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+++++++++++++++++++++++++ +++ + +++Í HUMAN RESOURCES+ +++++++++++++++++++++++++ SOMETIMES A CONSULTANT Makes the Most Sense By Brigitta Glick, SPHR F have the time or expertise to tackle all the business challenges they face. There are simply not enough hours in the day to pay attention to all the details critical to an organization's success. Today more than ever, healthcare organizations — both large and small — are leaning on consultants to quickly identify or address a particular issue, complete a specific deliverable or achieve a focused outcome. You might consider a consultant for your practice to develop a marketing campaign, provide financial planning, assess and improve billing and collections, develop a referral network, audit your human resources activities, or conduct employee training. The following are just a few of the numerous advantages of using a consultant for these types of projects: + Consultants will often have expertise and specialized knowledge that does not exist within your team and will provide the particular depth required. + Does the consultant provide one-size-fits-all solutions, or will he or she tailor a solution to your unique practice? + When change in an organization is necessary, consultant "outsiders" can often be more effective in convincing employees of that need because they have experience in implementations with other clients. They know how to make change stick. + Decide who will be the consultant's main point of contact, how the consultant will engage with the team and what resources he or she needs in order to be successful. EW COMPANY OWNERS + Consultants are not hindered by internal politics. This enables them to ask the tough questions and cross the unspoken lines in order to get to the heart of the matter. + Consultants, rather than full-time employees, provide workforce flexibility and fixed labor costs because they come in to address a specific issue, and then they get out. It is important to dedicate time and consideration when selecting consultants. + Clearly understand your desired outcome: Do you need a consultant to identify and provide a solution to a problem, or do you need him or her to implement a solution to an issue you have already identified? + Does the consultant listen to you and ask more questions about your practice, rather than merely chronicle his or her own experience? Does the consultant paint a picture that he or she knows it all, or does the consultant honestly tell you the areas in which he or she lacks some expertise? The most effective consultants know their niche and stay in their lane. + Will the consultant fit in with your team? Can you trust him or her? Will you learn from the consultant? After you have selected the best consultant for your current need, it is crucial to establish how you will best utilize that person while managing the engagement to arrive at your optimal outcome. + Clearly establish the scope of the engagement, the expected outcomes and the timeline for completion. + Establish timely checkpoints and benchmarks to assess progress, roadblocks and milestones. + Keep the lines of communication open. Consultants can bring enormous value and expertise to an organization when selected, utilized and managed effectively. The key is determining the value you want to achieve, then finding the right consultant to deliver that value. As you consider using a consultant's services to boost your practice's productivity, learn more about the process by calling Brigitta Glick, SPHR, President of Provenir, at 210-479-3444, or visit www.provenirUSA.com. I MDNEWS.COM I MD NEWS San Antonio | 15