We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byHaley Atkinson
Modified over 3 years ago
Restructuring Associates Inc. ©2008 The Consultants Are Coming! Thomas J. Schneider, D. Phil., J.D. Restructuring Associates Inc th St. NW, Suite 830 Washington, D.C August, 2008 IBEW Utility Conference
Restructuring Associates Inc. ©2008 Full Disclosure I am a consultant Have been for over 25 years Have a small firm, Restructuring Associates Inc.; under 15 in the USA and about 10 in Australia: Schneider (Australia) Consulting Ltd. Pty. Only work in unionized firms Have worked directly for several unions
Restructuring Associates Inc. ©2008 The Consulting Business Up to $150 billion industry Huge firms: thousands of consultants worldwide; billions of dollars/year in revenue Small firms/Boutiques: 5 or 10 to a few hundred consultants; millions in revenue; a few offices One person shops All sizes in between Consult for every form of organization: for profit, not for profit, government, schools, churches, unions
Restructuring Associates Inc. ©2008 The Consulting Business (cont) Consult on everything: marketing, sales, strategy, engineering, safety, finances, fundraising, operations, productivity, compensation, process improvement, employee benefits, information technology (IT), new equipment & technologies, communications, crisis management, industrial relations, HR, union avoidance, risk management Biggest $ percentage is IT related consulting Major business is outsource supply: work is outsourced to the consulting firm
Restructuring Associates Inc. ©2008 The Major Firms AccentureMcKinsey NavigantBain HewittA.T. Kearney Booz AllenArthur D. Little BearingPointCapGemini DelotteKPMG HayBoston Consulting Group Towers PerrinDDI
Restructuring Associates Inc. ©2008 Why Consultants? Experts: Special knowledge and skills Facilitators: Expertise at managing groups & dealing with conflict Outsiders/independents: Need third party view because of political sensitivity Temporary labor: Not enough people inside/short term need/cheaper
Restructuring Associates Inc. ©2008 Basic Consulting Model 1. Collect & assess data: lots of interviews & data 2. Compare with industry and other organizations (benchmarks): selective cases to prove point 3. Develop recommendations/solutions based on some proprietary model of analysis & previous experience: slick report & slide show lots of data 4. Develop implementation plan: Directing, overseeing/monitoring, or helping implement 5. Set up ongoing assessment measures
Restructuring Associates Inc. ©2008 Reality Gap The words do not match the actions. The gap between what they market and sell, and what they do and deliver is substantial. By defining their deliverables carefully they do what they say they will do, but it frequently is not what the organization wants or needs. Results are usually disappointing and usually do not endure.
Restructuring Associates Inc. ©2008 Reality Gap #1 They dont really want input from employees: they talk about importance of engaging employees, but they have their methods, their analyses, their templates, their models, their conclusions and are only open to ideas around the edges, not around their core standard conclusions, such as outsourcing, centralization, standardization, technology based solutions, and headcount reduction.
Restructuring Associates Inc. ©2008 Reality Gap #2 They make their money by doing the work themselves: they talk about engaging the organization and employees, and internalizing capabilities, but the more work they do the more they can bill. (They also can control the process and outcomes better if they do the worksee gap #1)
Restructuring Associates Inc. ©2008 Reality Gap #3 The more they use templates, products and work product, the more profitable they are: They say every client is unique and all their work is customized to the specific organization, but they work off well developed platforms, processes and conclusions, and only make adjustments around the edges or in labeling
Restructuring Associates Inc. ©2008 Reality Gap #4 They are terrible at implementation: their processes are inconsistent with effective implementation strategies. Effective implementation requires ownership by those who do the work, which requires involvement and design by the doers. Also they have no experience at the doer level so they do not understand or value the challenges at the level of execution
Restructuring Associates Inc. ©2008 Reality Gap #5 They do not understand or connect with the people who do the work: they are mostly elite university business and law school grads who have not worked at the bottom of organizations, and do not understand or connect with people who do. They do not know how to communicate with, do not respect the knowledge and expertise of, and do not understand the needs of workers and first line supervisors
Restructuring Associates Inc. ©2008 Reality Gap #6 They are clueless about unions and view them very negatively: few consultants have any meaningful experience with unions, and usually only in management positions (not in IR). They do not understand how unions work, and they hold the view that unions are part of the problem rather than part of the solution
Restructuring Associates Inc. ©2008 What to Do When Consultants Arrive 1. Meet with management and ask them to explain in as much detail as possible why consultants are being hired, the objectives for the project, who in management is sponsoring the project, who is running it, and the details of what is being proposed. Get details not generalities. 2. Ask management its openness to union engagement in the effort (and any limits on that engagement) and its openness to union suggestions of other consulting firms to help.
