It used to be that companies hired IT consultants based on technical skills; if the consultant had the requisite experience or certifications, a company would bring them on board. But more than ever before, consultants must show they have “soft” skills, such as effective communication and project leadership skills and the ability to quickly fit in with the team and the overall culture of a client company.
Molly Kridel, president of Ambient Consulting, an IT and business consulting firm in Minneapolis, has noted this trend. If an Ambient consultant interviews for, but does not get a job, Kridel goes back to the client and ask why the consultant was turned down. If the client says “Well, he was dull in the interview,” or “He didn’t seem to be excited about the position,” Kridel knows the candidate may need to brush up on a few things.
Ambient has created a program to help consultants develop their interview and people skills. “You’re selling yourself almost every three months in consulting, so if you can’t get the interviewing down, you shouldn’t be a consultant,” Kridel says.
In Ambient’s transition management program, the consultant meets with Kridel, the transition manager, and a sales manager about 60 days before an assignment ends to determine the consultant’s next step. This meeting functions as an internal interview. Kridel says it doesn’t take long to figure out if a consultant’s skills are rusty.
“We’ve really focused on the people that have challenges interviewing. We have coaches here for them,” she says. And, if necessary, she’ll bring in outside interview coaches. Ambient has even formed its own Toastmasters group to help consultants develop presentation skills.
So why is Ambient spending so much time and energy trying to get their consultants to perform well in interviews? Local experts say an interview is the most important tool clients have in determining if a consultant has good people skills, understands the corporate culture, and will be effective in his or her job.
1 | 2 | 3 Next Page »
