Follow our step-by-step guide to ensure your ideas for your company’s travel programme are heard and get the green light

The word 'outsource' can have negative connotations associated with redundancies and the move of jobs overseas, but there are times when outsourcing is necessary or desirable. “The primary rationales for using an external resource are, firstly, to access expert knowledge which is not resident in the organisation; secondly, when existing resources need an extra pair of hands; and thirdly, when there is a need to demonstrate internal neutrality in a potentially contentious project,” says Tom Stone, managing director of one such outsourced travel management company, Sirius Management. “An example of a lack of knowledge might be where the organisation has the capability of managing a TMC but lacks the tools or industry knowledge to conduct a robust tender process. “An example of needing an extra pair of hands might be an organisation that has a functioning travel manager who is required to implement projects simultaneously. And an example of a potentially contentious project might be the need to use external change management skills for a change to travel policy,“ says Stone. “Outsourced management (OM) and project consulting differ in that the former is usually longer term and utilised by an organisation which needs specialist expertise but which does not have the critical mass to support a full time or in-house position. By using a specialist on a retained basis, these organisations effectively have the best of both worlds,“ Stone explains. “The outsourced travel manager differs from the consultant in that the latter advises or makes neutral recommendations, while the OM acts on behalf of the organisation, representing them in supplier meetings and is inevitably more wired into the organisation they represent. Consultancy is usually project specific but the processes involved in sourcing and managing either are similar.” Read on for advice on how to find such a company and if you have a need for their services.

STEP 1: Ideally, the selection process should start with a recommendation. TMCs and suppliers such as airlines and hotels will be able to help, as will organisations like ITM. Suitability may also depend on the project scope and the business sector, as will the timing of your project. Select three or four who can clearly demonstrate previous experience and success in the project type required – experience in your specific business sector is a bonus. Once you have ascertained the veracity of the skills and experience claimed, then very often personal chemistry will decide who you use and this is particularly important if the manager is going to be exposed to other people in the organisation.

STEP 2: Ask for and then follow up on references supplied by your selected party. It is surprising how often this is not done. It's also preferable to select from the talent bank that has had practical experience of delivery from a corporate perspective rather than experience derived just from theory. The gap between a solution which works in theory and one which works in practice can be significant – I frequently see organisations who have bought into a good recommendation struggle to actually make it work. In this respect, consultants who have 'been there and got the t-shirt' have an obvious edge. If you expect your outsourced management or consultant to present to senior management, then someone with good communication skills will be as important as someone with keen analytical skills.

STEP 3: It is vital that any staff who will be working with the OM/consultant are involved in the selection process – their buy-in will be critical to the success of the relationship. Empowerment is essential and this means that the OM/consultant should have credibility with suppliers and that their client's suppliers are aware they have the authority to act on their behalf. Project goals and objectives should be set in advance so that expectations on both sides are agreed – although there should be scope for change. It is also important that there is a written contract and non-disclosure agreement in place.

STEP 4: It's critical to have continuous review of the objectives as well as regular dialogue to ensure milestones are met, as is an understanding of measurement metrics. In many instances the output from a project will be a written report and any consultant worth their salt should be able to produce an articulate and concise document detailing the stages, findings and recommendations. Performance management is a continuous cycle. Finally, remember that a good external resource brings a wealth of industry knowledge and market intelligence, the capability to introduce best practice and the facility to benchmark against current market trends and conditions.

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