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Outsourcing Training and Development
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◆
Outsourcing Training
and Development
Factors for Success
Judith Hale
Hale.ffirs 10/20/05 10:25 AM Page iii
About This Book
What can you achieve with this book?
This book is a guide for managers who are considering outsourcing all or some of
the training function. It has stories and guidelines to help managers, whether they
are from training, HRD, procurement, finance, or the line organization more fully
understand what leads to a successful outsourcing relationship. It contains suggestions on when, what, to whom, and how to outsource specific training deliverables and the whole function.
Why is this topic important?
This book was written because of growing interest in outsourcing training. Organizations are spending millions of dollars annually on training and are looking for
ways to reap better returns on that investment. Outsourcing is one solution because it can help organizations better manage their investment, leverage the technological capabilities of vendors, and avoid future liabilities associated with hiring
training professionals. However, the solution is not without risks. It requires leadership to manage the relationship. It also requires ongoing oversight to assure the
intellectual capital of the organization is protected and the developmental needs
of employees are being met in the most cost-effective ways.
How is this book organized?
Every chapter contains stories, guidelines, and checklists you can use to:
• Determine if and how outsourcing would be of benefit to you.
• Clarify what type of external resources you would most benefit from.
• Determine what you can and should expect of external resources.
• Specify what you require in terms of program deliverables, reports, quality
assurance, service level, risk management, and reporting relationships.
• Determine your level of readiness to outsource, ranging from managing
the T&D function as a whole to coordinating specific process elements.
• Consider contractual elements that best protect your interests.
• Collaborate effectively with the functions involved in outsourcing decisions.
Hale.ffirs 10/20/05 10:25 AM Page i
About Pfeiffer
Pfeiffer serves the professional development and hands-on resource needs of
training and human resource practitioners and gives them products to do their
jobs better. We deliver proven ideas and solutions from experts in HR development and HR management, and we offer effective and customizable tools
to improve workplace performance. From novice to seasoned professional,
Pfeiffer is the source you can trust to make yourself and your organization
more successful.
Essential Knowledge Pfeiffer produces insightful, practical, and
comprehensive materials on topics that matter the most to training
and HR professionals. Our Essential Knowledge resources translate the expertise
of seasoned professionals into practical, how-to guidance on critical workplace
issues and problems. These resources are supported by case studies, worksheets,
and job aids and are frequently supplemented with CD-ROMs, websites, and
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Essential Tools Pfeiffer’s Essential Tools resources save time and
expense by offering proven, ready-to-use materials—including exercises,
activities, games, instruments, and assessments—for use during a training
or team-learning event. These resources are frequently offered in looseleaf or
CD-ROM format to facilitate copying and customization of the material.
Pfeiffer also recognizes the remarkable power of new technologies in
expanding the reach and effectiveness of training. While e-hype has often
created whizbang solutions in search of a problem, we are dedicated to
bringing convenience and enhancements to proven training solutions. All our
e-tools comply with rigorous functionality standards. The most appropriate
technology wrapped around essential content yields the perfect solution for
today’s on-the-go trainers and human resource professionals.
Essential resources for training and HR professionals
www.pfeiffer.com
Hale.ffirs 10/20/05 10:25 AM Page ii
◆
Outsourcing Training
and Development
Factors for Success
Judith Hale
Hale.ffirs 10/20/05 10:25 AM Page iii
Copyright © 2006 by John Wiley & Sons, Inc.
Published by Pfeiffer
An Imprint of Wiley.
989 Market Street, San Francisco, CA 94103-1741 www.pfeiffer.com
Except as specifically noted below, no part of this publication may be reproduced, stored in a retrieval system, or transmitted in
any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under
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MA 01923, 978-750-8400, fax 978-646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission
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Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they
make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically
disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by
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Outsourcing Training and Development. Copyright © 2006 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer,
an Imprint of Wiley. www.pfeiffer.com
This notice may not be changed or deleted, and it must appear on all reproductions as printed.
This free permission is restricted to limited customization of the CD-ROM materials for your organization and the paper reproduction of the materials for educational/training events. It does not allow for systematic or large-scale reproduction, distribution
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ISBN: 0-7879-78973
Library of Congress Cataloging-in-Publication Data
Hale, Judith A.
Outsourcing training and development : factors for success / Judith Hale.
p. cm.
Includes bibliographical references and index.
