《人力资源管理》普华永道_咨询的艺术.ppt

mbaintroductorytrainingtheartofconsulting,october2000,learningobjectives,agreaterunderstandingofhowthefirmwillevaluateyourperformanceandtheimplicationsforwhatyouneedtodoandhowyouneedtodoitagreaterawarenessofwhatyoucanexpectwhenyouarriveonaprojectandanunderstandingofhowyoucancontributenew(orrefreshed)skillsfordatagatheringandinterviewingapreliminarypersonaldevelopmentplanforthenext6-12months,attheendofthissession,youwillwalkawaywithrulesofthumbtohelpyouthriveinthepwcconsultingenvironment.towardthisend,thesessionwillhelpprovide:,agenda,welcomeandintroductionwarm-upactivity:“traitsofaneffectivepwcconsultant”rolesonlythetruthdontbepompousdescribeanyfactorsassociatedwithconfidentialityconfirm/statethenatureoftheconfidentialitytheintervieweecanexpectestablishifacompetitivesituationexistsconfirmthelengthoftheinterviewrespondtoquestionsorconcerns,monitortheprogressoftheinterviewagainstyourschedule-alwaysleaveenoughtimetoproperlyclosetheinterview,planinadvancehowtocloseeachinterview:summarizeanyagreeduponactionsornextstepsobtainnamesofotherkeyindividualstocontactarrangetoobtainanyunfamiliardocumentsreferencedexpressgratitudeschedulefollow-upinterviewifrequired;otherwise,leavethedooropenforareturncall,beforebeginningthenextinterview,completeyournotesandreflectontheimplicationsofwhatyouheard,completethenotesimmediatelywritedowneverythingyoucanrememberhighlightincompleteareasprovidebackgroundtoputtheinterviewinperspectivecreateaheaderwiththedate/timeandparticipantsdescribetheparticipantstitles,responsibilities,historieswiththecompany,attitudeduringinterviewreflectontherelevanceofwhatwassaideditthenotes,highlightingcriticalresponsesandinformationthinkaboutwhatelseyouneedtoknow,guide,notes,data,analysis,summary,5.analyzeandsummarize,createaninitialanalysisandsummaryoftheinterviewsandaccompanyingdata,developpreliminaryconclusions-ask“sowhat”asyouwriteeachconclusion,tieconclusionstoinitialhypothesesusetheissueanalysisplanandinterviewguideasstartingpointslookbeyondthefactsask“why?”and“sowhat?”linksupportingdatatotheconclusionsidentifypotentialproblemswithregardtofeasibilityofrecommendationsconfidentialityimplementationconcernsqualifyopinionsasappropriate,e.g.,duetoinsufficientoruncertaindata,providealistofnextstepsaspartofthesummary,otherinterviewstobescheduledotheranalysestobeperformedotherdatasourcestobereviewedotherissuestobeexplored,possiblenextsteps:,potentialpit-falls,planningandexecutingasolidinterviewingprogramcanbedifficult,talkingtothewrongpeoplemissingkeyissuesbreachingconfidentialitynevergettingtospecificsmishandlingsensitiveclienttopicsaskingquestionsthathavealreadybeenansweredsettingfalseexpectationsfailingtobringinsightsbacktotheteam,interviewtips,practicemakesperfect,preparationandpracticearekey,listencarefullyprobefordetailsusetheinterviewguideasatool-beflexiblebalance“coveringyourprioritiessoyougetwhatyoucamefor”with“remainingflexiblesoyoucanpickupunplannedgems”getquotesandanecdotestodocumentqualitativeissuestakeaccurate,completenotes-templateshelp;havingasecondpersontakenotesalsohelpsreturntoearlierquestionsattheendoftheinterviewtoclarify,fillingaps,and/orverifyresponsesrespectyourtimecommitments(e.g.,arriveontime,leaveontime)learnhowtorecognizeandrespondtointervieweesdisposition,break,personaldevelopmentplanning,personaldevelopmentplanningpyramid,addyour2-yearpersonalgoals,addyour1-yearpersonalgoals,addyoursub-goalsforthisyearthatwillsupportyourlong-termgoals,2-yeargoals,1-yeargoals,peoplesub-goals,firmsub-goals,clientsub-goals,personaldevelopmentplanningpyramid-sample,2-yeargoals,1-yeargoals,sub-goals,besoughtoutasastrategysmeanindustrysme,contributetoathoughtleadershipwhitepaper,obtaina“1”performanceratingforclientresultsorientandassimilatenewprojectteammembers,participateinthoughtleadershipactivities,participatein5-7recruitingevents,personaldevelopmentplanningpyramid-template,addyour2-yearpersonalgoals,addyour1-yearpersonalgoals,addyoursu