Not only is it important to ascertain whether or not it is the right time for the organization to engage in outsourcing, it is equally imperative for the company to develop a timeline upon which the outsourcing agent’s consent is acquired during the establishment of the contract as part of the same (Zhu, Hsu, & Lillie, 2001). The development of this timeline should be made part of the company’s primary agenda as soon as the evaluation shows that the company is in a state where it can feasibly engage in the outsourcing operation.

This timeline is developed for the purpose of serving as a monitoring mechanism for all the activities that the outsourcing process shall constitute. This timeline, however, should not be restricted in its scope to only the two organizations coming into coordination with each other but should also include specific highlights of all personnel and departments that are to be involved or may be affected as a result of the outsourcing procedure (Zhu, Hsu, & Lillie, 2001). In this regard, it may be effective to carry out an organization wide training regarding the outsourcing process in order to bring the employee’s up to speed about the purpose of the outsourcing process, its key attributes, the changes it is expected to bring about and how personnel are expected to react to the outsourcing process and the outsourcing agent in particular.