| "> | | | | therefore no advantage in making the work last any |
| What are the benefits of using a Freelance Consultant | | | | longer than necessary. |
| / Trainer for your next project? | | | | 5. Project planning |
| Companies are often wary of employing freelance | | | | Normally, a freelancer will commit to a project without |
| trainers when setting up a new project or | | | | provision for vacations or other time off. This makes it |
| contemplating a 'roll out' operation or 'change' scenario. | | | | easier when setting up project plans and milestones, |
| There are however distinct advantages to using | | | | as the potential of employees requesting time off does |
| freelance as against permanent resources, and some | | | | not have to be factored into the project plans. |
| of these are outlined as follows. | | | | 6. Desire to work |
| 1. Financial | | | | The freelancer does not have the comfort zone of |
| Although the initial costs (hourly/daily rate) of freelance | | | | permanent employment and is hungry to work. |
| trainers may seem expensive, this has to be set | | | | Their motivation is normally extremely high and does |
| against the fact that there are no costs of in house | | | | not require any external stimulation, as is often the |
| benefit packages, no pensions commitment, no | | | | case with long-term permanent employees. |
| payment for holidays or sick time etc. | | | | 7. Up to Date Skills/Qualifications |
| Also, the cost is fixed, purely for the term of the | | | | The freelance trainer has to compete in a constantly |
| contract, and can be budgeted into the overall project. | | | | changing marketplace for contracts of varying |
| Once the project (and contract) are completed, there | | | | requirements. For this reason they tend to constantly |
| are no ongoing employment costs or costs of | | | | update their skills and certifications to attract work |
| redundancy etc. | | | | from customers. You will often find that freelance |
| 2. Skills | | | | trainers have one or more of the following |
| Often a client does not have the requisite expert skills | | | | qualifications - IITT, CIPD, ITOL, ISMA or ECDL as well |
| in house that are required to produce training quickly | | | | as accreditations from relevant vendors, and they are |
| and effectively for a new project or roll out. It is often | | | | constantly updating them in order to secure contracts. |
| more cost effective to employ a freelancer who has | | | | This gives you recognised quality that you have not |
| these skills, than waiting for existing employees to gain | | | | had to finance. |
| sufficient depth of knowledge and expertise. | | | | 8. Work force motivational factors |
| However, as part of the freelance contract, the client | | | | Using an external expert consultant can demonstrate |
| should arrange that the freelancer transfer those skills | | | | to your work force that the company is committed to |
| required to permanent employees for ongoing | | | | adding value to their personal development. Using |
| maintenance of the project after the contract has | | | | internal staff does not always create the same feeling |
| finished. | | | | that the company is willing to spend to increase |
| 3. Focus on the project | | | | employee skills. |
| Permanent employees often have their own personal | | | | Using an external consultant can provide more |
| priorities. They are concerned with day to day 'office | | | | freedom of expression and opinion by delegates during |
| politics', enhancing their career and promotion | | | | the training sessions. Your delegates will feel less |
| prospects etc. Combine this with time spent on | | | | constrained by internal company politics and restrictions |
| company activities, such as meetings etc. and in most | | | | when discussing things with an external consultant, |
| companies the actual applied working time of the | | | | who they do not perceive as part of the 'company |
| average employee is only about 50% of their time at | | | | machine'. This can lead to much more open discussion |
| work. | | | | and participation by delegates, which can greatly |
| Freelance workers have no interest in company | | | | enhance the effectiveness of the training. |
| politics, career chasing, internal meetings etc. and tend | | | | 9. Wide ranging experience and fresh ideas |
| to focus 100% on the project they are working on. | | | | Invariably freelance consultants, by the very nature of |
| The freelancer has a fixed deadline, i.e. the end date | | | | their work, will have worked across a wide and varied |
| of the contract and will normally always ensure that | | | | cross section of industries and organisations, in both |
| the work is completed to the project milestones. | | | | the private and public sectors. They can provide |
| 4. Commitment | | | | valuable 'real world' experience and ideas that your |
| A freelancer is only as good as their last project. They | | | | staff may not have knowledge of, due to having to |
| tend to gain employment mostly by referral and it is in | | | | focus on their normal day-to-day occupations. This can |
| their interest therefore, to always do as good a job as | | | | be invaluable during times of change and can promote |
| possible on each project. There is no advantage to the | | | | a sense of 'thinking outside of the box' by delegates |
| freelancer in spinning out the project unnecessarily, as | | | | and staff that they have contact with. |
| this would reflect on future opportunities. | | | | Summary |
| This means that you tend to get 100% commitment | | | | So, if you are considering a new project, roll out or |
| throughout the project, as a freelancer will tend to | | | | change scenario, think carefully about how it will be |
| avoid all distractions and try to complete the project | | | | resourced. In many cases, you will find the best solution |
| ahead of milestones where possible. After all, there is | | | | is to use freelance resources to complement your |
| normally no 'overtime' pay for the freelancer and | | | | existing workforce. |