This article examines the process of setting up a contract between the training manager and the training consultant. It argues that the potential for the training event, that is the subject of the contract, to be ineffective, is great. Consequently the process has to be well managed by the training manager. It lays out eight steps in the contracting process that the training manager should observe to have a greater chance of success. These are: check the consultant′s credentials; clearly specify your needs; ensure a fit with your organisation; arrange for written programme details; make clear evaluation arrangements; monitor newly appointed consultants; give clear feedback to the consultant; be prepared to answer awkward questions.
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