| For some projects, a marketing consultant may need | | | | decision-makerso Risk managers |
| outside expertise or just an extra hand to get the job | | | | It may also make sense to clearly lay out how you |
| done. For engagements like these, hiring a | | | | expect to communicate with the independent |
| subcontracted marketing consultant to assist with the | | | | contractor during the project. For example, you can |
| project can help you meet your deadlines without | | | | document:o Your preferred method of communication: |
| having to bring a full-time employee on board. But keep | | | | videoconference, phone, e-mail or in-persono The |
| in mind, working with independent contractors does | | | | frequency of progress updates, and in what form you |
| bring a new level of risk to your business. | | | | want to receive themo The frequency of client |
| Even if you've found an independent contractor that | | | | updates, and in what form the client should receive |
| you know you can count on, there's always the | | | | themo The frequency of management status |
| possibility that a misunderstanding will result in a | | | | meetingso Expected costs related to long-distance |
| misstep that could negatively affect your business | | | | travel or communications |
| reputation, liability, and relationship with your client. That's | | | | As most marketing consultants have discovered |
| why, when working with subcontractors, it's important | | | | first-hand, not every project turns out as planned. |
| to put as much information about the project as you | | | | Sometimes, due to factors beyond your control, a |
| can in writing. | | | | project will change course once work has already |
| Before you commit to a working relationship with an | | | | begun. For this reason, it makes sense for a |
| independent contractor, it's a good idea to have both a | | | | subcontractor management plan to clearly establish:o |
| written subcontract management plan and an | | | | Processes for submitting proposed changeso Who will |
| independent contractor agreement, signed by both | | | | make decisions about changing project requirementso |
| parties. Documenting your expectations reduces the | | | | What process those decision-makers will use to |
| possibility of errors and omissions, lowering the risk for | | | | evaluate proposed changes |
| your company and client. | | | | It may also be a good idea to put in writing a definition |
| What's In a Subcontract Management Plan? | | | | of when the subcontractor's work will be considered |
| A subcontract management plan spells out the | | | | "done," and to address the possibility of him or her |
| relationship between you and the independent | | | | providing ongoing assistance to the client once the |
| contractor you employ, as well as between the | | | | project work is complete. |
| contractor and your client. | | | | Subcontractor Agreements |
| First, these plans commonly include a detailed | | | | With a management plan in hand, there's still one more |
| discussion of the project, addressing any areas where | | | | important thing you need: your subcontractor's |
| you think conflict or concerns may arise. Commonly | | | | signature on a legally binding subcontractor agreement |
| known as a "statement of work," this section of the | | | | that protects your business interests and reduces your |
| plan can clearly define the deliverables, tasks and | | | | liability. |
| services the subcontractor is expected to provide, as | | | | This type of agreement includes wording to:o Prohibit |
| well as any financial or scheduling constraints related to | | | | your independent contractor from being hired by your |
| the project. Often, the statement of work will also | | | | cliento Establish ownership of your company's |
| establish quality measurements for the subcontractor's | | | | intellectual propertyo Define the project deliverables |
| work. | | | | your subcontractor is responsible for |
| Many marketing consultants include an organizational | | | | Both the subcontractor agreement and subcontract |
| chart in their subcontract management plans, noting all | | | | management plan should help your independent |
| participants who will be involved with the project and | | | | contractor understand what's expected of him or her |
| what roles they will play. This chart may encompass | | | | before they report to the job. Documenting as much |
| your own primary consultants, your subcontracted | | | | as you can, in as much detail as possible, helps you |
| consultants, and your client's own team members. | | | | steer clear of many common marketing consulting |
| Your plan can also define processes to be used for | | | | project mistakes; keeps your client happy; and ensures |
| risk management and issue resolution, and establish | | | | a successful, longstanding work relationship with your |
| who will serve as:o Primary contactso Major | | | | valued contractor. |