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Even if the vendor himself were honest, further character requirements should include professionalism, and punctiliousness with his tasks so that damaging errors, abuse, and misuse are not perpetrated due to sloppiness. An example, here, would be the password falling into the wrong hands due to the vendor's negligence in sufficiently protecting it (White Paper, 2004).
The vendor, also, has to demonstrate concern for his client's objectives; there have been too many cases of vendors being more involved with their own self-interest than that of the agent's, therefore, the manager is recommended to ensure prior to hiring that his goals are compatible with that of the vendor's and that perceptions of the task are alike (Taylor, 2007).
Overconfidence on the vendor's part can also be detrimental resulting in (amongst other factors) a reduction of concern for the work and, subsequently, a decrease in precautions (Hunton, Wright, & Wright, 2007)
Since outsourcing is extremely expensive, Chan and Pollard (2007) refer the manager to countries that, despite being cheaper, still provide quality service. This, however, does not exclude the problem of possible deception and breach of trust and may introduce the added complication of cultural miscommunication.
A further recommendation, therefore, would be excellent communication skills on the...
The relationship, given inherent potential for suspicion, is particularly vulnerable to conflict and distrust. For outsourcing arrangements to be successful for both parties, clear negotiation strategies must be entered into and communication to be direct, open and honest on both sides.
My two factors, therefore, that were omitted from specifications include the need for seeking a consultant with expert communication skills, and for ensuring that the vendor is honest enough to keep to the perimeters of his field and admit deficiencies in knowledge when he strays.
Sources
Chan, P.S., & Pollard, D. (2007) it Outsourcing: Strategic Implications. The Review of Business Info., 10, 97-104.
Rowe, B.T. (*).Will Outsourcing it Security Lead to a Higher Social Level of Security? *
Taylor, H. (2007). Outsourced it Projects from the Vendor Perspective, Journal of Global Information Management, 15, 1-27,
Hunton, J., Wright, a.M., & Wright, S. (2004) Are Financial Auditors Overconfident in Their Ability to Assess Risks Associated with Enterprise Resource Planning Systems? Journal of Information System, 18, 7-28
White Paper (2004). Oversight. www.oversightsystems.com
Sources
Chan, P.S., & Pollard, D. (2007) it Outsourcing: Strategic Implications. The Review of Business Info., 10, 97-104.
Rowe, B.T. (*).Will Outsourcing it Security Lead to a Higher Social Level of Security? *
Taylor, H. (2007). Outsourced it Projects from the Vendor Perspective, Journal of Global Information Management, 15, 1-27,
Hunton, J., Wright, a.M., & Wright, S. (2004) Are Financial Auditors Overconfident in Their Ability to Assess Risks Associated with Enterprise Resource Planning Systems? Journal of Information System, 18, 7-28
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