Do you find it difficult hiring a consultant? Do you feel that the ground rules are never the same, and it involves an unsavory negotiating process? Dealing with a consultant doesn't have to be difficult. This is especially true if you are working with a good one who wants to be around for your next project. He's the one who will also guide you in the process of working with him.

As a customer, you are purchasing expertise, which is an intangible. The rules are completely different than when you buy computers, printers, and modems. Even software in its most basic package comes with a license certificate that we can hold in our hands. But what is knowledge? How do we define that ethereal something that one person has done for years, and you need tomorrow?

Having a good consultant is a rewarding experience. Your small department really didn't need a full-time desktop manager just to recommend hardware specifications every two months or negotiate with vendors twice a year. Or perhaps the help desk manager on sabbatical needed coverage for six weeks, and the fact that your consultant improved escalation procedures was just an added benefit. In fact, when you think about hiring a consultant, chances are it's not only the overflowing work load that you are trying to resolve, but also control of the work. You can hire more staff to do work, but you want to make sure the project is completed with a sense of ownership. A good consultant will not only help you define the scope of the problem, but if you allow him to, he will also see it to completion. Here are four steps to manage the process:

What should you expect out of your initial call? That's a common question. We always have this fear that just by talking to a consultant, an invisible meter starts ticking and suddenly we are billed a hundred bucks just to chat about what company Microsoft is allegedly digesting this week. You should expect your initial call to be free, and if the consultant offers to visit, then the first meeting should be free as well. If you are so impressed that you want him entering your mahogany doors, then you should be prepared to spend your quarter on his first visit. When you are on the phone, he should give you the warm and fuzzy comfort level that at the minimum he has the competence to discuss your problems. He should have references that you may call, but on this note, be courteous. If you aren't going to hire the poor soul, don't call up his current customers just to chat about whether they have heard about available network engineers who will work cheaply. Those people are his best clients, and are just as busy as you are. Network and schmooze at the Rotary and the Lions club, but not with his references.

Do you have to pay for the analysis? Well, how do you feel? Do you want him? Is his description of your problem right on target? Does his approach to understanding your situation just makes good old fashioned sense? If so, put him in your budget. He should be paid for that knowledge. The good news is that you don't have to pay ten thousand just for him to come out and visit. You will probably pay anywhere from $300 for a half day analysis to several thousand for a week's in-depth research, but a good consultant will package that as an independent proposal that will double as a white paper for you to implement (or not) with whatever team or staff you choose.

Do you have to pay a retainer fee? Most consultants will not require a retainer for the proposal stage. After you agree to his fee for service or hourly rate, the consultant will spend anywhere from a half day on up defining the scope of work, and deliver it to you in written form within a short time. But if you would like to hire him for the project, it is reasonable for the consultant to have anywhere from a third to half of the fee up front. This may seem awkward at first, but a good consultant's asset is his expertise. You wouldn't send an employee to a conference without paying the fee before attending. If you are uncomfortable hiring him after checking his references and accepting delivery of the proposal, then perhaps you need another consultant. A good consultant will dedicate more of his time to you when he knows you are committed to his solving your problems.

Getting the work done: Now that you have equal expectations of the process, you are both way ahead of the game. You have your business scope of work documented. Rates and time schedules are defined. You understand and authorize what the consultant is doing. Guess what? Your consultant is likely to be more respectful and responsive than those you've used or heard about in the past. And why not? You are a good-paying client who has made him part of the process. It just might make it easier to utilize his expertise for your next project.