Your boss tells you there’s been a change of plans and she needs those updated employee communications in two weeks, instead of two months. Or maybe your communication department has been downsized to a sliver of its former self, and no one has the strategic expertise to move forward with necessary communications for the new restructuring. Or better yet, you and everyone in your group are simply swamped, and need support.

Corporate communicators, IT project managers and human resources managers outsource projects and responsibilities for a number of reasons:

• to gain an outside perspective,
• to get support during a peak period, or
• to fill in the expertise gaps of an in-house team.

Determining that you need outside help is probably the easy part; selecting the right person or group to best meet your needs can be tough.

There are many vendors to choose from—some are ill-equipped, many are adequate, and some are outstanding. To make the best fit, dig deeper than experience and personality (though these are critical) when selecting an outside resource. Size up their … well … size. Sometimes bigger is better; sometimes it’s not.

We at IVC have a lot of experience with all sorts of communicators, working with independents and freelancers, and coming into a project after a large-name firm has, in the client’s view, dropped the ball. Here’s a primer on the benefits of three types of communication counsel and support — based on size and culled from our experience (assuming that the business in each of these cases is well-managed):

When solo operators hit the spot

Factors that might make a sharp independent communicator worth considering include a need for smaller-scale or quick-hit support such as writing, editing and word-smithing, a very limited budget, or if you’d prefer someone working from your offices.

Many independents or freelancers have a specialty or strong suit, and may serve much like a contractor or part-time employee (whether on-site or not), shoring up your existing group through super-charged busy times. And, if having someone in your offices is the best approach for your culture and the project itself, consider a contractor or freelancer. As a one-person shop, it may be easier to mold their entire client base around one or a few clients.

What to watch for? The IRS has strict guidelines about who constitutes an independent business person, contractor or employee. Ensure the independent operates a viable business and adheres to IRS regulations. Also, if the freelancer is really shopping for a full-time job, he or she may bail out at a critical point in your project. Make sure your vendor is able to see you through the finish line.

Small firms may offer expanded knowledge and more responsive service

If a base of pooled knowledge is what you’re interested in, call a small firm. Smaller-sized groups, and certainly their clients, can benefit from the fact that brainstorms among group members — including the principals — happen every day; it’s the nature of the size. (Freelance independents don’t usually have the same degree of day-to-day interaction with other communicators, and large firms can be too large to allow for that high degree of impromptu info-sharing.)

Small firms may also be a perfect fit for complicated projects requiring the expertise in a variety of areas, such as strategic thinking backed by tactical expertise. And, unlike large firms, small firms often tailor solutions rather than offering boilerplate solutions that can cost you a small (or large) fortune.

While an independent can be less expensive than a small firm, no group is more cost-efficient if the firm’s well run. Because each group member is an expert in his or her role, you’re not paying for someone to come up to speed on issues relevant to your company.

When is a large firm the right choice?

Let’s say the project warrants several staffers to work side-by-side with employees, attending a lot of meetings and working from your offices. This is one of the instances where you’d benefit from using a large firm. Thanks to a larger staff, large firms can more easily assign teams of people to work on large-scale, long-term projects that require a significant deployment of people to carry out the plan.

Projects requiring a lot of people in multiple locations simultaneously scream for a contract with a larger firm. (Heck, even the best independents and small firms just don’t have that many bodies.)

Caveats hitting the news regarding large firms is that their fees are often high, solutions can be boilerplate, consultants can be very junior, and the bureaucracy can cause sometimes significant product and service problems. Also, some have minimum monthly revenues they’d prefer from each account, leaving some clients to feel they’re treated arrogantly.

Ivy Sea's IntraPersonal and Mindset Mastery CyberWorkshop

Ivy Sea's Organizational Communication CyberWorkshop

or e-mail us at info@ivysea.com.

Remember, this information provides food-for-thought. Your needs are unique, so the most effective leadership, or organizational or interpersonal communication plan for you should be customized to meet your needs.