Training programs/in house vs. Use of external consultants

Consulting, in general, offers a variety of projects and interaction with a large range of clients in different industries and/or environments. No two days are the same. No two projects are the same either. Each day, we get to stretch our intellects and creativity. Those case questions in the interview process actually represent the kind of thinking required in our jobs. On the message boards comparing consulting to other industries, stimulation and challenge are the two characteristics that consultants consistently mention. (Megginson: 125)

Internal training offers employers and employees advantages that are not found when you send an employee to an external training program or seminar. Training transfer occurs more naturally and employees cement learning through training other employees. On-the-job training that enhances an employees skills and ensures her readiness for the next promotion, is generally far superior to a public seminar.

Internal training and development leaps the huge barriers that encumber external training. Internal training reflects a solid knowledge of the organization's culture. Internal training uses real life examples, problems and challenges that participants encounter every day at work. Successful internal training identifies the exact skills and knowledge that participants need to succeed in their jobs. It also prepares employees for success in their next job.

Working as external consultants, we meet many employees at each client. However, we do not always remain onsite or work with the clients long enough to establish deep-rooted relationships. Nor do we always get to see a project through to completion or know if the clients implemented our suggestions. Internal consultants, on the other hand, work with the same people for longer periods, even if the projects are short-term in nature. So we also know the outcome of our projects and have greater opportunity to manage the projects' outcomes.

External consultants often have to reach out to their clients to find out how that last project is faring, and many times, we are disappointed to learn the project was never implemented. Maybe funding fell through, or reorganization no longer makes the project necessary, or some other situation arises to obliterate all those hours and ideas we contributed. By this time, there is very little we might be able to do about the client's situation. (Nellmapius: 365)

External consultants constantly bear the pressure to identify and close sales opportunities in order to climb the ranks. Unfairly, clients often view external consultants' genuine concern or interest in their firms as another sales pitch. In contrast, the company generally values an internal consultants' advice more, because we are not perceived as only seeking self-promotion at the client's disadvantage. So when an internal consultant recognizes a consulting opportunity, management generally receives our communication more willingly.

Because consulting firms make money based on number of hours billed, external consultants face a lot of pressure only to bill. This translates into more on-the-job training and less formal training. Unfortunately, regardless of whether you are an internal or external consultant, your clients always expect a degree of ...