You'll begin to form opinions about what you value and what appears to be superfluous to your group's immediate and long-term needs. The interview process isn't mysterious. You'll probably conduct it as you would for any other position that needs to be filled, involving a number of people from your organization to ensure perspective, as well as support, in making the choice. If the consultant seems promising after the personal interview, you should follow up by checking references. Ask for a client list, not the consultant's hand-picked batch of satisfied customers.
Progress is far more difficult to measure than personal reactions to the consultant.
A client may feel wonderful about the consulting experience, yet remain utterly unprepared to cope with the problems that first prompted him or her to seek outside help. Don't be satisfied with a vague, generalized review of the consultant's performance. Direct your inquiry to determine whether your candidates possess them. If handled correctly, your choice of consultant will have a very positive effect on your organization. Because you plan to take action on the consultant's advice, you should be certain that you're hiring the right person.