Consultation as a Strategic Competency
5
Sub-competencies
Evaluate design advise change-manage serve
7
Consulting Steps
Entry to evaluation
1
Top Trap
Jumping to solutions without diagnosis
Internal Consulting Methodology
The seven-step consulting process (entry, contracting, data collection, diagnosis, feedback, implementation, evaluation) provides the framework for every strategic HR engagement. Jumping to a solution without diagnosis is the top SCP trap. The SCP builds credibility by demonstrating business acumen, presenting evidence-based recommendations, and delivering measurable outcomes.
Coaching Senior Leaders
The SCP serves as a strategic coach to senior leaders, helping them develop their own people leadership capability. This means asking powerful questions, providing frameworks for decision-making, and sharing relevant data rather than simply telling leaders what to do. The goal is organizational self-sufficiency in people decisions, not perpetual dependency on HR.
practice consultation scenarios
SCP-level SJIs on diagnostic process, stakeholder management, and evidence-based consulting
Practice Consultation QuestionsExam Traps
diagnose before you prescribeDiagnosis before prescription always
The number one SCP trap in consultation scenarios is jumping to a solution before completing the diagnostic phase. When a business leader says "fix engagement," the SCP asks what the data shows, which drivers score lowest, and what the unit has already tried.
Credibility through data not just relationship
Relationship-based influence is necessary but insufficient. The SCP builds credibility through evidence-based recommendations, measurable outcomes from past interventions, and demonstrated business acumen. Data earns the seat at the table.
Coaching not commanding
The SCP coaches senior leaders toward better decisions rather than mandating HR solutions. Internal consulting means helping leaders build their own capability, not creating dependency on HR for every people decision.
Strategic SJI Angle
Business unit leader asks HR to "fix engagement." The SCP asks "What does the data show? Which drivers are lowest? What has the unit tried?" Diagnosis before prescription. The trap answer immediately recommends a team-building event or engagement survey without understanding the underlying problem.
Never Skip Diagnosis
A good doctor asks questions before prescribing. The SCP gathers data before recommending solutions.
Coach, Do Not Command
Build leader capability for people decisions. The goal is organizational self-sufficiency, not HR dependency.
The patient walks in with a complaint. The business leader says "engagement is low" or "we need to fix retention." The SCP establishes the consulting relationship and clarifies the scope of the engagement.
A good doctor does not prescribe medication based on the patient's self-diagnosis. They ask questions, run tests, and examine the patient. The SCP collects data, interviews stakeholders, and analyzes patterns before forming conclusions.
Only after thorough diagnosis does the doctor recommend treatment. The SCP presents findings, recommends evidence-based interventions, and designs implementation plans with measurable success criteria.
The doctor schedules a follow-up to assess whether the treatment worked. The SCP evaluates intervention outcomes, adjusts the approach based on results, and builds organizational learning from the engagement.
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