Consultation in the sphere of human resource management

Consulting activity - not a whim and not luxury, and the help in the solution of problems, an opportunity to be realistic about the capacity of the organization and to make necessary changes to it. Allocate the following stages of consulting process:

The first stage - organizational diagnostics which defines the main problem of the enterprise. How organizational diagnostics is carried out?

First, the decisions which were accepted at the level of the first person to a particular interval of time are considered. It gives a picture of distribution of the operating influences. Many heads often badly represent how they and their office activity look from outside as people around, including subordinates treat them.

Secondly, the diagnostic interview, i.e. the special procedure of an interview with employees of the organization for identification of the problems concerning them is conducted.

These two procedures (the analysis of decisions and diagnostic interview) are necessary in order that organizational diagnostics yielded positive results. The opinion of the consultant, as a rule, considerably differs from initial ideas of the people working in the organization of their own problems.

After diagnostics it is necessary to show to the head what the problem in practice, what structure of the problem field, an intercommunication of various problems consists in.

The second stage of consulting process - development of drafts of solutions of the problems revealed as a result of organizational diagnostics.

The third stage - implementation of decisions. This stage is very important as one of typical characteristics of the organizations - chronic not feasibility of the majority even of very good decisions.

As for consultants for management, they can be divided into two polar types:

-the expert consultant - actually is an expert in one or several fields of management (for example, personnel, marketing, strategy, etc.), self-contained develop and transfers the stipulated formalized (documentary) result. The basic that is received by the customer - definite answer of the expert on the question posed.

-the process consultant - is an expert in the field of the organization of the works solving the client's problem with use of the available internal opportunities. The main result (as a rule, badly formalizable) - process of finding solutions, collateral with the consultant, of the put problems and fixing of skills of selfcontained work of the client further. The main result (as a rule, badly formalizable) - process of finding solutions, collateral with the consultant, of the put problems and fixing of skills of self-contained work of the client further. The main skill of the process consultant consists in ability to correctly ask questions and not to philosophize.

However in practice the mixed types of consultants for management meet generally. [3]

Now the consulting activity widespread in many countries of the world begins to develop also in Russia. However to still domestic heads consultants for finance, marketing, legal questions, than for management and organizational development are better known. It is one of signs of backwardness of market economy.

Today willingly many non-profitable organizations use services of consultants for management. The head usually quickly agrees that decrease in costs, and sometimes and the prices will give it profit markup directly or through increase in a total turnover. With technique and technology it is slightly more difficult: to attract additional labor sometimes is cheaper, new machines should be mastered etc. Innovations in assortment are followed by risk and too many preliminary and subsequent changes are demanded by such reorientation.

When business reaches perfecting of management, it is difficult for head to agree that self-contained he solves the problems worse, than with participation "someone foreign".

Besides, change of management usually means change in behavior, views and methods of work personally of the head. And it is, perhaps, the most conservative part of all orgsistema, especially if to consider a respectable age of many directors and survivability of traditions of supercentralization and authoritativeness. Only in recent years there is a respect for such concepts as the administrative profit, motivation of personnel, strategic management.

At the same time, as a rule, clients don't foreknow real advantage of such cooperation. It is necessary to realize that the consultant is not the teacher, but the trainer. The teacher knows more pupil and is his conductor to the world of knowledge. The trainer - another matter. He only helps the athlete to learn to use own skills and opportunities in the best way. Of course, the consultant can't solve all his problems for the client or teach him to do business because nobody knows the enterprise better, than the owner or the head. The task of the consultant is only in helping the client with the choice and introduction of the correct decisions increasing effectiveness of business and allowing to fix the available problems in management which are in the majority even of the most successful Russian companies. Consultants have to offer customers the services, and they will already decide how to dispose of these opportunities. [1]

By the end of 2005 the IT sector share in the general structure of the consulting market increased by 8% and reached a point of 54%. The body height of the sector of consulting services in development and system integration which was still considered as the most dynamic significantly slowed down in 2006. Revenue of the consultants specializing in this direction increased by only 20.5% (against 127% and 110% in 2005 and 2004 according to). As a result the share of this sector was reduced by three percentage points. And here administrative consulting in the field of IT, on the contrary, spun up. In a year its increase made 61% against 46% the previous year. Considerably also the share of this sector from 22% increased up to 27% . Growth rates of the IT consultants heading the list of the largest decreased. There are no 70%, 90%, 130% and especially 300% of an increase of their revenue in a year any more. Everything keeps in a framework, habitual for traditional consultants, from 20% to 60% now. As a result growth rates of IT sector for the last year considerably decreased from 85% to 37%. And its share in the general structure of the market increased by only two percentage points and made 56%.

"Экономика и социум" №12(55) 2018