1. Contracts come in all shapes and sizes. Some consultants work on a “gentleman’s agreement,” an arrangement or understanding, often not written down, based upon the trust between those involved. Others have much more detailed and complex agreements. Linked to this discussion are four contracts that come from a range of relationships between clients and a consultant. None of them are perfect. I guarantee that you’ll find something out about the larger relationship between the client and the consultant based on the contract alone.

Chose two of the linked sample contracts at the bottom of the page and review the contracts utilizing the Successful Contracting ChecklistPreview the document below adapted from Peter Block’s Analyzing One of Your ContractsPreview the document worksheet.

• The Boundaries of the Consultant’s Analysis: A good contract should outline what the consultant will/will not do, does the contract you chose do so?
• Objectives of the Project: Does the contract clearly define the objectives?
• The Information Required from the Client: Is it obvious what the client expected to give the consultant in order for the consultant to complete the work?
• The Consultant’s Role in the Project: Is it clear what the consultant is/isn’t responsible for?
• The Product that Will be Delivered: Can you figure out what will the client be getting from the interaction?
• Support and Involvement by Client: Outline how (if at all) the client is expected to support the process
• Time Schedule: Is the timeframe for the project clearly defined?
• Confidentiality: Is it clear what the client and the consultant can and cannot share with others
• Feedback to the Consultant Later (optional): What feedback (if any) is the consultant requiring for the client after the term is finished?

2.Imagine that your company is going to change its retirement savings investment company after many years. You know that many employees value the long-standing relationship with the current investment company and prefer their funds vs. the funds that the new investment company provides. As the HR leader, what are there (3) actions that you could take to combat resistance to this change?

3.What is one advantage and one disadvantage of each of the three change models (Lewin, Kotter, ADKAR) presented in the White Paper: “Change Management Theories and Methodologies by Tata Consultancy Services” or in any research associated with Lewin, Kotter and ADKAR?

http://www.tcs.com/SiteCollectionDocuments/White%20Papers/EntSol-Whitepaper-Change-Management-Theories-Methodologies-0213-1.pdfPreview the document