Process Consulting Mindset

Before describing in more detail what a process consulting mindset is, it is perhaps fitting to start with a statement of what it is not. The word 'process' has been popularised in management literature in the past decade, and has become mainly associated with business process re-engineering/work process redesign. Re-engineering of HR processes is certainly going to feature as one of the HR transformation work streams. But this is not what we mean by 'process consulting' or the development of a 'process consulting mindset'.

'Process consulting' is a term first coined by Edgar Schein and is about the way we bring about change. A process is a sequence of steps that leads to an outcome. Process consulting is about working with clients step by step through a change process. This involves taking account of new realities/information at each step and adjusting tactics accordingly.

The change tools/frameworks mentioned in the 'System mindset' section can help to shape this process. For example, the change equation is a good tool to use with stakeholders to develop a shared view of 'where we are now' and to identify the next practical steps that will best ensure progress. This means that those involved in the work of HR transformation (both internal and external consultants) must engage purposefully with their critical stakeholders. HR transformation is a collaborative effort, and when there are questions, concerns or resistance these must be properly dealt with rather than swept under the carpet. There is no place for those involved in leading work streams doing change to people.

Looking specifically at HR transformation, the relationship that the HR transformation programme team must establish with its internal clients should have the following goals in mind:

• engage in actions (with individuals or groups) that are most likely to promote successful change;
• establish a collaborative relationship;
• work to solve problems in a way that they stay solved;
• ensure that attention is given to both technical and relationship issues;
• develop internal client commitment;
• think constantly about how you can best deliver value.

To achieve this, it is necessary to work with clients through a change process. The HR transformation programme team brings tools, models, frameworks, and technical know-how to the table. But the ownership must remain with the clients.

How is this Achieved?

First, by bringing our knowledge and expertise to the table in ways that enable our clients to make decisions, rather than presenting them with a fait accompli.

Second, by not remaining bound by the original plan. Regardless of how much time we may have invested in agreeing on the future vision for HR and developing an implementation plan with our key client stakeholders, the reality of change is that the unexpected happens and we need to make adjustments to reflect whatever new reality we now face. Change is not achieved through a business version equivalent of 'painting by numbers'.

Third, by focusing on the next practical step within the context of the overall programme goals (building on the change equation, 'in the light of what we now know, what is our most purposeful next step to get us from where we are now to where we want to be?').

A process consulting mindset also accepts that resistance to change is natural and seeks to surface it and work with it, even if embracing resistance appears to slow down the programme. A process consulting mindset also recognises that there will be multiple interests and that it is necessary to invest in building a strong coalition (but not absolute consensus) around a change vision.

Features of the process consulting mindset that we will refer, and which help us to achieve the above, include the following tools:

• The use of a straw man to engage people in decision-making. This means making a proposal that is robust enough to stand with credibility, but not so robust that it cannot be tested and potentially pulled apart and reconstructed. One of the main benefits of using a straw man is to surface opinion and issues so that areas of agreement are identified and disagreements resolved. We have found that the use of the straw man is a very effective way to accelerate decision-making.
• The use of workshops to engage people in key discussions and decisions. Often preceded by one-to-one meetings, workshops nevertheless have great value (and are time efficient if well structured) in bringing key stakeholders together to work through issues and make decisions. (Although a convenient way of getting time in diaries, one-to-one meetings alone will not lead to purposeful dialogue and collaborative working.)
• Adopting a facilitation role with key stakeholders: working with groups; being able to present information in ways that will engage key stakeholders; surface issues/resistance and areas of agreement; and mobilise to take the next step.

Let us look at an example of a process consulting approach in practice. There are often very different stakeholder perspectives on what HR transformation means. Even within the HR function, there can be considerable distance between people on how technology will be used; the contribution HR professionals should make; which HR activities should be in-house or outsourced; how to develop new skills and capabilities in HR professionals, etc. 

The approaches we will describe show that investing in a process that engages people in conversations about critical questions about HR transformation early on (and throughout) is fruitful, productive and necessary. So a process consulting approach recognises a situation of multiple perspectives and co-creates a process with stakeholders to work through these perspectives. This approach builds checks and balances into the way change is implemented, allowing those leading the transformation to accelerate or slow down in ways that ensure stakeholders remain committed.