Originally published 20 December 2004. This article is retained from the tCI archive. Law, policy or practice may have changed since publication.
New technology has its ‘internet geeks’; private enterprise calls the young turks with MBAs and suchlike ‘high-flyers’; Chief Executive’s departments have their fair share of ‘policy wonks’; but what do we call those who have acquired the skills of organising and acting on public and stakeholder consultations?
The absence of a label reflects the speed with which consultation has risen up the agenda. A few years ago, it would be perfectly normal for service providers or policy officers to undertake the odd survey or run the occasional focus group. These were subsidiary skills – useful if you have them, but inessential in most environments. The way in which consultations were done mattered relatively little, and such choice as existed boiled down to a simple equation: use the techniques you know … or bring in consultants to use the ones you don’t.
Three things have now changed. Firstly, the amount of consultation has increased rapidly – so much so, that consultation fatigue is a constant cry from stakeholders - and the need for better co-ordination is becoming overwhelming.
Secondly, the range of consultation techniques has grown, especially with the advent of new technology. E-consultation tools are becoming available and staff need to learn how to use them in order to avoid embarrassing mistakes.
Thirdly, there is the growing issue of standards. From the Cabinet Office downwards, codes of practice are being issued and leading-edge councils and other consultors are committing to performance measuring and quality metrics.
The Institute’s work with the National Local E-democracy project will help establish standards and training for some of the new e-consultation applications: but, even in the case of more traditional consultation techniques, there is the same need for sensible standards and, maybe, an accreditation system that confirms who has the knowledge and skills to observe them.
Right across the board, however, there is a need to offer those responsible for consultation, a range of professional and personal development opportunities so that their skills can be recognised, kept up-to-date, and better exploited by their employers. Watch this space!
Trigger point
- Consider the Institute’s new 2005 course, Consultation Strategies and Skills, where the emphasis is on personal and professional development.
- Review who in your organisation undertakes consultation activities and assess their training needs.
- Collect all relevant job descriptions in your organisation and start rationalising the consultation aspects so as to leverage common skills.
This is the 22nd Tuesday Topic; a full list of subjects covered is available for Institute members and is a valuable resource covering so many aspects of consultation and engagement