Outsourcing Training and Development
Factors for Success
Published on 2. February 2006
250 pages
978-0-7879-8289-8 (ISBN)
Description
In this book, human resource management and training expertJudy Hale demystifies training outsourcing and details howcompanies can successfully outsource their training and developmentneeds--from the entire learning function to selected servicesand programs. It also covers the labyrinth of contractual,interpersonal, and legal dimensions inherent in any decision topartner with another service provider. Filled with practical tips,guidelines, and plenty of tools, this book explains how todetermine
* What type of external resources will be required
* What to expect of external resources
* What will be required in terms of program deliverables,reports, quality assurance, risk management, and reportingrelationships
* The level of readiness to outsource deliverables ranging frommanaging the training and development function to specific programelements
* The contractual elements that best protect anorganization's interests
* How to collaborate effectively with all of the functionsinvolved in outsourcing decisions
Reviews / Votes
"This book brims with practical guidance, wise counsel, richexamples and, best of all, helpful tools. It's a must for HRDor training managers and all other key stakeholders involved inoutsourcing any part of training." --Harold D. Stolovitch, emeritus professor, Universite de Montreal,principal, HAS Learning and Performance Solutions and author,Telling Ain't Training and Training Ain'tPerformance "In step-by-step details, Judith Hale outlines how to make theright decisions about outsourcing securing the proper agreementsand keeping the process on track. In an easy-to-read format withfigures and charts, this is an indispensable tool for thoseinvolved in outsourcing." --Jack Phillips, chairman, ROI Institute, Inc. "The charts, tables, and guidelines are superb resources forboth sides of the relationship, and Hale's many examples letus learn from others who have traveled this potentially treacherouspath before. Outsourcing Training and Development is theperfect map!" --James J. Hill, Jr., CEO, Proofpoint Systems Inc. "Buy this book and use it. What I like most about the book isthat it does not paint outsourcing as the panacea that some mightthink that it is. Like anything else, outsourcing requires hardthinking, planning and managing. Judy Hale gives you that and muchmore." --William J. Rothwell, Professor-in-Charge, Workforce Education andDevelopment, The Pennsylvania State UniversityMore details
Other editions
Additional editions
Book
01/2006
Pfeiffer
€72.62
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Person
Judith Hale, Ph.D., is president of the consulting firm, Hale Associates. Their services include consultation on alignment, assessment, certification, evaluation, and integration of performance improvement systems, performance management and strategic planning. She is also the author of The Performance Consultant's Fieldbook, Performance-Based Certification, Performance-Based Management, and Performance-Based Evaluation all from Pfeiffer.
Content
List of Figures.
CD-ROM Contents.
Preface.
Introduction.
Chapter 1: Outsourcing: A Business and EconomicModel.
A Little History.
Why Outsource.
What Is Outsourced.
What the Relationship Looks Like.
Implications.
Missteps and Oversights.
Summary.
Where to Learn More.
Notes.
Chapter 2: Identifying the Need.
Determine Clients' Needs.
Determine Criticality and Priority.
Implications.
Missteps and Oversights.
Summary.
Where to Learn More.
Notes.
Chapter 3: Assessing Capacity and Capability.
Assess Strengths.
Assess Weaknesses.
Conduct Job Task Analysis.
Implications.
Missteps and Oversights.
Summary.
Where to Learn More.
Notes.
Chapter 4 Selecting the Outsourcing Firm.
Set the Baseline.
Define Roles and Responsibilities.
Define the Requirements.
Define the Selection Criteria.
Recruit Potential Outsourcing Firms.
Issue the RFQ.
Issue the RFP.
Convene the Panel and Decide.
Implications.
Missteps and Oversights.
Summary.
Where to Learn More.
Notes.
Chapter 5: Contracting.
Prepare the Contract.
Draft Master Agreement.
Determine Scope of Work.
Draft Addenda.
Agree on Terms and Conditions.
Implications.
Missteps and Oversights.
Summary.
Where to Learn More.
Note.
Chapter 6: Starting Up.
Build Contract Profile.
Set Up Governance Process.
Develop Management Plan and Schedule.
Create Communication Protocols.
Develop Document Standards and Controls.
Agree on Deliverable Standards.
Identify Intellectual Property.
Create Transition Plan.
Create Dispute Resolution Process.
Implications.
Missteps and Oversights.
Summary.
Where to Learn More.
Chapter 7: Managing the Relationship.
Provide Oversight.
Implement the Plan and Protocols.
Share Expectations and Agree on Goals.
Communicate.
Stay Current with Needs.
Measure and Report Results.
Celebrate Success.
Improve Processes.
Implications.
Missteps and Oversights.
Summary.
Where to Learn More.
Chapter 8: Closing Out.
Notify About Termination.
Transfer Intellectual Property.
Return Physical Property.
Reconcile Financial Obligations.
Terminate Clearances, Codes.
Execute Final Performance Review.
Orient the Training Function.
Implications.
Missteps.
Summary.
Where to Learn More.
Notes.
Index.
About the Author.
Pfeiffer Publications Guide.
