How to Choose an Outsourcer

By Renata Turba and Roger Barbosa

Outsourcing business processes has become a business necessity because companies are facing a globally competitive market every day. Therefore, the focus on end-activities is mandatory.

However, the company managers need to be sure that accounting, financial and managerial information are being timely generated by the outsourcer in the best possible quality under the circumstances.

Selecting the Right Service Outsourcer

Choose established partners. Look for information about the company for your first contact. Check out the main social media and search for company’s history, Mission, Vision and Values.

Watch them. Hold meetings and see if professionals have experience in outsourcing. Make sure the outsourcer knows all the dimensions that move an organization, such as: people and corporate culture, processes, infrastructure, external agents, etc.

An outsourcing process must respect the company culture, map information processes, identify the functionalities of (integrated?) systems, avoid the same work being done by more than one employee, and the existing internal controls, which are fundamental to obtaining reliable accounting, tax, financial and payroll information.

Buyers should be aware of technological advantages and secure business processes so that they can ask their outsourcers for such services before they design and structure the entire outsourcing project, resulting in “standard” service without any increase and security in the handling of information. Define transition plans and deadlines.

Try to identify the technology that the outsourcer will use in the design of the solution: if the system (ERP) is known in the market, search on the web, identify if your company can use part of the system modules – financial, for example – having the information available at any time.

Clearly define the desired outcomes in the outsourcing partnership and how they will be measured. Consider long-term relationship dynamics by clearly defining desired outcomes and how they will be measured.

Establish good lines of communication. There are several problems that can cause confusion, such as language barriers, differences in time zones, different cultural and economic environments. It is crucial that both parties understand each other.

Work with, do not impose. Once you outsource, your provider is part of your company; so treat it this way. Give them a sense of ‘dominance’ over their tasks.

A worried company must learn to encourage, insist and persist. It should also learn to listen to the advice of its consultants and, within its resources, promote the inclusion of improvements as part of its corporate goals, henceforth

Be sure to get what you paid for. Not necessarily the cheapest.