ISBN 0-7879-7897-3 (alk. paper)
1. Contracting out. 2. Employees—Training of. I. Title.
HD2365.H35 2006
658.3'124--dc22 05021189
Acquiring Editor: Matthew Davis Editor: Rebecca Taff
Director of Development: Kathleen Dolan Davies Manufacturing Supervisor: Becky Carreño
Production Editor: Dawn Kilgore Editorial Assistant: Leota Higgins
Printed in the United States of America
Printing 10987654321
Hale.ffirs 10/20/05 10:25 AM Page iv
◆Contents
v
List of Figures / ix
CD-ROM Contents / xi
Preface / xiii
Introduction / 1
Chapter 1 Outsourcing: A Business and Economic Model / 7
A Little History / 9
Why Outsource / 12
What Is Outsourced / 18
What the Relationship Looks Like / 20
Implications / 22
Missteps and Oversights / 23
Summary / 23
Where to Learn More / 23
Notes / 25
Chapter 2 Identifying the Need / 27
Determine Clients’ Needs / 27
Determine Criticality and Priority / 35
Implications / 38
Missteps and Oversights / 38
Summary / 39
Where to Learn More / 39
Notes / 39
Hale.ftoc 10/20/05 10:25 AM Page v
Chapter 3 Assessing Capacity and Capability / 41
Assess Strengths / 41
Assess Weaknesses / 49
Conduct Job Task Analysis / 49
Implications / 56
Missteps and Oversights / 56
Summary / 57
Where to Learn More / 57
Notes / 58
Chapter 4 Selecting the Outsourcing Firm / 61
Set the Baseline / 62
Define Roles and Responsibilities / 62
Define the Requirements / 63
Define the Selection Criteria / 67
Recruit Potential Outsourcing Firms / 74
Issue the RFQ / 75
Issue the RFP / 78
Convene the Panel and Decide / 80
Implications / 81
Missteps and Oversights / 81
Summary / 81
Where to Learn More / 82
Notes / 82
Chapter 5 Contracting / 85
Prepare the Contract / 87
Draft Master Agreement / 88
Determine Scope of Work / 89
Draft Addenda / 91
Agree on Terms and Conditions / 92
Implications / 98
Missteps and Oversights / 98
Summary / 99
Where to Learn More / 99
Note / 99
Chapter 6 Starting Up / 101
Build Contract Profile / 103
Set Up Governance Process / 105
Develop Management Plan and Schedule / 108
Create Communication Protocols / 111
vi ◆ Contents
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Develop Document Standards and Controls / 116
Agree on Deliverable Standards / 116
Identify Intellectual Property / 118
Create Transition Plan / 120
Create Dispute Resolution Process / 123
Implications / 127
Missteps and Oversights / 127
Summary / 127
Where to Learn More / 127
Chapter 7 Managing the Relationship / 129
Provide Oversight / 129
Implement the Plan and Protocols / 129
Share Expectations and Agree on Goals / 131
Communicate / 132
Stay Current with Needs / 137
Measure and Report Results / 138
Celebrate Success / 142
Improve Processes / 143
Implications / 145
Missteps and Oversights / 145
Summary / 145
Where to Learn More / 146
Chapter 8 Closing Out / 149
Notify About Termination / 151
Transfer Intellectual Property / 151
Return Physical Property / 153
Reconcile Financial Obligations / 154
Terminate Clearances, Codes / 156
Execute Final Performance Review / 157
Orient the Training Function / 158
Implications / 159
Missteps / 159
Summary / 159
Where to Learn More / 160
Notes / 160
Index / 161
About the Author / 171
Pfeiffer Publications Guide / 173
◆ Contents vii
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◆List of Figures
Figure 1.1 Economic and Marketplace Drivers / 8
Figure 1.2 What Is and Is Not Outsourced / 19
Figure 1.3 The Engagement Process / 24
Figure 2.1 The Engagement Process, Phase 1: Identifying the Need / 26
Figure 2.2 The Demand and Criticality Matrix / 36
Figure 2.3 Expectations of Training Worksheet / 37
Figure 2.4 Evaluation of Current Offerings Worksheet / 37
Figure 3.1 The Engagement Process, Phase 2: Assessing Capacity
and Capability / 40
Figure 3.2 Task Skill Capability Matrix / 54
Figure 4.1 The Engagement Process, Phase 3: Selecting the
Outsourcing Firm / 60
Figure 4.2 The Selection Process / 64
Figure 4.3 Goods and Services / 65
Figure 4.4 Selection Criteria Checklist / 80
Figure 5.1 The Engagement Process, Phase 4: Contracting / 84
Figure 5.2 The Contracting Process / 86
Figure 5.3 Hierarchy of Contract Elements / 87
Figure 5.4 Hierarchy of Contract Elements with Examples / 93
