HIRING GR CONSULTANTS

There are many reasons why companies are continuing to hire consultants, or hiring them at increased levels. Often, corporate executives lament they are being asked to do more with less e.g. insufficient financial resources, insufficient staff.

Companies and associations hire government affairs consultants to obtain specific expertise on issues, such as telecom policy or the environment; to acquire specialized skills in digital outreach or coalition building; and to delve into the processes and strategies for expanding into new markets. They also hire consulting professionals with an insider’s knowledge of how legislation becomes law, where political power resides and what demographic groups are most interested in a certain issue

Choosing the right consultant is no easy feat. The people who get the most value out of their consultants know what they want and why they have them. They know their strengths and weaknesses. And they know how their team is going to utilize this resource. Since many companies now employ a large cadre of outside firms, hiring professional consultants whose ethics align with those of a company or association is an increasingly pressing concern.

Clients also seek fresh insights by hiring people who possess different areas of expertise and different life experiences.

Small vs. Consulting Giants?

 For many companies and associations looking to hire a consultant, the first decision is: What size firm should I choose? Large public affairs firms have traditionally enjoyed a clear advantage by dint of the sheer breadth of services they provide. Such firms offer everything from ally development programs to ongoing media outreach, and from corporate social responsibility consulting to political risk assessment. Having a wide variety of options can make it easier for clients that choose larger consulting firms because much of the legwork and strategic decision-making are removed from the process. One firm can cater to a host of needs even if those needs shift over time. Global consulting firms can help companies create consistent global strategies, which is no small task when many corporations do business in 50 or more countries. For major consumer brands or companies facing controversy on multiple fronts, this can be a big advantage. In addition, when a company or association faces a sudden public policy crisis in a remote part of the world, it is reassuring to know that a global firm with an office in that country is already on retainer. While large, one-stop shops have dominated the advocacy world for years, many client companies are voicing a distinct preference for small firms, which may charge less and yet provide more personal attention.  Surprisingly, even many household-name companies are coming to believe that the service from a niche firm can be superior.

Companies should select the firm with the most direct expertise in whatever area the company is looking to master. Small firms may look more appealing now that so many small firms have been hired by Fortune 100 companies and have attracted positive attention. On the other hand, executives at some companies and associations worry that small firms might lack the “bench strength” or resources to handle complex issues or crises that flare up suddenly.

Hiring really expensive insider to advance legislation is not always effective, and it’s not everyone’s first thought these days. The most important questions to ask are: What is the expertise we need?” and How best can we accomplish our goals? Whether a client is looking for issue knowledge, specialized skills or the right connections, it’s really all about the people. The best firms are those that are able to make you feel like you’re their only client and you’re the priority and deliver results. Because frankly, at the end of the day, that’s what they need to do.

Companies rely less on “network lobbyists,” or people with the right connections, and more on “knowledge lobbyists,” “individuals who have valuable specialized skills or necessary expertise in policy, procedures and strategy. Sometimes, big-name consultants are not the right choice. Highly skilled consultant  who may have no name recognition whatsoever is often a better fit because most day-to-day lobbying, involves staffers and not the members themselves.