Consultants

• When interviewing diversity consultants it is important to ask specific questions about their approaches and strategies. Determine how they plan to secure support from organizational leaders, how they assess needs, how they define diversity, how their diversity initiatives would affect human resources and other systems in your organization and what steps they would take to prevent employee resistance and backlash. Know what they plan to do to keep their initiatives cost-effective for your firm (Overmyer Day, 1995).
• "There are many outside agencies which can provide assistance in diversity training. It is usually helpful to consult with these professional agencies. It is strongly recommended to consult with professionals when an organization does not have any skilled trainers. Even though an organization has the knowledge of diversity training, these agencies are the sources of detailed information of which it is lacking" (Lai & Kleiner, 2001).
•  "As an initiative is being considered, a consultant can help leadership understand in which direction it needs to move. A consultant can be objective and provide insight into the value and process of addressing diversity. The consultant also can share the experiences of other companies" (Van Eron, 1996).
• Consultants can also help assemble and work with a diversity advisory team (Van Eron, 1996).
• "Diversity consultants can provide insight into operating assumptions related to diversity, and can identify how specific systems and processes support or sabotage diversity objectives" (Van Eron, 1996).
• "Consultants can facilitate a vision . . . Consultants can work with companies to develop comprehensive long- and short-term strategies and to disseminate information regarding diversity initiatives to various organizational levels" (Van Eron, 1996).
• "Diversity consultants are called in at various points in the cultural change process. Sometimes they are asked to review an organization's predetermined strategy and process and to assist in implementing an ongoing evaluation. They are also used to coordinate specific action steps, such as enhancing recruiting efforts, changing the performance review system, developing a mentoring program, providing diversity awareness and skills training, focusing on employee career development, and implementing diversity incentive programs" (Van Eron, 1996).
• "There are other ways diversity consultants can be supportive, including providing diversity education, mediating conflicts between individuals or groups, teambuilding, and helping a team understand their diversity and how to make it an advantage" (Van Eron, 1996).
• "Organizations may work simultaneously with different consultants who have expertise in various areas. Some companies use a team of consultants in order to get a combination of skills and perspectives; this often includes both internal and external practitioners. When more than one consultant is working with a Company, it is important to have coordination, cooperation, and agreement on strategy and philosophy." (Van Eron, 1996).
• "Finding a good consultant involves the same networking skills that you use to find any other type of professional. It takes time to check out a consultant to see if both the expertise and the chemistry are right. Referrals from colleagues are usually the most common and effective way to begin this process. Also, attending seminars and conferences, reading publications, and talking with potential consultants may yield suitable candidates" (Van Eron, 1996).
• "The diversity consultant you select should view diversity through the same lens your company does. While a consultant may only provide training, he or she should still understand the overall diversity initiative for the organization and its culture" (Van Eron, 1996).
• A diversity consultant should be knowledgeable in the areas of workforce diversity, organizational psychology, human interactions, cultural differences, and cross-cultural communication. A base of business and management experience is also valuable (Van Eron, 1996).
• "The most effective consultants will be those who have addressed their own diversity issues. Ask them to share some of these experiences and the kinds of issues they have resolved" (Van Eron, 1996).
  

Select a diversity consultant who:

• "Has the ability to custom-design processes, procedures, and programs for your organization's unique needs
• Understands that diversity is a process, not a program
• Has strong skills in organization development and training; analysis; facilitation; and contracting, including the ability to define needs and deliverables within timelines
• Can communicate with all employee levels within the organization" (Van Eron, 1996).

"During the initial interviews, take time to explore the process each consultant proposes to use. Interview references to learn how the consultant has worked in other situations. Ask the following questions:

• Does the consultant devote the time and energy that a project requires?
• Is the consultant thorough and committed?
• Does the consultant have integrity and operate with the best interests of the company in mind?
• Is the consultant able to deal effectively with resistance and concerns that arise with a diversity effort" (Van Eron, 1996)?
  

Look for evidence of the following personal characteristics which contribute to a healthy and productive partnership:

• An understanding of the human side of change, including resistance
• An ability to be goal-oriented and to keep focused on the specifics as well as the big picture
• A proven ability to be trustworthy when dealing with issues of confidentiality
• Creativity and strong problem-solving skills
• Values that are compatible with the organization's
• Strong communication skills
• Flexibility
• Sound judgment
• Self-awareness
• Effective teaching skills
• An inquiring mind that challenges assumptions
• Patience for delays and inevitable downtimes inherent in the change process
• High energy level
• Enthusiasm about the work
• Commitment to meet client needs (Van Eron, 1996).
   
• "Assumptions held by the organization and the consultant should be openly discussed throughout the relationship. Expectations need to be defined and agreed upon. The specific responsibilities of both parties should be made explicit. Periodic check-in meetings should be scheduled to discuss progress--what is going well and what changes should be made" (Van Eron, 1996).
• "When the project is complete and the relationship is ended, the client should have learned from the consultant, be able to maintain the changes made, and be able to manage the project independently" (Van Eron, 1996).

A Checklist for Selecting a Diversity Consultant (Van Eron, 1996).

• Develop an interview protocol based on your needs. Use a critical incident interview by asking the consultant how he or she would address problems you anticipate and ask for specific examples from their experience.
• Request and review background information from consultants, including brochures, philosophy, clients, and a list of services.
• Conduct an initial round of phone interviews to narrow down the contenders.
• Interview more than one consultant; many companies interview three to five.
• Ask your choices for proposals.
• Bring in the top choices for second interviews with the people who will be working with the consultant.
• Review their expertise and credentials.
• Review the credentials of those on the consultant's team, if the consultant will not be working alone. Make sure you are interviewing the consultant from the firm who personally will be handling your project and working with you.
• Check references regarding past work, communication style, expertise, successes, problems, and integrity. Ask for a comprehensive list of references and check many of them. This investment is worth the time.