Figure 5.5 Deliverable and Contract Provisions / 97
Figure 6.1 The Engagement Process, Phase 5: Starting Up / 100
Figure 6.2 The Contract Start-Up Process / 102
ix
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Figure 6.3 Typical Governance Structure / 105
Figure 6.4 Sample Dispute Resolution Process / 124
Figure 7.1 The Engagement Process, Phase 6: Managing
the Relationship / 128
Figure 7.2 The Management Process / 130
Figure 8.1 The Engagement Process, Phase 7: Closing Out / 148
Figure 8.2 The Close-Out Process / 150
x ◆ List of Figures
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◆CD-ROM Contents
Tool 1.1 Guidelines for Clarifying Why to Outsource / 17
Tool 1.2 Guidelines for Deciding What to Outsource / 19
Tool 1.3 Guidelines for Surfacing Outsourcing Considerations / 22
Tool 2.1 Guidelines for Identifying the Need to Outsource / 36
Tool 3.1 Test Quality Control Guidelines / 48
Tool 3.2 Guidelines for Assessing Strengths / 53
Tool 4.1 Guidelines for Defining the Selection Process / 66
Tool 4.2 Guidelines for Setting Selection Criteria / 72
Tool 4.3 Guidelines for the Recruitment Process / 75
Tool 4.4 Guidelines for Submitting the RFP / 80
Tool 4.5 Guidelines for Selecting an Outsourcing Firm / 80
Tool 5.1 Guidelines for Contracting / 96
Tool 6.1 Contract Profile / 103
Tool 6.2 Management Plan Guidelines / 109
Tool 6.3 Sample Communication Protocols / 112
Tool 6.4 Role and Responsibility Chart / 115
Tool 6.5 Standards for Deliverables / 116
Tool 6.6 Identification of Intellectual Property / 120
Tool 6.7 Transition Plan Questions / 121
Tool 6.8 Dispute Resolution Questions / 125
Tool 6.9 Start-Up Guidelines / 125
Tool 7.1 Orientation Guidelines / 132
xi
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Tool 7.2 Communication Guidelines / 135
Tool 7.3 Guidelines for Staying Current / 137
Tool 7.4 Guidelines for Measuring Success and Effectiveness / 140
Tool 7.5 Guidelines for Recognizing Accomplishments / 142
Tool 7.6 Guidelines for Documenting and Improving Processes / 144
Tool 8.1 Guidelines for Transferring Intellectual Property / 152
Tool 8.2 Guidelines for Transferring Physical Property / 154
Tool 8.3 Guidelines for Reconciling Financial Obligations / 155
Tool 8.4 Guidelines for Terminating Security Clearances / 156
Tool 8.5 Guidelines for the Final Performance Review / 157
Tool 8.6 Guidelines for Orienting the Training Function / 159
xii ◆ CD-ROM Contents
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◆Preface
This book is in response to the increasing interest in outsourcing training.
The term “outsourcing” can evoke strong emotions, as it is associated with the
relocation or elimination of jobs. Ironically, training departments have contracted with vendors for services for years, but did not call it outsourcing. The
term outsourcing was originally used to describe organizations that chose to
contract with other firms to provide necessary transactional services, such as
payroll. Today, firms are outsourcing both staff and non-staff functions, including legal services, product distribution, customer support, telemarketing,
and the like. This book, however, is just about outsourcing training, whether
it be the whole function, key training processes, or major projects.
I was asked to write this book because of my experience helping organizations qualify suppliers and after market partners, such as distributors and
product support. I also bring more than twenty-five years of experience as
someone to whom organizations contracted for services, such as the design and
development of technical training curriculum and certification. In writing this
book, I have drawn on the experience of buyers and sellers of training services.
This book is meant to help managers be better consumers of outsourcing services as they relate to training, and I hope it will help consulting firms become
better providers of training products and services. The ideas in the book will
be helpful to organizations that are contemplating outsourcing training or are
currently in a relationship with a service provider and want guidance on how
to improve that relationship.
xiii
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