Like many China service businesses, I both hire outsourcers and look for clients to hire me to provide services for them.

On the hiring side, I’ve been noticing that many of the consultants I used to work with are now becoming more difficult to hire. Their customer service skills aren’t the issue – they simply choose to take bigger or more specialized projects. As consultants and outsourcers get more successful they become pickier about the jobs they take on.

On the sales side, I have to admit that I too have become more selective – and to some potential clients, a good deal more difficult. I simply don’t have the time or resources to do exhaustive proposals on spec for clients that may or may not know what they’re doing. I am more interested in longer-term, higher value-added projects that involve more commitment from the client company – and I have been around long enough to have become a little pickier about whom I work with.

What’s the best way to approach a potential business outsourcer in China?

If you are looking for a business consultant or outsourced solution in the China market, you have more choices than ever. But like all competitive markets there is a very wide range of quality - and prices are rising quickly. If you are in the market for services, here are a few ideas that may help.

1. Get your ducks in a row first.
You have to understand your problem before you sit down with an outsourcer – and all your departments have to agree. Most of my projects involve Sales and HR, and at times it can feel as if they are on different planets. If you don’t understand or have a consensus about what lies at the heart of your business problem, then either analyze it yourself in advance or make that part of the consulting mission. Don’t expect to figure it out as you go along, on the consultant’s dime. I no longer take jobs that will end up in failure.

2. Decide if you want the consultant to scope your problem.
In other words, determine what the real BUSINESS problem is and how you want to solve it. If you don’t know, then you have two solutions. 1) Figure it out yourself as preparation for the hiring process. 2) Outsource this part of the problem. Companies that think they can get an outside consultant to analyze and solve business problems as part of his selling proposal are usually disappointed. Good consultants won’t go into much detail – and poor consultants may tell you what you want to hear in order to make the sale.

3. Delegate the hiring process at your own risk.
I once had the final negotiations for a long-term project with a newly hired HR assistant. The big bosses had all met with me and give their informal approval – but then disappeared from the process. I finally gave up dealing with the HR representative after 8 months of delays and a non-stop stream of requests for new proposals and alterations.

4. Time counts.
I once negotiated a repeat job in August, was told we’d be doing the project in November – and then got an email in February saying they wanted to start right away. This doesn’t make your organization look tough – it makes you look dim and chaotic. Rates go up.

5. The good ones are selecting you, too.
Long-term suppliers are constantly telling me that they will do a certain job at a reasonable rate for me because we have a good relationship, but that they don’t usually do that kind of work anymore. Likewise, when someone approaches me to help them I assess my ability to do the job successfully, the efficiency with which I can work with their staff and the odds of me getting paid within a reasonable amount of time. I don’t take every job anymore – nor do I write detailed proposals for every inquiry. There simply isn’t enough time.

If you use a consultant you are in essence making a strategic hire. You may have to do some selling. You may have to do some educating and explaining. And once the hire is made, you need to give him the authority and resources necessary to get the job done.

Business Process Outsourcing and outside consultants are trends that are becoming more important to organizations – and in some cases the ability to find good service suppliers is a major strategic advantage. Make sure that your organization is getting the most from its outsourcers and consultants by hiring them correctly.

You thought you were giving a high-potential young hitter his first big break, but now you have created a monster in your organization. He’s gone from being a hard-working, ambitious young go-getter to an entitled, bossy, mini-tyrant. There is disharmony and strife on your sales-floor – and you’re becoming concerned that it’s just a matter of time before some good people head for the exit.

How do you manage the man-diva in your shop?

It happens in a lot of sales organizations. You’ve jumped your own queue to promote someone without seniority or paid out a huge commission check. Now your golden-boy has bought into his own hype and is channeling Gordon Gecko in short, shrill bursts.

1) Did you make a mistake?
This is the toughest question that a lot of senior managers never ask themselves. Maybe the potential you saw was wishful thinking on your part. Maybe he’s just not mature enough to handle the responsibility consistently. Young hot-shots may be smart – but that doesn’t make them leaders. If your bold management decision has turned out to be a bust, you have to fix it quickly.

2) Does he have a point?
There’s a chance your boy is right on the money. Maybe he really is right and the rest of the team is wrong. Complacency kills, and it’s a disease that has spread through many China-based sales organizations. If your team has gotten lazy, self-satisfied and complacent, then maybe your golden-boy is doing exactly what he’s supposed to be doing by shaking things up a bit.

3) Who is he pissing off?
Who is doing the grumbling here? Is it the receptionist who botched an important message and the telemarketing staffer who spends more time on MSN than on cold-calls? Or is he poaching leads from your big hitters? Never underestimate the size of a successful salesman’s ego – your top earners fully believe that they can earn more across the street, even if it means starting over. And don’t be surprised if once the exodus starts it keeps right on rolling until it’s just you and the problem (assuming of course that he hasn’t jumped ship by now as well). This happens a lot – and Shanghai can be the perfect storm for this sort of thing. Don’t force the hand of your best earners.

4) Is he producing?
This is the key question. If your man is ruffling a few feathers but delivering the goods, then maybe this is a problem worth solving. But if it turns out that he was all talk and no sales, then you will have to make an adjustment sooner rather than later. Remember how hard it was to answer question 1 about whether or not you made a mistake? Well, now you have your answer.

5) Can it be saved or turned around?
Is he nervous or insecure? Making a few silly mistakes on his first big job? Or is he really a socio-pathic asshole? Insecurity can be handled with an outside training course and a couple of nights of team drinks at The Spot or Blue Frog. Crazy & mean just never gets better.

The most important thing is to be in control of the situation. This is exactly the type of situation that alienates lots of senior managers from their front line organization. If you appear unaware of the situation – or worse, seem to side with the attitude problem – then you are going to drive a wedge between yourself and the very people you need to help you succeed.

Damage control for a bad promotion can be extremely difficult. Sometimes these things work themselves out on their own – but you’ve got to be ready in case tough action needs to be taken.