What do you do if your feedback in IT Outsourcing lacks specificity and actionability?

There are two many ways to look at expectation 1.commonality of understanding of expectation or lack of it 2. Dynamic changes in requirements coming from the organization of outsourcer being resisted by the implementing organization . So change control process being absent . 3. Internal politics and discomfort resulting in passing the buck across organizations . 4. Unrealistic expectations on one side and skill gap on the other side . Balance is required through maturity through mutual understanding and interventions. 5. Financial or budgetary issues and management Play . The subject is complex and multi dimensional.

Use collaborative tools such as Slack to book meetings, interact and chat with other colleagues. Salesforce to assign tasks and MS Project to make sure you are on track and of course linkedIn recruiter to see pipelines and connections across teams so you can reduce time wasting and connection duplications.

If the communication needs documentation like Minutes of Meeting, Draft blueprints ....etc then use MS Teams with AI Feature to stay on top of your documentation game, if the game needs a fast action use your phone, if the meeting needs to be schedule in a professional setup use the web or in person, for me communication is using " Any means necessary " to get into action ?? .

Think of feedback as a roadmap for your IT outsourcing partner. If it's full of technical jargon and unclear instructions, they'll get lost. Use plain language, provide context, and encourage questions to ensure everyone's on the same page.

Honestly speaking there are many Project Management tools out there, my personal favourites are: Rational Rose - ( old but you can do so much with its functions) MS Teams - ( A great one if the whole company is using) LinkedIn Recruiter - ( Specific to Talent Acquisition and Outsourcing )

As you can find some professionals has resist to change you will surely find people resist to collaborate, i have met a bunch in my life where feedback and knowledge sharing is their bottom line of priorities. Make sure to break the ice before you foster collaboration, know them on a personal level and make them feel comfortable talking to you, whether its business or on a personal level, gaining trust and buy in is always and should be an HR goal

Agreed, not only focus on how to get the feedback, when to get it, from whom to get it and what will you do about the feedback is as important as the feedback itself. Put effort in improvements, setting up things the right way and even if you couldn't do the change or accomplish the feedback goal, at least convey this to fellow professionals whom you asked in the first place for feedback.

Embrace Specificity as a Service. This would involve creating a culture where feedback must be as detailed and clear as the services you outsource. Encourage teams to think of feedback as a deliverable that requires the same level of precision as any IT service. Include examples, use cases, and possible scenarios in the feedback to make it actionable. This turns vague comments into a roadmap for improvement, almost like a service in itself that helps both parties understand each other's expectations and how to meet them.