When it comes to HR to provide staff augmentation, traditional temporary help, RPO process improvement, executive search work and direct hire services, the difference between a vendor and a partner is not merely semantics. Do you need one over the other? Will you really get what you pay for? Is it worth your time to know the facts?
Yes. Yes! YES!
What’s a vendor and what do they provide?
Typically a vendor relationship is created for one of three reasons:
1). The product is a commodity – it is what it is and price is the primary decision factor.
2). Quality is not relevant.
3). Thought leadership is unimportant.
Vendors generally offer cookie-cutter solutions. Their products and services are limited by a pre-established formula and are rarely modified or customized to truly satisfy your needs. That being said, the relationship between both parties is that of a traditional buyer and seller with little to no intention of strengthening the relationship or each other’s businesses.
What’s a partner and what do they provide?
A partner is fundamentally different. Partners take the time to meet with you to understand what type of product/service is needed before presenting a solution. Partners also set up the appropriate mechanisms to ensure they’re delivering the promised solution – then respond accordingly when they’re not.
A partner will also go a step further by engaging at a strategic level and finding new ways to add value to your organization. Partners go beyond selling (the function of a vendor) and become part of the team. They are committed to the success of that team. A partner is truly invested in the betterment of both parties and actively plays a role in the fate of the other party. Real partners collaborate to reach one solution that is beneficial for both.
So, what’s it come down to?
The primary difference boils down to trust. Clearly, competency and skill set both of the organization hired and the account management team are critical. But skills and competency only identify whether your HR hired gun is capable of delivering the desired outcomes, not if they actually will. Trust implies that they’ll deliver on their commitments.
In order to sustainably and consistently deliver on business objectives, all parties must be willing to engage in conflict. For the purposes of this conversation, we define conflict as an “unfiltered dialogue around ideas.” Not as a personal attack on people, but rather an engaging dialogue about challenges, opportunities and solutions. In order for conflict to occur, trust must be present. Trust in one’s own voice and trust in the relationship. Conflict is inherent in any sustainable relationship.
Vendors sell you what they need to meet their quota.
Partners act in your best interest, collaborating to give you what you need.
Vendors do what they’re told, even if it only makes sense for them.
Partners do what is necessary to achieve the business objectives and outcomes you desire.
Vendors get in trouble when they go outside the “process.”
Partners do whatever’s necessary to forward your business.
Partners are on your side. Their success is your success – and your success is their success. You win. They win. That’s why IntelliSource will forever be a partner.
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