Interesting, would this scheme work: a consultant is attached to an employee (for instance, a junior) to help with their work for a fee paid by the company?
One might ask, why would a company do this? They are better off hiring someone smart and experienced right off the bat. However, it often happens that an employee excels in one area but is mediocre in another, less essential area. For a simple example, consider a skilled business analyst with poor English skills. Or an excellent manager who needs to learn about a new industry that the company has entered through some partnership.
The uniqueness of this model can be best illustrated with the example of an English teacher with knowledge of a specific field (like IT), “on standby.” This person assists with the work, rather than teaching grammar or idioms. That is, if a letter needs to be written, they help write it, and explain the hows and whys along the way. If it’s necessary to connect on Skype and help with a conversation with some partners from Scotland – easily done (though it might cost more).
Understandably, for such services not to be “golden” priced, this person’s resources must be used very efficiently. Of course, this depends on the position. English can be improved for ten business analysts by one specialist, and a top manager might receive much more personal time. Practically, this could be managed through a public calendar of the assistant or assistants, their constant presence on Skype, an easy system for booking slots, and some guarantee of availability (for example, within half an hour).
The monetization model could be made even more interesting. The company pays a part, but the employee could also pay extra if they exceed limits, or simply have funds for their own development.
The company signs an NDA with such a service, which allows bringing in outsiders into processes, correspondence, and negotiations. This isn’t much different from hiring an external specialist, only here the specialist is remote.
Consequently, the assistants also guarantee a certain level of “service,” with time limits per month, per day, continuous time, etc.
An additional plus is that people get used to good help, personal relationships are established, and companies will be reluctant to cease such services, even if they do not meet their minimum hours in consultations.
Dmitri Voloshin Alexander Gornyi