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©«Анкор СВ», 2006
©«Алла Коняєва і Партнери», 2008

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Top100 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Консалтинг у сфері кадрового менеджменту
 
 

Сервіси з організаційного консультування надаються Компанією "Анкор СВ"  з  1999 року.

З 2008 року проекти виконуються спеціалізованою компанією "Алла Коняєва і партнери".  

Такі проекти доцільно виконувати у 5 етапів:

1. Підготовчий етап - розв'язує завдання попередньої діагностики проблеми організації.

Методи:

  • аналіз внутрішньої документації, що стосується  організаційної структури, кадрової політики, корпоративної культури  і технологій роботи з персоналом;
  • включене спостереження за діяльністю організації загалом та окремих її підрозділів;
  • діагностичні бесіди з ключовими співробітниками організації-клієнта;
  • анкетування, інтерв'ювання  співробітників організації тощо.

Підсумок етапу - розробляється проект консультативного завдання, окреслюються цілі і потрібні для їх досягнення ресурси, технічні заходи, графік виконання, передбачувані вигоди реалізації консультаційного завдання.

Консультативне завдання надається Замовникові для узгодження деталей та  затвердження. В результаті досягнення згоди укладається Договір на консультативні послуги.

2. Діагностичний етап виявляє істотні складові проблемної зони  в організації.

Підсумок етапу -  визначення витоків проблеми. Ґрунтується на ретельному зборі та аналізі фактів. Потребує чіткого аналізу механізмів, що потребують змін: технологічного, організаційного, інформаційного, психологічного або комплексного гатунку.

Середня тривалість діагностичного етапу залежить від розміру організації.

За підсумками етапу надається звіт, що містить опис проблеми і ситуації, в якій доведеться її розв'язувати, і пропозиції  конретних дій, що призведуть до змін в організації.

3. Етап планування дій має на меті проектування шляхів  оптимального розв'язання проблеми організації.

Підсумок етапу -  аналіз та оцінка можливостей альтернативних рішень, способів їх досягнення. Розробляються варіанти форм і міри співучасті консультантів на етапі впровадження (наприклад, моніторинг, проведення навчальних семінарів для співробітників, які безпосередньо здійснюватимуть впровадження, індивідуальна робота з ключовими фігурами тощо).

Клієнт отримує варіанти моделей, способів  і шляхів впровадження змін.

4. Етап впровадження змін, які ведуть до реальних поліпшень в організації.

Підсумок етапу - досягається головна мета консультаційного проекту - впровадження в життя запропонованих поліпшень з явними позитивними результатами. Це можливо виключно в тісній партнерській співпраці з Клієнтом на всіх попередніх етапах.

Тривалість етапу безпосередньо залежить від обраного клієнтом шляху реалізації змін.

5. Етап завершення консультування.

Клієнт і провайдер консультативного проекту розв'язують наступні завдання:

  • Оцінки кількості та якості ресурсів, використаних обома сторонами для виконання завдання (з боку консультантів це може бути, наприклад, забезпечення участі необхідної кількості компетентних професіоналів; з боку клієнта - забезпечення необхідних людських ресурсів).
  • Виявлення нових здібностей, надбаних організацією-клієнтом. Наприклад, здатність адекватної діагностики і вибору алгоритму розв'язання проблем.
  • Виявлення надбаних  систем управління  і форм поведінки. Наприклад, навичок організації внутрішнього навчання персоналу, впровадження нових підходів і методів при наборі персоналу, чіткому розподілі обов'язків і відповідальності, введенні нових систем контролю діяльності співробітників або розширенні способів мотивування персоналу.

Комплектування штату для виконання консультативного Договору.

Цими проектами керує Алла Коняєва. Після проведення переговорів  за результатами Підготовчого етапу і визначення центрального завдання проекту формується бюджет, комплектується штат фахівців, які подаються на затвердження Клієнтові.

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