ABSTRACT
Annette Howard had been particularly attentive to the succession planning issue she had committed to addressing since joining the not-for-profit organization. One of the things she had started spending her time on was conversations with employees about what ignited their emotions. Annette found that one of the employees responsible for delivering their services to children had aspirations of becoming the chief spokesperson for the organization and its mission. She had remembered some of the principles she had learned about outsourcing of which three are discussed. First, if an activity is not a part of the central purpose of the organization, it could be a candidate. Second, if some jobs were hard to fill with high-quality incumbents, maybe they should be moved outside. Third, if an outside contractor is capable of performing activities at a higher level of quality and is affordable, consideration should be given to turning those activities over to them.
