All businesses are currently undergoing changes that redefine the very principals of operational excellence - the core values residing at the heart of stable and sustained quality service delivery and corporate growth.
These changes open the doors to opportunities available in the modern global marketplace – no longer constrained geographically and intensely inter-connected, the use of skilled contract resource and entire outsourced teams is now common-place and of growing importance.
Here are a few suggestions for consideration that will help improve the return on investment from these types of staff.
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Contractors
Typically contractors are brought in either to supplement in-house expertise or staffing levels on individual projects.
Manage contract staff in the same way as you do other members of staff.
Our approach is to apply our ‘three C’s’ methodology (identify and then improve areas within communication, collaboration and delivery control). By supporting key elements of the engagement you will build a working environment boosting performance for all staff .
Do not leave these key building blocks to chance, even with short-term staff. Avoid an 'us and them' culture and encourage cross-pollination of skills and experience.
Agree clear targets and objectives - track results and performance. Look to provide opportunities for knowledge transfer – contractors are hired as experts
on a premium rate and you should involve them with employees so that the knowledge is shared and the long term staff know-how is extended.
Follow-up and regularly communicate with the contractors throughout the engagement. Ensure that all the result delivered by the contractor meet both yours and the contractor's expectations. Always provide honest feedback of both your expectations at the outset and the progress achieved against it.
Outsourced teams
Typically engaged to progress software development/design and support call-centre functions for cost benefit and operating hour reasons.
Allow extended team time to understand and contribute as peers with in-house staff.
Engage with them regularly and allow them to take pride from being part of your team.
Outsourcing an aspect of the business will not make the challenges is presents go-away. Before investing in outsourced team resource - ensure the suitability of the work being planned for delivery by them and ensure that as many bottlenecks within the supporting processes as possible are resolved.
Identify cultural, working hour and process differences as early as possible and allow contributions from both parties on equal terms. Success in meeting combined project goals will be a desired outcome shared by both you and your outsource partner.
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