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January 2009
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We want to invest in our people but our time and money are in short supply. We are certain that the experienced consultant we have in mind will deliver to specifications, to time and to budget. We would love to give our permanent staff the chance to practice on our galleries and learn by the mistakes they will inevitably make as this would be their first job of this sort straight off a course. Unfortunately we just can't afford not to get the makeover right the first time. But investing in training might be better in the long term for motivating and empowering staff, with all the benefits that has for the museum. On the other hand, employing the consultant guarantees the immediate, effective improvements our public deserve. What should we do?
But these imperatives are wholly compatible with developing your staff. Why not make it part of the brief you present to a consultant that he or she works closely with museum staff and exploits opportunities to pass on expertise that will be of benefit once the project is completed? Ethical and managerial best practice involves looking for added value from consultancy fees. Remember too that the Museums Association's code of ethics applies not only to members of museum staff and governing bodies but also to consultants and those who work freelance. Consultants meet their ethical obligations by giving value for money and sharing knowledge. A consultant who did no more than oversee the installation of interactives would serve your immediate needs but might leave you dependent on further costly consultancy to maintain and develop these exhibits. This doesn't mean that ethical consultants should do themselves out of a job. A consultant who oversaw your installation and shared knowledge about the educational and technical issues surrounding it would leave you more satisfied and more likely to recommend his or her services to other clients. Staff that consultants have worked with on a specific project should be able to apply what they have learned beyond that project. This process almost never involves formal training. It is the museum-as-employer's job to facilitate access for its staff to training, which will help meet corporate objectives. It is the museum professional's job to proactively undertake continuing professional development and to help colleagues develop too. It is worth noting ways in which consultants can help colleagues in the profession who work for a client museum. Consultants can for example informally coach and mentor staff by asking questions that lead to solutions rather than just giving "the answers". They can direct staff to appropriate reading, knowledgeable suppliers of products and services and lead brainstorming sessions. Remember that ultimately you must take corporate responsibility for the success or otherwise of any new initiative you undertake. Failures can't be blamed on a consultant if you as a client have not been clear enough in analysing or communicating your requirements, or have not thought through the resource implications of the changes you are asking the consultant to recommend or implement.
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