Consultation and Change Management
5
Sub-competencies
Evaluate design advise change-manage serve
1
Best First Step
Diagnose root cause before recommending
3
Consulting Phases
Assess diagnose implement
Five Sub-competencies
from evaluation through service deliveryInternal Consulting Phases
Jumping to solutions without assessment is a common trap. 'Let me understand the situation first' is almost always better.
1
Assess
Gather information, ask questions, understand the full context of the situation
2
Diagnose
Identify root cause, distinguish symptoms from underlying problems
3
Implement
Recommend evidence-based solutions, execute the plan, measure results
Building a Business Case
Effective consultants translate HR recommendations into business language. Leaders care about revenue, cost savings, risk reduction, and competitive advantage. Frame every proposal in terms they measure.
Problem Statement
Clearly define the business problem using data, not just anecdotes
Proposed Solution
Present the recommendation with supporting evidence and benchmarks
Cost-Benefit Analysis
Quantify the investment required and the expected return
Risk Assessment
Address what happens if the organization does nothing versus acts
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Practice NowExam Traps
Diagnose Root Cause BEFORE Recommending
The exam will present scenarios where a manager comes to HR with a specific request ("fire this person," "change this policy"). The correct first step is almost always to understand the underlying problem, not to execute the request. Ask questions first.
Jumping to Solutions Is the Trap
Many answer choices will offer immediate, actionable solutions. These feel efficient but skip the assessment phase. SHRM rewards HR professionals who slow down, gather data, and diagnose before prescribing. Quick fixes are rarely the best answer.
"Let Me Understand First" Is Usually Best
On SJI questions about consultation, the answer that begins with understanding the situation, gathering facts, and asking clarifying questions is almost always rated highest by SHRM. Action comes after understanding.
Never Skip Assessment
A manager says "fire them." You say "help me understand the situation." That is the SHRM way.
Advise, Do Not Just Execute
HR is a consultant, not an order-taker. Your role is to bring expertise and perspective, not just compliance.
You walk in and say "my head hurts." The bad doctor immediately writes a prescription for painkillers and sends you home. No questions, no examination, no diagnosis. Fast, but potentially dangerous.
You walk in and say "my head hurts." The good doctor asks when it started, where it hurts, what you were doing, whether you have eaten today, and checks your blood pressure. Then they make a recommendation based on evidence.
HR is the good doctor. When a manager brings a problem, your job is to assess first, diagnose second, and prescribe third. Skipping assessment means you might treat the symptom while the real disease spreads.
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