Bringing on a consultant in place of a full-time staff member sounds like a simple solution to filling a vacancy. It’s a shortcut compared with what can be a long, arduous hiring process. There’s also the potential to land seasoned nonprofit executives who can help with a range of needs. But ensuring that a nonprofit gets the most out of working with a consultant takes thought, preparation, and effort, according to professionals who have been on both sides of that exchange.
A consultant is different from an employee
It’s important to be aware of the differences between a consultant and a staff member. Permanent employees need to understand a lot about the group. They need to meet with a broad range of staffers and invest themselves in the mission and strategy of an organization. It takes time to get them up to speed.
A consultant doesn’t need all of that, says nonprofit consultant David La Piana. When an organization brings on a consultant, it needs to be thoughtful about the scope of the contractor’s role. Consultants are typically paid by the hour or the day — or, in some cases, by the project. Leaders should make sure consultants are as productive as possible and engage only with the people and work they need to, La Piana says.
Consultants need a point person
Oversight of a contractor is crucial, says Kathy Swayze, president of the consultancy Impact Communications. Someone in the organization needs to make sure that costs are under control and the work is getting done. At the same time, contractors need to have a point person in the organization who can connect them with employees as needed. That’s especially true for communications work in which a contractor or consulting company needs to understand particular programs, strategy, and the organization’s mission.
“That agency needs someone inside the organization to really help them get the voice of the organization right, tell the stories effectively, make sure that the brand is protected and that they’re getting access to the information,” Swayze says. “The person who’s managing them becomes the conduit to all of that information.”
Be clear about the work
Organizations need to make sure that they describe projects and desired outcomes clearly to consultants, Swayze says. She says some consultants may steer clients toward efforts that pay them more. In communications or development, that might mean consultants urging a group to send out huge numbers of mailers when the group might be better served by sending a smaller number that ask for bigger contributions.
The approach, however, is different when nonprofits hire consultants to help develop strategy, such as when an organization’s budget increases and it needs to develop a plan for the changes that brings. In that case, a consultant can act more like a guide and be less deferential to the client, says Ify Walker, the CEO of the executive search and advisory firm Offor.
“In that particular situation, it actually can be very beneficial for them to work with a consultant who is likely to be much more directive,” she says. “What you’re paying for is expertise.”
Be prepared for sticker shock
Nonprofits may be surprised by the price of a consultant, says Kristen Wilson, CEO of Arizona Impact for Good, the state’s nonprofit association. But sometimes fees can be deceiving.
Leaders need to think about the value of the project. They should compare a consultant’s fees to more than just the salary of the person who was or could be doing that work. They also have to consider the cost of benefits, time off, supplies — all the costs associated with having a staff person doing the same job. The consultant may also be more experienced than anyone the organization could hire on staff, which can have value, depending on the job, she says.
Do your homework
Nonprofits need to be diligent about whom they hire to consult, particularly now, when there are so many consultants with a wide range of skills and experience. Check multiple references and determine a consultant’s skills are the right match for the work to ensure that the nonprofit doesn’t need to spend a lot of time guiding that person, says Myriah Mhoon, CEO of New Life Center in Arizona, which provides services to victims of domestic and sexual violence.
Mhoon warns that hiring the wrong consultant can be a terrible experience. “You end up hiring these contractors but then see that you’re almost doing more work and that it’s just not worth it,” she says. “We have been very, very careful.”
When a consultant does work out, the help can be invaluable. With the right consultant, Mhoon can hand work over and know the consultant will do it well.
“My contractors are able to do that because they are experts within their discipline,” she says. “There has to be trust between an agency and a contractor so you can actually release and give yourself a break.”
