For the training or HR manager, out-tasking offers a way to augment, as well as maximize, internal resources to achieve business goals with flexibility in cost and time.
- Low risk. Short-term out-tasking contracts allow the company to evaluate and replace vendors, if needed, on a regular basis and without further obligation. Companies retain ownership of the training function, but are relieved of the burden of carrying out the training activities. Because external vendors offer skills transfer, knowledge, and experience, internal employees are generally accepting of out-tasking and often see it as an opportunity to improve their skills.
- A successful partnership. Out-tasking creates a successful partnership that builds an in-depth understanding of an organization’s business, culture, and dynamics. The training needs of the organization are fulfilled, with an understanding of the business objectives and the best ways to direct the organization toward its goals—through the development of its employees.
Projects can be developed without a long lead time, and can be linked for consistency and continuity. Training and HR managers can focus more on core management responsibilities and build on training and development initiatives that link to an organization’s goals.
Today’s business environments no longer require a clearly defined choice between in-house training and outsourced solutions. Rather, organizations are looking to strategically source the best training products, services, and talent possible. Out-tasking has evolved into an optimal choice for companies who understand that black-and-white business decisions more often appear as shades of gray.
Owen Davis is managing director of U.S. operations at TrainingFolks.
This article appeared in the August 2008 issue of T+D Magazine. Copyright 2008 by the American Society for Training and Development, 1640 King Street, Alexandria, VA 22313, 703-683-6100. The August issue of T+D Magazine can be accessed online at http://e-ditionsbyfry.com/Olive/AM3/TDM/
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