Cadman Consulting Group Inc. - Press Release - Ernst & Young

Up-Front Diligence Key To Good Results
Reprinted from Business in Vancouver
May, 1998

Imagine this scenario. You're hoping to launch a new technology product and estimate developing the software codes will take five people to complete. The problem is, there are no in-house software developers waiting for something to do and expanding the staff for one project is out of the question. Hiring a technology consultant could be the most efficient way of completing the project.

Before you hire a consultant, Gary Cadman thinks there are a few things to keep in mind. Cadman is a technology consultant recruitment expert, and principal of Vancouver-based Cadman Consulting Group. He offered the following advice:

Define your needs. No technology consultant can do a proper job if you haven't figured out exactly what you need done. Having detailed notes on what you want to accomplish will help you identify which skills to look for in a consultant.

Up-front due diligence is key. Spend the necessary time going through the applications and look for inconsistencies-Cadman said one in five resumes isn't entirely accurate. Conduct thorough interviews and check at least three references. A Consultant's former managers will likely make better references than former co-workers.

Don't hire sight unseen. Technology consultants won't become part of your permanent staff, but chances are they'll still have to work with several of your employees. So meet them in person. Doing so is particularly important when using the internet to locate consultants.

Look for consultants whose past professional environment matches your company's. A technology consultant used to working in a R&D environment may not be well-suited for a manufacturing business.

Nothing can substitute for years on the job. As a rule of thumb, Cadman seeks technology specialists with minimum of three years of technical expertise and 10 years working in a technology environment.

Put it on paper. Define goals and schedule specifications of a job as far as you can take them. Insist on receiving frequent status reports which will keep you and the consultant on track.

Get your staff involved. Make sure whoever will be using the application or system being developed by a consultant is involved in the entire process, from planning right through to testing and implementation. Clearly identifying the needs of end users will reduce the risk of a consultant going off-track or of a project running too long.

Before hiring consultants to manage your projects related to the Year 2000 problem, complete a systems audit. Make a list of all applications used in your office. The more information your consultants have, the better they'll manager the project.

Always keep lines of communication open. It will keep you informed about progress and it will give consultants the confidence to talk to you about issues before they become problems.

Trust your instincts. Don't be afraid to turn away candidates who look good on paper, but who you feel will not be a good match with your company.