Q: We’re thinking about hiring a consultant. How should we conduct the interview to ensure that we get the consultant that matches our needs the best?
A: The interview process isn't mysterious. Essentially, you'll be conducting your interviews with prospective consultants in the same spirit and format that has successfully served you in the past to fill staff positions.
Nevertheless, there are some crucial differences. Given the broad impact that the consultant can have on your organization, you may want to assemble a more diverse interview team -- including the executive director, senior staff, a board member, and other people whose working relationship with the consultant will have a direct impact on the success of the project.
You should interview at least two prospective consultants -- even if you have already identified a probable candidate for the job. Talking in depth with consultants from different backgrounds who may have different approaches or techniques will help you refine your own understanding of your organizational dilemma, while simultaneously allowing you to compare the candidates' respective merits. During the interviews, make certain that you ask each candidate the same questions so that you can establish a fair standard for comparison.
As with most evaluative tasks, your ability to gauge the consultant's skills will be informed by your own degree of organizational self-knowledge. In the best of all possible worlds, you would be able to define your group's problem, stipulate the background, expertise, and services you're seeking, and characterize the kind of relationship you want to cultivate with the consultant for a prescribed period of time. In reality, you may find that you need to hire a consultant initially to help articulate the problems you face. Indeed, this is inevitably the first step in solving them.
As you interview your candidates, pay attention not only to their answers -- but also their personal manner and professional style.
GOOD LISTENING
Does the consultant pay attention to what you're saying and respond appropriately -- or does he only talk about his own accomplishments?
PRACTICAL DISENGAGEMENT
Does it seem that this candidate will be able to provide the objectivity you need in an outside expert?
BROAD EXPERIENCE
Does your candidate have relevant experience to draw on in helping put your issues in perspective?
INSIDE INFORMATION
Does the consultant grasp your mission and organizational style? Has he bothered to learn anything about your group prior to the interview?
CULTURAL COMPETENCY
Does the consultant exhibit an understanding of the cultures that are present within your organization. Is there an awareness of ethnic traditions, social dynamics and world perspectives that come out of who staff, clients, board members and other stakeholders. In other words, does the consultant understand how WHO is in the organization might impact and influence how the agency functions, what are its challenges (and successes)?
This excerpt is reprinted with permission from the Board Cafe published by CompassPoint Nonprofit Services. CompassPoint Nonprofit Services, 731 Market St., Suite 200, San Francisco, CA 94103; 415.541.9000; info@compasspoint.org; http://www.compasspoint.org
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