In my last blog, I spoke about the idea to extend our options to attract experienced Project Managers by creating a networked organisation. Add freelancers to The Independables pool of resources to extend our offer to our customers. In this blog, I will highlight a few advantages of a networked model which, I think, are relevant to make this work.
The first advantage is the flexibility we offer our customers. This flexibility is much needed due to the fast pace and the amount of change in our world. Changes that follow in a fast pace requires adjustability, flexibility to respond fast and move swift. Networked organisations support an agile approach, are flexible, fluid, and ever-changing (based on assignment, conditions, environment). Based on the demand, we can quickly scale up or down at our customers based on their needs.
Another advantage is the ability to reach more interesting customers. As a freelancer, you might not be able to acquire an assignment at large companies like Philips, ASML, Johnson & Johnson. The Independables as an organisation has a better chance of connecting with these companies and getting the appealing assignments. We offer continuity and flexibility, two characteristics a freelancer cannot offer. As a networked organisation, we are much better prepared to level the demand of our customers compared to what a freelancer can offer.
A great advantaged of a networked organisation is the ability to learn from each other, ask questions, cooperate in assignments. Technology allows the members of our networked organisation to interact with each other, search for solutions and use templates created and shared by our community. Coaching plays an important part in the support of our members in their assignments and can take any form that is required. From a weekly touchpoint to peer reviews and even Steering Committee attendance. This advantage can only be achieved by a group of highly skilled and liked minded people, as a freelancer, this feature can never be achieved while working alone.
A networked organisation offers many advantages to all parties involved. Does that mean we as The Independables will not try to add people to our payroll any more? No, we continually will be on the lookout for experienced Project Managers that fit our profile and are not interested to become a freelancer. In the end, this will create a hybrid organisation where we have Project Managers on our payroll and freelancers connected via a networked organisation. As in nature, we can organically react to what happens in our business. We can quickly scale up and down, use the economic tides as a lever to attract people to connect, and offer a platform for business and social interactions between like-minded project managers. Allowing each to take on a role and work relationship that fits his or her ambitions and lifestyle.
One of the questions I still have is regarding quality control. How do we measure upfront the abilities, quality of freelancers that want to join our network? Based on a resume and one or two interviews alone, we will only scratch the surface in my opinion. So, my questions to you are the following:
”How do you measure upfront the quality of Project Managers to be added to our network? Is a resume and interviews the best way to measure this quality, or are there other ways?”
Although I did not receive an answer yet via the blog post, I did get quite some feedback on this from my network. The most advised measurement seems to be a good performance review by someone that you trust. In other words, growing your network only via recommendations of members that are already part of the network and checking customer references is probably the best guarantee on maintaining the high-quality level of our services.
Do you agree or disagree? Please react to this blog with your insights on this question.
Quality of Project Manager can be defined in a variety of ways. As a consequence, validating it, depends on what you look for. Gut feel forecasts appropriate behaviour, values and practice. An alternative to defining and validating beforehand, is gauging the willingness of the Project Manager to commit to outcomes. I used to ask what they want to learn in the assignment and how we will remember them afterwards. This says a lot about motivation, commitment, strengths and focus areas. In combination with short feedback cycle on progress and results, you can shorten or extend the working agreement, to everybody’s satisfaction.