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By Marcy Phelps
 In the 21 September 2006 issue of the FreePint Newsletter, I wrote about my experiences working with Udo Hohlfeld, a subcontractor I hired to help me add German-language research to a profile I was compiling on a company headquartered in Germany. Since then, I've tapped the expertise of a number of highly skilled subcontractors, helping me complement my secondary research with telephone research, competitive intelligence and public records searching and retrieval. In every instance, the finished product exceeded my client's expectations and resulted in repeat business.
Adding the skills and expertise of outside researchers is a great way to save time and expand and improve your information centre's products, services and visibility, but it takes planning and preparation to have a successful subcontracting experience. It's important to think ahead of time about when to subcontract, how to go about hiring subcontractors and some best practices for working with them.
When to subcontract
Subcontracting can be used for projects or parts of projects where no internal expertise is needed. The types of research that are typically subcontracted include online database and Web searching, telephone research, manual research, public records (both online and manual) and document delivery.
Generally, there are several situations when you would consider using the services of an outside professional:
- When special skills or resources are needed
Perhaps you need research in another language or the project calls for an international perspective, as I needed when I called in Udo. Sometimes you need information contained in a specialised database, but you can't justify the expense of a subscription. And often, there are certain types of research that are best left to the experts. Patent searching, public records and highly-specialised industries are examples of these areas of expertise.
- When you are short on time
Sometimes your clients have a rush request, or you are managing so many requests that your resources are stretched to their limits. Rather than turning away business, bring in some outside help. And since subcontractors are only there when you need them, it's a great way to manage your workflow. Identify some clearly-defined, routine projects or lower level tasks that don't need to be completed in- house, and you and your staff can focus on more strategic tasks.
- When you need an unbiased, third-party perspective
Maybe a fresh set of eyes will help you identify new avenues for research. Some projects, though, will have better outcomes if they're not done in-house. For example, if your client asks for insights from prospective customers, you will learn much more if an impartial party is conducting the research. In the case of sensitive projects, your company may not want to reveal that they are doing research. By using subcontractors, it's possible to uncover information without mention of the ultimate client's identity.
Hiring subcontractors
Once you've established a need to bring in an outside researcher, how do you find subcontractors and what do you look for in a subcontractor? Identify possible candidates by tapping into your network. Who do you already know? When you meet other professionals at meetings or conferences, learn about their unique skills and think about how you might work together. If there's a possible match, work on learning more about each other and developing a relationship. You can also turn to associations to make connections. The Association of Independent Information Professionals (AIIP) offers a referral service and an online directory of its members. Look for both at their website <http://www.aiip.org/>. The Special Libraries Association <http://www.sla.org/>, Society of Competitive Intelligence Professionals <http://www.scip.org/> and the FreePint community are other possible sources for finding subcontractors.
When you decide to utilise the services of an outside information professional, you want to look for several characteristics in the candidates:
- Special skills or services
Does the potential contractor possess complementary areas of expertise? Ask about access to specialised resources. What about critical thinking skills? Do they have the ability to understand your goals and objectives and make recommendations for research? Also consider the 'soft skills'. Do they communicate well and get along with colleagues?
- Excellent reputation and commitment to the profession
What do you know about the subcontractor? Check references. Find out how long they have been in business and if they are involved in any professional associations. Being active in the profession indicates whether they adhere to a set of ethical guidelines, take part in regular professional development offerings, and are up-to-date on industry issues and trends.
- Honours confidentiality and other agreements
Your reputation, and those of your company and information centre, depend on this. The subcontractors you work with should have no problem with signing standard non-disclosure agreements and reasonable contracts. They need to be able to meet deadlines and follow through on other agreed-upon details of the project.
- Availability and flexibility
You want to match your needs with the best person available. If you frequently require fast turnaround time for your projects, make sure the subcontractor can handle rush requests. Are they willing to manage workflow ups and downs, or do they expect a steady stream of work?
Subcontracting best practices
Now that you've identified what projects could benefit from outside expertise and some possible partners to work with, it's important to consider several best practices for making the process as smooth as possible for everyone involved. These best practices will help you in both the planning and implementation stages.
- Planning Improves Outcomes
Anticipate information needs and determine who will pay for any subcontracted work. Is it your information centre or the department that will use the information? Build a strong business case for using subcontractors, and identify and develop relationships with departments that would benefit from working with subcontractors and who are willing to pay for it. It's much easier to include these services when budgets are created than it is to try to fit it in later.
- Develop And Document A Process For Working With Subcontractors
Maintain a structured approach. Consider fee structures (hourly, project, or retainer) and rates, chain of communication and whether subcontractors will work on-site or off. Also decide whether the subcontractor and their work will be 'invisible' to your client or if they will be a known source. Talk to your vendors to find out if subcontractors can use your database passwords. Create templates and style guides. Once you have worked out the details, put them in writing so the process can be easily modified and replicated.
- Facilitate Communication Between All Parties
Ongoing, effective communication between all stakeholders is an essential factor in successful subcontracting. Determine who does what ahead of time and take time to discuss deliverable formats, timelines, fees and possible extra charges. Be sure to confirm everything in writing. For longer projects, schedule regular check-ins as appropriate, keeping in mind time and budget. Share goals with and get input from subcontractors. Make sure they know how and when they can reach you. Make the contractor part of your team.
- Expand Your Skills Beyond Research
Working with subcontractors requires management skills. You'll need to expand your knowledge of and expertise in project management, interpersonal skills, communication, negotiation and more. Taking a more strategic approach to needs assessment, resource allocation and product development will make you indispensable to your clients.
Subcontracting research projects to carefully-selected outside information professionals helps you manage work flow and resources, as well as improve and add services. In addition, it has the potential to increase your leadership role within your organisation. Make sure you invest the time and resources for the planning and preparation that are necessary for a successful subcontracting experience.
As the company founder and president of Denver-based Phelps Research, Marcy Phelps (mphelps@phelpsresearch.com) offers professional research and research training services that help her clients assess market and product potential, minimise risk and improve long-term planning. Marcy regularly writes and speaks on a variety of topics, from business and networking skills to finding and evaluating information on the Web. Marcy publishes a free monthly e-mail bulletin, ResearchNOTES, with useful sites and tips for Internet research. To subscribe, go to <http://www.phelpsresearch.com/research.html>. Her blog, Power Networking for Introverts, can be found at <http://www.IntrovertsCanNetwork.com>.
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