Planned Picking of Providers Prevents Problems
by Richard A. Headley

When I was on the provider side of the table, marketing non-degree management education for Pitt, Babson College and Duquesne University, a common complaint expressed by companies was that they could not differentiate the capabilities of one business school from another. All of the brochures and other sales literature looked and sounded the same! As a result, it was difficult to do even a preliminary screen of possible providers.

When I joined a major local corporation as head of Training & Leadership Development, I switched to the buyer's side of the table. It was then that I concluded that it was essential to establish a reliable basis for choosing providers of management and leadership development. Like many organizations, my employer relied heavily on external resources to implement its human resource development programs. I wanted to be clear on the selection criteria we would apply to the many excellent providers available, whether they were a large training or consulting firm, a business school or a one-person consultancy. It made sense to articulate what we thought were the most important qualities a provider should bring to us, for the sake of both buyer and seller.

Here's my list of criteria. I am sure you can add several more.

Credibility: First and foremost, can the provider demonstrate relevant expertise and experience from its existing clientele or past projects? When you are hiring an employee, past performance is the best predictor of future performance. The same is true in hiring an external resource. You need to feel comfortable that the provider you select is capable of doing what you want to accomplish with high quality and integrity.

Flexibility: Is the provider willing and able to adapt their systems, content or processes to better fit your organization's needs? I've seen providers who agreed to this but did not follow through. What was delivered was convenient for them but was not what the client required. Gaining agreement up front about what "customization" really means and the cost helps prevent problems, too.

Applicability: What evidence does the provider offer that their technology, resources and/or methodology will add unique value to your company? This is about the fit between the development goals and the resources to be purchased. Usually we have a choice of several suppliers who, on the surface, could do the job well. Getting clear on the key benefits that distinguish one provider from another is critical.

Productivity: Will they be able to meet your deadlines and be cost-effective? What is their track record and what evidence can they give to support any claims to being better than PennDOT in getting the job done on time and within budge?

Measurability: How will the provider assist you in measuring the results achieved? We no longer accept "Happy face" feedback forms as the sole determinant of whether the training and development was successful. Having partners who know how to help you assess the benefits that are gained is a necessity.

Compatibility: Will this provider be able to mesh well with your culture, staff and business realities? This is probably the most subjective criterion but it's still worth including. Good chemistry counts for a lot and should not be discounted.

Relationships between you and your external resources flourish when yo do your homework, clarify your expectations and use these criteria to make certain that there is a good match.

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