can be molded into the physique of the assessment process but you need experienced consultants to guide this.

Assuming that a current state has been defined (from a business perspective) and that a future state has been defined (from a business perspective) solutions can be proposed and discussed. Focus on this step is to determine the overall future state and figure out the moving parts of the solution. After much discussion, the solution can be recommended and discussed.

I feel recommending solutions is easy at times. ⭐Getting them accepted from multiple stakeholders who have different individual KRA's is the toughest part

Don´t forget to challenge as well. Far too many implementation teams simply deliver what they have been asked for rather than what the customer really needs. This might be the first time the customer has implemented a new solution like this and it is possible they are not fully aware of best practices or new options. As consultants we should have don´t this a number of times and are able to cross-fertilise with ideas and solutions from other industries and with are experience in other projects which could revolutionise how your customer runs their business. Be a trusted advisor and don´t be afraid to question or challenge what the customer is asking for or to suggest things they may not have considered.

The key to feedback is to obtain it quickly; this ensures that the client and stakeholders feel that their time and opinion are valued. Simplifying this process is key if in person using a short form to capture the feedback anonymously works well or a short survey before they log off the online meeting. Waiting even 48 hours reduces the likelihood the stakeholders will give you feedback. The final step is to report this feedback to the client transparently.

The final step in this process is so often overlooked. In today's fast-paced organizations, it is so easy to get back to work and forget about follow-up and feedback. However, to ensure process improvement for future iterations, this is a vital step. And, when handled properly, feedback and recommendations can act as a springboard of motivation for future participants. It can be very motivating when employees feel that they are actually listened to and their feedback is taken in to consideration in both a positive and constructive manner. And, when budget investments are so important to the organization's bottom line, feedback should be one of the program’s most important investments to ensure capital is spent wisely.

I would argue this is not the final step, when I perform consulting the feedback loop is a test at every stage, This avoids the grand reveal, it enables a feedback loop and early testing of assumptions and solutions right the way through the process.

Last step in process before closing pilot or sprints is to obtain feedback I usually have review calls with business stakeholders and everyone involved in project to get feedback for lessons learned this helps me improve my strategy for project planning

The Power of Client Feedback is hugely underrated in the dynamic realm of consulting. Beyond the analysis, the magic unfolds in obtaining and embracing client feedback. Soliciting opinions, suggestions, and concerns becomes the compass steering your recommendations to excellence. Often during process analysis and vision setting exercises, we receive feedback on the go and scope refinement gets so much better if you act on the feedback quickly. Documenting and reporting the feedback creates a transparent narrative of evolution. In the recent BFSI venture, client feedback was the heartbeat propelling us forward. The insights gleaned sculpted our deliverables, turning recommendations into tailored solutions #ClientFeedback #NeedsAssessment

1. In consulting projects, clear scope definitions are crucial. A scope matrix that includes exclusions for both client and consultant helps set expectations and promote collaboration. It minimizes misunderstandings and establishes accountability. 2. Defining project stages instead of viewing problems allows for proactive planning and control. 3. Continuous client feedback at every stage aids in improvement and enhances alignment with expectations. Conclusion : Comprehensive scope matrices offer clarity, prevent scope creep, and foster successful project delivery. Shifting perspectives from problems to projects enables efficient problem-solving. Emphasizing continuous feedback ensures optimal performance and client satisfaction.

Great points, however I have found hiring 1) personality that fits in the group is one of the most important factors, 2) ensuring onboarding is a informative, valuable, and makes that individual feel at “home,” and 3) empowering their employees with learning/training opportunities to ensure long term growth, success, and positive company culture. Expanding upon: 1- whether a group of extroverts, introverts, a specific school/degree program, how can we diversify to introduce new ideas? 2- yes there are the basics of company history, niche, but are the new employees feeling included and given a cliff notes version of info where they can “hit the ground running” with confidence? 3- embodying a growth mindset while also valuing individuals.

Conducting a consulting needs assessment involves several key steps. Start by thoroughly understanding the client's business, industry, and goals through interviews and document reviews. Identify pain points, challenges, and opportunities. Analyze existing data and processes. Then, define clear objectives and outcomes for the consulting engagement. Involve key stakeholders to gather diverse perspectives. Finally, develop a customized scope of work, detailing the specific services and solutions required. A well-executed needs assessment ensures that the consulting engagement addresses the client's unique needs and sets the foundation for a successful partnership.

In the context of needs assessments, several frameworks are commonly used to guide the process. Here are three notable ones: - Discrepancy Model: This model identifies the gap between the current situation and the desired state or goals. It's straightforward and widely used for its simplicity and effectiveness. - Mager & Pipe's Performance Analysis: This framework focuses on identifying performance issues and determining whether training is the solution. It's a practical approach to pinpointing specific needs. - Morrison, Ross, Kalman, & Kemp's Needs Assessment: This comprehensive framework is used to systematically identify and address training needs within an organization.