The case for consultants


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Setting up a consultancy business? looking to find out what is involved in becoming a consultant? or looking for ways to reduce consultancy costs and more, then please take the time and visit me at - it is well worth making the effort to do so.

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The case for consultants

  1. 1. ==== ====Consultants - This is a great place to find out more: ====There are almost as many opinions about using technical consultants as there are consultants,and there are almost as many consultants as there are possibilities for using them. Virtually everyprofessional discipline has consultants in one form or another. In this day of downsizing, right-sizing, lean manufacturing and lean organizations, there is more and more pressure on employersto do more with less, and more pressure on employees to do more in less time. While there can bemultiple reasons for this situation, the most common one is The Bottom Line. Gone are the dayswhen companies hired people, who stayed for 30 years, working their way up through theorganization and mentoring those that followed, building an internal talent and knowledge pool thatstayed with the company. Today both employees and employers see things differently than before.Technology changes rapidly, and big organizations cant always respond as quickly as they wouldlike to, especially when everyones plate is already overflowing. Plus, employers add and dropemployees as needed to meet overall business objectives, and employees move on quickly to newopportunities. The result is that much of the internal experience base that sustained companiesbefore no longer exits.Enter the consultant. Gone are the days when a consultant was "someone who borrows yourwatch so he can tell you what time it is". Consultants today are mostly experienced industryprofessionals, and are more like true professional hired hands. In many instances, they bring withthem the experience and talents that a company lacks, or has lost. As one example, a consultantcan be brought in on short notice to handle a special project or need (in far less time than trying tohire someone with the skillet you need). They get up to speed quickly, they focus on the project athand, and then they leave when the project is completed. The company gets the results they wantwithout sacrificing existing projects or payroll; there are no benefits to worry about, and little or noimpact to existing work space or routines. As another example, a company may be lacking aparticular talent, say, packaging development, and they do not have the workload or the budget tojustify bringing on a full-time professional to do the job. Or perhaps theres a new product or a newpackage needed quickly, and is one that the existing department people are unfamiliar with. Hiringa consultant, either on an hourly or retained contract basis, could be the ideal solution. You onlyhire the consultant for the job that needs to be done. Its the same concept as leasing a car - youpay for what you use, then part ways when youre done with it. Plus, consultants usually hit adifferent spot in the company books than employees do, so their costs are virtual write-offs, and asstated earlier, the company does not have to provide any perquisites or benefits. The consultant ishappy working for him/herself, and a good one will have his own insurance and equipment.Everyone wins.In addition to the solo specialized consultant, there are also formal and informal consultantalliances, as well as search firms and consulting companies, that have been formed to bringconsultants of varying talents together. (In addition, there are websites where individuals andcompanies on both sides can sign up and post or reply to opportunities. These will be discussed
  2. 2. further in Part 2.) These alliances can be very beneficial, especially for larger companies that planto use consultants on a regular basis. There are consulting groups that focus on one area ofexpertise (architecture, packaging, etc.), and there are others who have a much larger scope andwho maintain a large roster of talented individuals that can be tapped as required for almost anyneed. The disadvantage of this kind of organization is that the fees a company is charged willlikely be much higher than for an individual consultant or small alliance, but the advantage is thattheir larger roster of talent gives the hiring company access to a much wider array of talent.Theres a lot to be said for either approach, but the end result is the same: the company gets theirneeds fulfilled quickly and efficiently.Mr. Erni Lindlar is the President and Founder of E-L-Consulting Associates, LLC, a packagingdevelopment and project management consulting firm. He holds a BachelorÂ’s degree from NewJersey Institute of Technology, and is a packaging development veteran with extensive experiencein consumer product packaging, project management, and product development. Mr. Lindlar hasworked as both a user and supplier of packaging materials and products, and it is this experiencethat he brings to every client challenge. He founded the packaging consulting firm of E-L-Consulting Associates, LLC in 2002, where he and his associates continue to help companiesboth large and small meet their packaging needs. You can request more information at :, and learn more at: http://www.E-L-Consulting.comArticle Source: ====Consultants - This is a great place to find out more: ====