Training Industry Magazine - Fall 2016 - 53

proposals. The process for having a great
partnering relationship with a supplier
starts at the RFP, and continues through
the contracting phase and ultimately
through implementation of the project.

3 | Effectively do your due diligence.
When selecting a supplier for an
upcoming engagement, do everything
you can to determine if the partner is
a cultural fit for your business. The best
way to do this is through due diligence.
Don't assume - make certain - they meet
your needs. It's a good idea to require
your suppliers to demonstrate their
capabilities by requiring references,
credentials or case studies of projects
they have successfully completed.

4| Select suppliers based on capability first.
Be careful of selecting suppliers based
on price and assuming they have the
capabilities. We've all heard and even
made the statement that you get what
you pay for. Training is not a commodity.
And when you select a supplier based
on price first, you are commoditizing
the suppliers work. Focus first on the
supplier's capabilities, then on their
business attributes, and ultimately on
price, quality or speed.

5 | Be easy to work with.
Training suppliers often tell me the clients
they work the hardest for are those who
are easy to do business with. They want
to do the best for those who are good
clients. Treating suppliers as if we suffer
from "vendoritis" makes the supplier's
job more difficult, adding stress and
risks to their ability to be successful.
At the end of the day, suppliers have
to be profitable too. A successful

engagement is when both parties are
successful and profitable.

6 | Value a supplier's credentials.
There are a variety of credentials in the
market that demonstrate a supplier's
capabilities. Some are industry based
and some are internal to their own
organization. The bottom line is we
need for suppliers to demonstrate
that their own staff is properly trained
to do the work we need them to do. If
you are contracting for instructional
design, make sure their ISDs are
certified in instructional design. If you
are contracting for managed learning
services, expect your supplier to be
certified training managers. If you are
contracting for delivery, require your
supplier to have certified instructors in
their field of expertise.

7 | Hold frequent reviews.
Stay in frequent contact with your
supplier during the implementation
phase of your engagement. Don't wait
until the project is completed to review
their approach and progress. Regularly
meet to ensure the project is on track and
moving toward successful completion.
And be careful of scope creep. Don't
allow reviews to be a means for change.
From where I sit, we have an opportunity
to improve how we engage with suppliers
and forge successful partnerships.
Ultimately, these strategic partnerships
are essential to developing effective
training programs that deliver true
performance improvement.

LESSONS
LEARNED
7 WAYS TO FORM
A SUCCESSFUL
PARTNERSHIP

1 | Treat suppliers as partners. The relationship between
the learning leader and supplier must be viewed as a
strategic partnership.
2 | Properly define and communicate expectations.
Learning leaders should never assume that what
they are requesting is understood by the supplier
when submitting proposals.
3 | Effectively do your due diligence. Make certain that
suppliers can meet your needs by asking them to
demonstrate their capabilities.
4 | Select suppliers based on capability first. When
you select a supplier based on price first, you are
commoditizing the suppliers work.
5 | Be easy to work with. Training suppliers work
the hardest for those who are easy to do business
with. They want to do the best for those who are
good clients.
6 | Value a supplier's credentials. Suppliers need to
demonstrate that their staff is properly trained to do
the work we need them to do.
7 | Hold frequent reviews. Regularly meet with the
supplier to ensure the project is on track and
moving toward successful completion. And be
careful of scope creep.

Doug Harward is CEO of Training Industry,
Inc. and a former learning leader in the
high-tech industry. Email Doug.

T R A I N I N G I N DUSTR Y MA GAZ INE - FALL20 1 6 I WWW.TRAININGI NDU S T RY . C OM/ MAGAZ I NE

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Table of Contents for the Digital Edition of Training Industry Magazine - Fall 2016