Is it possible for an HR professional to really function as an internal consultant?

A Human Resources manager is rightfully expected to function as an internal consultant or sometimes referred to as a "Trusted Advisor." This role entails establishing an intimate connection that fosters positive relationships with managers within the organization. However, inherent complexity exists in the role of an internal consultant - they are expected to "understand people", provide pertinent insights and must maintain discretion. At the same time, they are accountable to the organization's management for all involved matters.

There's an even more radical claim that internal consulting is not possible because the question always lingers in the air - to whom are you loyal or trusted - to the employee, their manager, the executives team? Managers often carry an agenda and attempt to wield organizational influence through HR personnel. 

From my experience, internal consulting, when done correctly, allows for a deep connection with people and the opportunity to impact organizational culture and change management. It's also an excellent opportunity for professional growth and fulfillment. If you come prepared - with strong consulting skills and aligned expectations with the consultee - internal consulting is one of HR's most powerful tools. We work with individuals who experience high levels of stress, competition, and demands. They need that assistance.

Are informal meetings also considered internal consulting?

Most of the daily interaction between HR professionals and employees or managers is not structured and based on opportunity windows. I believe that in every interaction with an individual within the company, there is potential for a consulting experience. Of course, there is a significant difference in the depth between an informal meeting and a continuous process that involves aligning expectations and a series of scheduled meetings. Nevertheless, most of the consulting principles and success factors can also be applied in individual meetings or short consulting processes.

What sets apart an internal consultant, and what are the key factors for a successful internal consulting process?

An internal consultant benefits from a deep familiarity with the business context, an understanding of the organizational structure, core workflow processes, and organizational politics. All of these, along with the historical perspective of key people within the organization and its cultural evolution, provide an excellent foundation for effective coaching. A key advantage for the internal consultant is the ability to observe the consultee "outside the room" in meetings that offer a rich perspective regarding the consultee's behavioral patterns. On the other hand, a central challenge lies in maintaining "objectivity" - the consultant must adopt a balanced stance that is not influenced by their own interests or the interests of others within the organization. Only through this approach can the consultant be a true  partner in analyzing diverse events and situations.

For instance, I worked alongside an HRBP who supported a software development organization. She was well-connected with employees across various teams, managers, and employees. When advising team managers, she had a comprehensive organizational context, understanding customer requirements and the pressure they create, and "saw with her own eyes" the conflict with the product team. However, her close relationship with the engineering managers sometimes made it challenging for her to maintain an objective position. She was occasionally inclined to "over-identification" with the R&D group, which hindered her ability to present a complete picture of the pros and cons of their choices to the managers. This HRBP was particularly wise; she quickly recognized her bias and displayed excellent adjustment in her consulting approach.

How do you create a Safe Zone?

It's crucial to establish an environment where people feel comfortable "opening up" and create a secure atmosphere where the consultee knows that the consultant always has their best interests in mind. Discretion is obviously critical in the consulting process - the manager must feel confident and secure that what is discussed within the consulting context remains there. The challenge is significant as the consultant, being themselves an employee within the organization, often holds a stance and significant relationships with other managers in the organization. The key lies in transparency - if there is information that should rightfully be shared with stakeholders in the organization, it's preferable to work towards involving the consultee. Nonetheless, sharing information without the consultee's knowledge must be avoided, as such a move would erode trust and the consulting relationship.

The consultant should identify the personal patterns of the manager’s behaviors, those that aid their success and those that limit their effectiveness. Each one of us has blind spots, mostly when it comes to ourselves. The consultant's role is to assist the manager in shedding light on these blind spots that might hinder their ability to perform at their best.

The consulting process is based on two main dimensions

1. Dilemma Resolution - Faced with managerial or organizational structure issues, needing to define goals or establish communication processes, the consultant contributes by drawing on their experience, sometimes utilizing practical models or tools, and occasionally offering a unique and broad perspective. An internal consultant can also assist in areas such as partnership mapping, employee motivation, or driving change. The opportunity you provide for the manager to engage in quiet and focused thinking is invaluable.

1. Emotional address - Business leaders often experience heavy pressures and necessity to make decisions within complex relationships involving superiors, subordinates, and colleagues. The internal consultant can provide reinforcement when needed, incorporating strategies for coping with difficulties or unbearable emotions. Frequent reflection, enhanced awareness of specific behaviors and their psychological sources can lead to relief over time. Learning from both success and potential failure, for many individuals, occurs only within a safe and supportive environment, something they struggle to create in the organizational reality.

And what if we want to engage in a more structured consulting process

It's definitely possible and based on several key factors: one of them is defining a relatively clear goal. This can range from developing specific skills (leading change, building partnerships with neighboring teams, etc.) to working on managerial style through enhancing awareness of personal patterns. Adequate preparation is necessary, including an assessment of the consultant's capabilities and motivation, and at times, involvement of a direct manager in the process. A structured "consulting contract" is essential, involving the alignment of expectations that includes clarifying ethical principles and determining the "time and place." Similar to external consulting, in such cases, I would recommend a structured process of 6-8 meetings with an opening, middle, and conclusion phase. Receiving guidance, whether internal or external, at the beginning of the process can greatly assist.

In this post, I can't delve into unconscious processes in consulting: dynamics of transference and countertransference, observation of the relationship between the consultant and the consultee, all naturally occur in the consulting process and provide valuable information for personal insights and learning. This is one of the reasons why the "internal consulting" aspect in a human resources role enables organizational influence and significant personal development.