But how do we achieve this goal? Is there a general approach for everybody? One solution fits all?
I don’t think so. A framework may help, but details will differ for each individual.
Step 1: Make the consultant happy, get to know him and gain trust.
It’s important to get to know the consultant as good as possible. Personal contact is essential to achieve this. That’s why frequent visits on location are organised to have face to face conversations. The frequency will be defined depending the needs of the consultant. The default is every 5 months, but it will increase when needed. It gives him the (minimum) attention he deserves, the feeling he’s not forgotten, but also the possibility to discuss things he wouldn’t by phone. At the end of the talk, you collect a ton of information: how does he feel about his role, the organisation, is he stressed, can he handle the workload or is he giving (visual) signals which could lead to a burn-out, does the project meet his expectations, is traffic an issue, ….
Not only we try to find out about how he’s coping at his job, but it’s also important to gain trust. The consultant must be aware that when he has an issue, question or any need for help, he has a contact to rely on: the field manager. Again, personal contact will help to achieve this.
Step 2: Keep the consultant happy: support him in his needs.
Every employee of Talent-IT is informed about the possibility to follow courses so he can keep up with the newest trends, upgrade his certifications or learn new technologies based upon his interests. For some this is very important, others care less. Some need a little push to get forward, others dislike being told what to do. That’s why everybody is free and not obliged to follow courses. Again, knowing the consultant is essential.
“Keep the consultant happy: support him in his needs.”