Difficulties of Being a QA Consultant: Diplomacy and Motivation

In my role as the US Quality Assurance Recruitment Specialist at Barrington James, I have the pleasure of speaking with hundreds of top QA professionals each week. Through these conversations, I’ve observed several recurring challenges between QA consultants and clients. Here are some key insights into these common battles.

Diplomacy in Quality Assurance

One of the toughest aspects of QA consulting is delivering difficult feedback to colleagues who have put significant effort into their work. It’s a bit like telling someone that their “baby is ugly”—diplomacy is essential. When speaking with a consultant or taking a reference, I pay close attention to how they handle these difficult situations. There’s a delicate balance between asking the right questions and doing so in a way that doesn’t come across as demoralizing.

Interestingly, I’ve even heard of companies questioning candidates about how seriously they take compliance. This is often an attempt to gauge whether the consultant will let things slide or hold firm to QA standards. In situations like these, it’s crucial for consultants to stand by their principles and gently but firmly explain why compliance is non-negotiable, using real-life examples if possible.

For consultants, if it becomes clear that a company is not aligned with your standards, it’s worth considering if this is the right environment for you.

Managing Disagreements with QA Leadership

Another frequent issue arises when experienced consultants, some of whom are former Directors or VPs, disagree with the QA lead they report to. While consultants are there to offer guidance, they must remember that they are advisors rather than decision-makers. Although it’s natural to want to ensure quality standards are upheld, ultimately, the final call lies with the QA lead.

I remind consultants that they’re hired to advise and consult, not to bear full responsibility if the company chooses not to follow through on recommendations. Remaining professional and recognizing the boundaries of their role can help avoid conflicts and contract terminations.

Motivation and Promoting a Quality Culture

Quality Assurance should not feel like a constant battle against the rest of the organization. Often, companies expect QA to be the problem-solver, but compliance should be part of everyone’s role—not just QA’s. So, how can consultants motivate an organization to embrace compliance?

One approach is to remind clients that continuous improvement is in everyone’s best interest, not only to satisfy the FDA but also to improve profitability. Every company is unique, so it’s essential for consultants to tailor their approach to each environment.

One consultant I work with uses a creative approach in refresher training sessions, incorporating managers from different departments to help lead sessions. This method allows team members to view compliance from a first-hand perspective, promoting a stronger culture of accountability and understanding.

On the flip side, a lack of motivation can lead to project failure. For instance, I recently heard about a consultancy project with a Top 10 Pharma company that fell apart due to disorganization and failure to gain internal support. The team felt slighted by the consultancy’s presence, and the project ended before even reaching the remediation stage.

Building My Understanding as a Recruitment Specialist

As a recruitment specialist, understanding the nuances of Quality Assurance—beyond just qualifications—helps me identify the right talent. Skills like diplomacy and the ability to inspire motivation are essential qualities I look for in candidates. By digging into the details of a consultant’s experience and soft skills, I can ensure my clients find the right fit for their QA needs.

If you’re interested in hearing more about the contract opportunities I’m recruiting for or if your company has specific QA needs, please reach out to us today.