Restructuring Associates Inc. ©2008 What to do (cont.) 3. Make clear that union engagement requires: Full openness & transparency Full engagement in all steps in process Union representation in all relevant meetings including in overseeing the project Clarity around decision-making authority & processes & dispute resolution procedures
Restructuring Associates Inc. ©2008 What to do: Union Requirements (cont) Commitment to no predetermined outcomes but rather an honest, objective data driven process, and fair group process (third party neutral facilitation highly desirable) Meaningful numbers of bargaining unit participants Backfill & coverage for employees off their normal jobs Employees who are involved receive upfront training about project, basic business, problem solving, group process, and conflict resolution
Restructuring Associates Inc. ©2008 What to Do: Union Requirements (cont) Entire process documented and minutes, notes, & conclusions reviewed by union & jointly approved before passed on; disagreements fully noted Jointly agreed upon communications for membership about details of project & updates Upon full explanation and understanding, union commitment to the performance objectives Willingness to sign acceptable confidentiality agreement (get legal counsel to review it) Put on the table the idea of sharing in the benefits
Restructuring Associates Inc. ©2008 What to do (cont.) 4. Go on the internet and visit the web site of the consulting firm 5. Go on the internet and Google the consulting firm, research other clients, and experiences with other unions 6. Contact the International and other locals to check their knowledge of and experience with the consulting firm, & ideas for other consultants (if better alternative, recommend to management)
Restructuring Associates Inc. ©2008 What to do (cont.) 7. After you have learned about the consultants meet with them and cross-examine them about: the process (in detail) the role of the union and your members and how they will deal with disagreements documentation of the project; transparency any ideas they have coming into the project about conclusions and recommendations the consultants who will be working on project
Restructuring Associates Inc. ©2008 What to do (cont.) 8. Begin extensive communications with members about all details possible (meetings, s, leaflets, one-on-ones) and the union position, then keep communicating. 9. Push management to teach you as much about the business as possible. 10. Actively stay on top of the project; engage in the oversight team; actively monitor the project work teams and their progress. 11. Make certain your members are listened to and treated fairly. Ask questions!
Restructuring Associates Inc. ©2008 Be Prepared United you stand, divided you fall Communicate well, in many different ways, and often Get informed and learn about the business Be open minded to change and doing things differently if the data and analyses show it Demand training with hard commitments for soft and hard skills Push for and be actively engaged
Restructuring Associates Inc. ©2008 Success A successful business is in your unions and your members self interest-- but only if it respects you and your members. Engagement is in your unions and your members self interest-- but only if it operates with integrity, openness and is fact based.
Restructuring Associates Inc. ©2008 Consultants Neither inherently good or bad. Some are very good, and others are very bad; research and make your own judgment. Do not work with the bad. In all cases push to influence the process and the results, have a seat at the table, and ensure the process has integrity. If not unite, offer an alternative, stand strong and fight back.
What does it take!?. As you know, the employment market has changed dramatically in the past few years. We came a long way form the times where all that.
Chapter 12 Managing the Team. Objectives Developing a strong corporate culture. Finding and hiring the best people. Dealing with firing an employee. Dealing.
Procurement Cost Reduction Client Cost Assessment.
Turning Ideas Into Businesses George Johnson Extranet for Security Professionals Secure Extranet Portal Services.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Australian Human Resources Management by Jeremy Seward and Tim Dein Slides prepared by Michelle.
Business Breakthroughs Robert Osborne Business Breakthroughs Inc.
© Boardworks Ltd of 26 Icons key: For more detailed instructions, see the Getting Started presentation Teacher’s notes included in the Notes PageFlash.
Copyright 2012 John Wiley & Sons, Inc. Chapter 5 The Project in the Organizational Structure.
Chapter 5 Decision Makers and Decision Making. Who are the Decision Makers in Business? McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights.
0 April 24, 2006 DELIVERABLE APPENDIX Program Management Office (PMO) This document is confidential and is intended solely for the use and information.
Capabilities Presentation Please select the button above that best describes your interest to learn more about how Formare Technica, Ltd. can help you.
Managing Human Resources, 12e, by Bohlander/Snell/Sherman © 2001 South-Western/Thomson Learning Managing Human Resources Managing Human Resources.
