6. Desire to work The freelancer does not have comfort zone of permanent employment and is hungry to work. Their motivation is normally extremely high and does not require any external stimulation, as is often case with long-term permanent employees.

7. Up to Date Skills/Qualifications The freelance trainer has to compete in a constantly changing marketplace for contracts of varying requirements. For this reason they tend to constantly update their skills and certifications to attract work from customers. You will often find that freelance trainers have one or more of following qualifications - IITT, CIPD, ITOL, ISMA or ECDL as well as accreditations from relevant vendors, and they are constantly updating them in order to secure contracts. This gives you recognised quality that you have not had to finance.

8. Work force motivational factors Using an external expert consultant can demonstrate to your work force that company is committed to adding value to their personal development. Using internal staff does not always create same feeling that company is willing to spend to increase employee skills.

Using an external consultant can provide more freedom of expression and opinion by delegates during training sessions. Your delegates will feel less constrained by internal company politics and restrictions when discussing things with an external consultant, who they do not perceive as part of ‘company machine'. This can lead to much more open discussion and participation by delegates, which can greatly enhance effectiveness of training.

9. Wide ranging experience and fresh ideas Invariably freelance consultants, by very nature of their work, will have worked across a wide and varied cross section of industries and organisations, in both private and public sectors. They can provide valuable ‘real world' experience and ideas that your staff may not have knowledge of, due to having to focus on their normal day-to-day occupations. This can be invaluable during times of change and can promote a sense of ‘thinking outside of box' by delegates and staff that they have contact with.

Summary So, if you are considering a new project, roll out or change scenario, think carefully about how it will be resourced. In many cases, you will find best solution is to use freelance resources to complement your existing workforce.

Acknowledgements Adapted from an original article by John Roberts, Director of JayrConsulting Ltd. ( www.jayrconsulting.co.uk ) and modified after valuable input and critique by co-members of TrainerBase ( www.trainerbase.co.uk ) .This article may be freely reproduced / modified and used in any way, providing this acknowledgement is left in its entirety.

3. Is training or development offered on a weekly or bi-weekly basis providing ongoing opportunities for application and feedback?  No Yes

If answer was Yes, again CONGRATULTIONS! People need numerous opportunities to practice newly learned skills so that they are highly “competent” in both their attitudes and behaviors. For example we all know what 10 x 10 is. However, very few of us can answer as quickly and with as much confidence what 23 x 24 is.

4. Is training or development offered on a monthly, quarterly or annual basis where learning engagements exceed 5 to 6 hours per day without opportunities for application and feedback between learning engagements?  No Yes

If answer was Yes, then learning may not be delivering desired results and potentially creating a negative return on investment. Research suggests that a one time exposure to a learning event such as a 1 or 2 day full training or development session results in 50% cognitive retention after 24 hours; 25% cognitive retention after 48 hours and less than 2% cognitive retention after 16 days. Remember, brain only absorbs, but butt will endure.

5. Is training or development aligned with current organizational goals and supported from top down by CEO and executive committee?  No Yes

If you answered, Yes, again you and your company are headed for success. If response was No, then you may wish to consider looking at your organizational goals to ensure alignment. An important side question to ask is can everyone in your organization name exactly same top 3 organizational goals for current year? If not, what are those “miss actions” costing you in terms of financials, leadership, relationships both external and internal and growth and innovation?

6. Is training or development curriculum based upon “core” competencies?  No Yes

If you answered yes, then whose competencies are you using? Do all those competencies work for and with your organization and your people?

7. If training or development curriculum is based upon “core” competencies, how many times have you had to repeat training?  None 1 time 2 times 3 times 4 times+

If you answered one or more, then is a core competency based curriculum, truly effective and creating desired end result of transformation?

8. Is training or development based upon “desired” results?  No Yes If you answered No, then why are you undertaking this training or development?

9. If training or development is based upon “desired” results, how many times have you had to repeat training or development?  None 1 time 2 times 3 times 4 times+

If you answered one or more, then potentially, desired end results were not clearly communicated within ENTIRE organization. (Refer to above Question 5, side question.)

10. Is training or development based upon weaknesses or upon strengths of each individual within organization?  Weaknesses Strengths

If you answered, weaknesses, then question is why do winning teams win? Is it because of their weaknesses or strengths? Training or development should be strength-based not weakness-based. A strength-based curriculum ensures that everyone is leveraging their assets while working to improve their potential strengths and weaknesses.

This quick assessment as well as hints and questions are designed to help you easily recognize where your current efforts might be redirected to ensure that your leadership development is truly delivering your desired end results. For further understanding of how a results-based approach to leadership development makes far better sense and deliveries a positive return on your training or development dollars, consider a quick and easy read, Fail-Safe Leadership Straight Talk About Correcting The Leadership Challenges in Your Organization by Linda Martin and Dr. David Mutchler.

2005 All Rights Reserved. Leanne Hoagland-Smith @ 219.759.5601