|
Smooth Sailing
27 March 2014
HR professionals work with a number of service providers, with the more common one being recruitment agencies and/or headhunters. Representing the company that he/she works in, these HR colleagues are typically authorised to negotiate and decide on related issues in particular the type and scope of services, and of course the related costs to the company.
From the perspective of such a service provider – outplacement and executive coaching services in my case -my ideal client is one that accepts my quotation, and that sends me a reminder the next day after signing the contract for services :”Can you please send me the invoice so we can pay you?” In the course of managing my regional business for over 15 years, I can share that there are, maybe a dozen of such ideal clients that I have been fortunate enough to provide my services to – and the majority of these continue to be clients.
On the flip side, I can still remember a potential client who agrees to meet with me and was not in the office when I arrive on schedule. Not once, but three times – all within a span of a couple of months, and may I add, in the same calendar year. He never had the decency to let me know what happened, nor to apologize for inconveniencing me. Will I ever provide services to the company he works for – eh, maybe not. I would not want to experience the pains of working with someone who is not unprofessional in his approach towards others, service providers notwithstanding.
Here are some best practices that may be considered for adoption by HR professionals.
- You are a representative of the business. Conduct yourself professionally at all times. Yes, appointments sometimes need to be changed, but do let us have ample notification, whenever possible, and do treat us as fellow professionals, not beggars.
- Where the need arises, document minutes of meetings/conversations to mitigate the risks of mis-understandings. I have heard of vendors who did not deliver what they have promised to their clients, and there was absolutely nothing the client could do to change things as these promises were made during phone calls and/or meetings, and based on so-called “gentleman’s agreement”. The converse also happens – clients refusing to pay the agreed fees for services provided by vendors who did not obtain a signed confirmation (for services to be delivered).
- Given the need for total accountability and transparency, it is not just good, but necessary that you obtain a quote from more than one vendor. Do a comparative analysis so you can make an objective decision to go with a particular vendor.
- Much as there is always the perennial issue of managing costs/expenditure, the dollar factor should not be the main, or sole criteria for comparison and decision making. In the selection of services in my outplacement business for example, HR professionals should be asking questions about program content, delivery methodology, profile of career coaches and track record. References from other clients could also be gathered before a decision to award us the assignment, or not, is made.
- Sometimes the need arises for professional fees to be negotiated. Much as your company is going to pay for the services, it is rightful that you maintain a good balance of protecting your company’s interests, as well as the vendor’s. The right mindset is always to strive for a win-win. Much as vendors are mindful of a company’s budgetary constraints and challenges, they have also the need to manage the financial aspects of their business. Never attempt to drive fees down so much that it makes a mockery of the vendor’s professionalism. Most consultants price their services to reflect their experience and what the market is prepared to pay for their expertise. If you choose not to respect this, I guess I only have one coaching question to say :”How would you feel if you were on the receiving end?”
Paul Heng
Founder/Managing Director
NeXT Career Consulting Group, Asia
www.nextcareer.net
|
Programs 