Recent Trends in Legal Services New Business Competitions Slide 1 Home Productivity Curve Client Trends Firm Trends 50 Tips Recent Trends in Legal Services.
Corporate Governance Chapter 2. Learning Objectives Describe the role and responsibilities of the board of directors in corporate governance Understand.
Management, Supervision, and Decision Making Chapter 2.
Strictly private & confidential DESIGNING, BUILDING AND SUPPORTING YOUR RETIREMENT PROGRAM Respectfully Submitted by LWBJ Financial & LWBJ Global Consulting.
In Ned law are a company that provides strategic consulting and management, composed of a team of high academic and social esteem, focused on optimization,
STRATEGIC HR CHOICES. STRATEGIC HR CHOICES: COMPENSATION Internal vs. external equity Fixed vs. variable pay Performance vs. membership Job vs.
How to do Successful Project Management in a Competitive Industry J. Mauricio Najarro Technical Director IT Sponsored & Infrastructure PMO SBC Services.
Copyright 2002 Prentice-Hall, Inc. Modern Systems Analysis and Design Third Edition Jeffrey A. Hoffer Joey F. George Joseph S. Valacich Chapter 6 Initiating.
Benefits of Construction Management. THINK PLAN ORGANIZE EXECUTE 2 Randy Jenkins PMP LEADERSHIP FOR PROJECT & PROGRAM SUCCESS.
Leadership Overview Junior Leader Training Troop 1600 – Jordan UCC.
Prepare for Change Ideas for Today and Tomorrow. Change is inevitable: Internal Factors Aging infrastructures Aging workforce Projects vs. programs New.
Introduction to Business © Thomson South-Western ChapterChapter Management and Leadership Management Leadership Ethical Management.
Trade Management Module 8. Main Topics: Negotiation Process.
Prepared by, The KCALA Business Partner Committee KCALA PRESENTS… TOP 10 REASONS TO BE A BUSINESS PARTNER Top 10 Reasons to be a Business Partner.
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 5-1 Chapter 5 Participative Leadership, Delegation, and Empowerment.
SPA Control A systematic process to manage the SPA process JIGSAW SYSTEMS INC.
Account Planning The purpose of these slides is to describe the Account Planning Process, the methodology, and the workload involved in running an account.
The AMA Code of Ethics Could Egyptian Marketing Professionals Agree on a List of Rules, Perhaps Similar to This? The IMI Journal. Members of the AMA are.
Celia Delgado Biztant, LLC Founder Hiring and Engaging a Virtual Assistant.
Leadership for Project and Program Success How professional Construction Management saves time, saves money and delivers quality projects.
RSL Consulting Building partnerships, to protect and supply security advice and support to commerce and industry!
Project Stakeholder Management PMI (2013), Schwalbe (2013)
Building Team Facilitation Skills Presented by: Mary Jo Meyers M.S.
Quality Assurance. Define Quality (product & service) Exceeds the requirements of the customer. General excellence of standard or level. A product which.
Crisis Management. How to avoid a crisis Stay on top of everything within your company Listen to everything and always think how situations can turn.
Working with the Customer!!. Landscaping starts with a Sale Landscaping is a called a service industry. Where the landscape company provides the client.
Faculty Diversity Benchmarking Analysis- Southern Illinois University Brianna Addis Brian Skaggs Rachel Scheuneman Shanique Brown.
Mgt 4310 Teamwork. Teams? What if we: Select Train Compensate Promote Fire All at the team level?
Business Consulting Services Agenda Discussion: Management Reports Discussion: Project Reports Discussion: Engagement Proposal Upcoming Events Review Project.
MGT 430 – 2015 Class 18 - Chapter 14 Collective Bargaining.
Learning the lessons 2012 and 2014 procurements of audit services.
Project L.O.F.T. Report May 2007 through October 2007 Creating a design to meet stakeholder desires and dissolve our current set of interacting problems.
Consulting Guidelines Dr. Robert Lahm (With Thanks to Dr. Louis Buck for his Valuable Contributions)
1 Delivering Performance Feedback Larry Olmstead / August 15, 2008.
SRA Enabling Programme SRA Board Meeting – Public Session Carey Street, London 26 th February 2009.
/0903 © 2003 Business & Legal Reports, Inc. BLR’s Human Resources Training Presentations Coaching Techniques.
1 Strategic Visioning Process Pleasant Valley District #62.
© 2017 SlidePlayer.com Inc. All rights reserved.