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<v ->My name is Rylan Grady,</v>

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and I am a consultant.

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I run my own management consulting business.

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We provide consulting solutions

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in HR and Sales.

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So that's stuff related to your sales organization,

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compensation, talent planning, that kind of thing.

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I work with 3 or 4 clients right now,

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some large companies,

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a large asset management firm doing compensation design

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for some of their investment professionals.

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I'm working with one of the largest oil and gas companies,

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working on their sales organization as well.

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There's usually a interview process

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with some of the stakeholders

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or the manager that brings me on.

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I typically work with people who have titles

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like Senior Manager or Director,

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so probably not the C-suite,

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but folks who have particular scopes or projects

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where they know something is wrong,

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and they're hiring me to both evaluate that,

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make a recommendation, and start to try to work on

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implementing a solution.

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Consultants are often...

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You think of them as player-coaches, right?

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You coach them, and you do a little bit of the work.

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Show them how it's done,

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and then you continue on.

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I do project-based work,

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so it tends to be anywhere from two to six months,

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and then a lot of that ends up just rolling into retainers.

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One of the things about consulting

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is you've already invested a certain amount of time,

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and it's easy to scale up or down

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how much services you want,

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so you're able to just keep someone

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on a retainer or an hourly rate and say,

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"Oh, I want you to come in for this week,"

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and that's kind of how the projects go.

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Again, I do a couple of different things.

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In the compensation area,

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some of the key workflows involved in that are,

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first of all, understanding how your overall total rewards,

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so pay, benefits, compares to your competitors,

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so generally, you have a sense

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for what you bring to the table

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in terms of for your employees,

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and compensation consulting involves

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getting a sense just for...

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in terms of pay levels where we're at

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and then, the mechanics of actually compensating people.

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How much is in bonus?

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How are you setting goals for that bonus?

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How much differentiation

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between superstars and mediocre performers do you want?

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That kind of thing.

