How to choose a Training Consultant

Decide

Do you really need a consultant? Is this work that you could do yourself, or would it be more appropriate to appoint someone in an interim management post?
Who in your organisation will prepare and agree the brief, timetable and budget? Will you speak to a limited number of consultants or have an open tender? For larger pieces of work we would strongly recommend a tender.
For shorter pieces of work, it may be sufficient to think through the questions you want to ask of the consultants you talk to.
What are your selection criteria?
Who will manage the contract and the consultants?

Preparing the initial brief

Identify the task to be completed and how it links to your mission or annual plans.
Define the aims of the consultancy and where you want to be at the end of the process.
Think about what kind of consultant you want: someone with good facilitation skills? Someone who can produce written work? Is it essential that they have some knowledge of your field of work or is that not relevant to the task? Propose a realistic initial budget and time-scales. Remember that many consultants have work booked well into the future: you will have greater choice and flexibility if you plan well in advance.

Choosing the consultant

Compile a checklist for short-listing consultants.
Decide whether you will short-list and interview, or whether you will choose from their written tenders. Whichever process you choose, think about how you will respond and give feedback to unsuccessful consultants.
Send some likely and/or interested consultants an invitation to tender, including a copy of the brief and some details about your organisation and how you will decide. Do not send 'round robin' tender requests out - there will be little incentive for consultants to respond if they feel part of a large mail-out, you will not present your organisation in a very professional light and you will get a better response from doing some selecting now. Give a deadline for submission of a proposal which would include their understanding of the work, how they would approach it, the experience and qualifications of the person who would carry out the work, timetable and budgets and all expenses, possibly references and their response to any other requirements you might have.

At the interview

Ensure you meet the person who will be undertaking the work or who would be your main contact.
Discuss their proposal and check it against your own criteria.
Compare fees quoted, estimated time-scales and availability.
Assess enthusiasm, commitment and empathy with your organisational values.

Agreeing the final brief

On appointment

Draw up a contract covering responsibilities, access and confidentiality, billing and payment arrangement, etc.
Ensure that all in the organisation are informed now and subsequently of the work of the consultant.

Managing the consultancy

Keep in close contact, give regular feedback to the consultant and to the rest of the organisation.
Ensure that the timetable and budget are adhered to and jointly agree any necessary rescheduling.
Keep on top of your responsibilities in terms of delivering information to the consultants.

Receiving the results

Decide how you want the consultant to report their recommendations or conclusions.
Decide how the report and/or its recommendations are to be distributed.

Assessing the outcome

Consider if you have got what you asked for, in the form in which you asked for it.
Discuss the report with the consultants and negotiate any amendments or additions. Inform NCVO of any feedback on the consultant you wish to share - particularly if it is negative. Don't just put the work in a drawer - use it!

(Extract from the Directory of NCVO-Approved Consultants)

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