The Best Way To Transition From In-House To Outsourced

Your company is growing and you need more support staff, but you don’t have enough revenue yet to adequately staff up.

You have two choices: continue with existing team members, who are already working long hours and risk burn-out. Or hire new staff and cope with the strain of meeting payroll each month.

There is a third option that could prove to be better: Transition from in-house to outsourced support.

This option allows you to scale to the level of support you need in an affordable manner. To do this successfully, there are some key steps to take.

  • Determine the core competencies of your business. It’s critical to know and retain control of what your company is best known for and outsource the tasks that take time away from those competencies.
  • Identify your point person.This is the individual in your company, who knows your systems and processes inside and out.
  • Document, document, document.Systematically look at your current processes and develop step-by-step training procedures. Identify inefficiencies and where you can improve your processes.

Find the Perfect Outsource Partner

There are many choices for outsource partners. It always pays to do a thorough analysis of each company you’re considering before pulling the trigger and contracting with one.

Get referrals from trusted advisors, read reviews and testimonials about your candidates, and dig deep when you’re interviewing a prospective partner. Be sure the values, skills, and competencies of the outsource partner is in alignment with your company.

Steps to Avoid the Transition Blues

Once you’ve chosen the company you will be working with, follow these steps to successfully transition your work to the outsource company.

  • Identify key performance metrics.You have to know what is most important in terms of performance and communicate that to your outsource partner. For example, is speed of response more important than quality of response to your company?
  • Communicate clearly and set expectations.Communications, especially those done remotely, can be a hotbed for misunderstandings. Document your processes, invest time training the outsource team and constantly improve your communications.
  • Anticipate the learning curve.It takes time for an outside business partner to become fluent with the inner workings of your company. Build in time at the beginning of your relationship to review and answer questions on a regular basis. Continue to have weekly meetings to address any misunderstandings or concerns and to provide transparency to both your team and the outsource partner.

Avoid Micromanaging

The last step of a successful transition is sometimes the hardest. This is when you have to take a step back and allow the outsource company to do the job you hired them to do. If you have put the time and energy into your systems on the front end, done your due diligence with interviewing and hiring the right partner, you are now at a point where you can turn your focus to running your business more efficiently, developing new products, or setting new goals to grow your business to the next level.

Micah Laughlin
mlaughlin@canvasit.com

Micah Laughlin is the founder of Canvas IT and a leader in technology management services, supporting organizations of all sizes and helping them to thrive in spite of IT challenges and organizational changes. His first-hand experience with Service Desk Outsourcing companies led him to create a better way of doing IT outsourcing, the way he’d want it done. Today his philosophy carries on at Canvas IT as he creates a custom solution for each client just the way they’d want it done. Micah’s service desk management philosophy has supported dozens of growing businesses, adding value to the IT services they provide. Prior to founding Canvas IT, Micah spent more than 24 years managing IT operations – with 18 spent balancing the need for open, flexible systems with the restrictions of the highly-regulated healthcare industry.



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