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* * * * * * * * * * * * * Training and development of consultants Objectives of training Patterns of initial training Basic components of the training programme Further training and development of consultants The trainer’s role Evaluation of training Basic components of the training programme An ideal programme of initial training will have three basic components : Training courses for new consultants - Case studies - Practical exercises - Role playing Practical field training at client organizations Individual study Further training and development of consultants Upgrading functional proficiency Mastering new fields Upgrading behavioural and process-consulting skills Upgrading knowledge-sharing skills Preparing for career development Learning to develop skills with clients The range of skills that an effective consultant who wishes to become “fully professional” must develop is, in fact, a long list. While many firms train their people in such things as presentations, written communications, proposal writing and selling, a much smaller percentage actually teach their people about how to work with a client. Client service training, where it exists, is spotty and usually an afterthought. Almost none of it is taught in business schools. Numerous skills are required as a consultant develops. Paul Glen, in his book Leading Geeks (Jossey-Bass, 2002) lists, among others, the following competencies needed by an IT professional: - Ability to manage client relationships - Ability to manage technical teams - Ability to play positive politics - Ability to help expand client relationships - Ability to work through others and make them productive - Ability to manage ambiguity - Ability to manage time horizons Source : The Contemporary Consultant, L. Greiner and F. Poulfelt Training at Capgemini : the Capgemini Group University The Capgemini Group University opened its €96-million Business Learning Forum at Les Fontaines,? France, in 200