Organizational Development (OD) consultants often face dilemmas when they market their services because there is a gap between clients’ expectation and the actual role of OD consultants. This book is about how to overcome that dilemma by finding effective marketing strategies for a different approach to consulting.
Marketing Organization Development: A How-To Guide for OD Consultants focuses on the challenges faced by internal and external consultants in marketing and selling their services. By distinguishing between performance consulting and Organization Development (OD) consulting, this book demonstrates why marketing and selling OD consulting services are unique. This book meets not only unique OD consultants’ needs by reflecting the philosophical background of OD and unique marketing challenges but the needs of Human Resource Development (HRD) managers’ need who are interested in promoting or selling their change interventions within their organizations.
This comprehensive book:
- Reviews important terms and popular tools used in the marketing process and outlines the many roles a consultant must fill to obtain and keep the business (i.e., marketer, salesperson, brand manager, account management) .Describes the criteria for self-evaluation as an OD consultant. It examines how to identify your strengths and the competencies you need to develop based on OD competencies.
- Provides an introduction to actionable steps and resources for organization development, change management, and performance management consultants to evaluate unmet needs and opportunities through a niche market for consulting services.
- Covers how to communicate value to your target customers and how to brand your service.
- Describes various channels of OD marketing such as viral, word of mouth, and social media marketing. .
- Reviews selling tactics for l your consulting service and discusses the importance of having a defined sales process to which you adhere.
Table of Contents
Preface. Acknowledgements. Advance Organizer. Chapter 1:Unique Challenges in Marketing Change Management, Performance Consulting and Organization Development. Chapter 2: Marketing Landscape, Tools, and Definitions. Chapter 3: Evaluating Personal Strengths and Weaknesses. Chapter 4: Evaluating Unmet Needs and Opportunities. Chapter 5: Proposal Process. Chapter 6: Pricing OD Consulting Services. Chapter 7: Channels for Organization Development Marketing. Chapter 8: Communication Planning and Branding. Chapter 9: Personal Sales. Chapter 10: Executive-Level Communications. Chapter 11: How Measurement and Appraisal Can Be the Means to the End of Marketing Organization Development. Chapter 12: The Future of Marketing Organization Development Consulting.
William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow is President of Rothwell & Associates, Inc. and Rothwell & Associates, LLC (see www.rothwellandassociates.com). He is also a Professor of the Workforce Education and Development program, Department of Learning and Performance Systems, at The Pennsylvania State University, University Park campus. He has authored, co-authored, edited, or co-edited 300 books, book chapters, and articles—including over 90 books.
Before arriving at Penn State in 1993, he had 20 years of work experience as a Training Director, HR, and Organization Development in government and business. He has also worked as a consultant for more than 40 multinational corporations--including Motorola China, General Motors, Ford, and many others. In 2012, he earned ASTD's prestigious Distinguished Contribution to Workplace Learning and Performance Award, and in 2013 ASTD honored him by naming him as a Certified Professional in Learning and Performance (CPLP) Fellow. In 2014, he was given the Asia-Pacific International Personality Brandlaureate Award (see http://www.thebrandlaureate.com/awards/ibp_bpa.php).
Truly global in his outlook, he conducted training in 15 nations around the globe in 2014 alone and visited many other nations virtually to offer webinars. Notably, in 2015, he visited China for his 76th time since 1996.
His recent books include Organization Development in Practice (OD Network, 2016), Mastering the Instructional Design Process, 5th ed (Wiley, 2016), Practicing Organization Development, 4th ed. (Wiley, 2015), The Leader’s Daily Role in Talent Management (McGraw-Hill, 2015), Beyond Training and Development, 3rd ed. (HRD Press, 2015), Effective Succession Planning, 5th ed. (AMACOM, 2015), Career Planning and Succession Management, 2nd ed. (Praeger, 2015), Organization Development Fundamentals: Managing Strategic Change (ATD Press, 2015), The Competency Toolkit, 2 vols, 2nd ed. (HRD Press, 2015), Creating Engaged Employees: It’s Worth the Investment (ATD Press, 2014), Optimizing Talent in the Federal Workforce (Management Concepts, 2014), Performance Consulting (Wiley, 2014), the ASTD Competency Study: The Training and Development Profession Redefined (ASTD, 2013), Becoming An Effective Mentoring Leader: Proven Strategies for Building Excellence in Your Organization (McGraw-Hill, 2013), Talent Management: A Step-by-Step Action-Oriented Approach Based on Best Practice (HRD Press, 2012), the edited three-volume Encyclopedia of Human Resource Management (Wiley/Pfeiffer, 2012), Lean But Agile: Rethink Workforce Planning and Gain a True Competitive Advantage (Amacom, 2012), Invaluable Knowledge: Securing Your Company’s Technical Expertise-Recruiting and Retaining Top Talent, Transferring Technical Knowledge, Engaging High Performers (Amacom, 2011), Competency-Based Training Basics (ASTD Press, 2010), Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within, 4th ed. (Amacom, 2010), Practicing Organization Development, 3rd ed. (Pfeiffer, 2009), Basics of Adult Learning (ASTD, 2009), HR Transformation (Davies-Black, 2008), Working Longer: New Strategies for Managing, Training, and Retaining Older Employees (Amacom, 2008), and Cases in Government Succession Planning: Action-Oriented Strategies for Public-Sector Human Capital Management, Workforce Planning, Succession Planning, and Talent Management (HRD Press, 2008). He can be reached by email at [email protected] and by phone at 814-863-2581. He is located at 310B Keller Building, University Park, PA 16803.
Jong Gyu Park, MBA, is a Partner of Rothwell & Associates, LLC. He specializes in the areas of Human Resource Management (HRM) and Organization Development (OD). Before working at Rothwell & Associates, LLC & Demand, he was a management consultant at Deloitte and Talent & Rewards Group of Towers Watson where he managed and administered various HR consulting projects.
He has worked with both domestic in South Korea and multi-national clients in many different industries. A partial list of clients includes Allianz Life Insurance, Hyundai-Kia Motors, ATD, Halogen, ING Life, Korea Exchange Bank, LG Corp., Ministry of Environment, Ministry of Strategy and Finance, and SK Corp., etc.
He earned both his BA in Business Administration and MBA from the Sungkyunkwan University (SKKU) in Seoul, South Korea. He is a Ph.D. candidate in Workforce Education & Development with emphasis on Organization Development at Penn State University. He is also a Ph.D. candidate in Business Administration with emphasis in Management & Organization at SKKU School of Business. He can be reached at [email protected]
Jae Young Lee is a Ph.D. candidate in the Workforce Education and Development program with an emphasis in HRD and OD at The Pennsylvania State University. She earned a B.A. and an M. Ed. in Educational Technology and both degrees were earned at Ewha Woman's University in South Korea.
Her career encompasses human resource development, human resource management, and global business. She worked at KT&G, the fifth biggest tobacco company in the world, for a decade as an HRD manager at the HRD department and the HR manager at the global business department. As HRD manager, she was responsible for planning long-term strategic HRD plans, managing training budgets, and developing blended online and offline job training courses as well as top-level executive leadership seminars. As HR manager, Jae Young was in charge of global talent management, training global employers, and managing a global business budget.
Her research interests include strategic HRD, OD, employee engagement, leadership and self-directed learning. Currently, she is working as the graduate assistant for Dr. William J. Rothwell.