Wrong! Wrong, wrong, wrong way of thinking. I’ve worked with many consultants in my life. Some I even learned from so much, that they became mentors (two, in particular). However, when you have consultants that really don’t have something specific to do, but are on the monthly company expense report, it’s really hard to justify.
Being a consultant right now could be very lucrative, since many companies have reduced hiring and controlling their activities by hiring freelance work.
Being a consultant right now could be very lucrative, since many companies have reduced hiring and controlling their activities by hiring freelance work.
When you do hire a consultant, I suggest that you at least follow these tips:
* Have specific outcomes monthly on what you expect that individual to perform. It seems like a very obvious tip, but you would be surprised on how months go by and you are wondering what that individual is actually doing out there!
* Ask the individual to put together a monthly report on activities with specific deliverables attached, along with their invoice. This will monetize the value of this individual on what he/she is performing.
* Speak with the consultant weekly to answer questions, ask questions, identify if he/she is on track—or on the wrong track—to accomplish the assigned project. Just thinking that they are doing what they need to do could be a big problem in the end. Trust me, I’ve been there.
Finally, be sure to evaluate the value of the work the consultant has performed every 3-6 months. You’ll be glad you did!
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