From Choosing to Excusing and Back: Transitioning Your RPO Partner

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  • 1. From Choosing to Excusing and Back: Transitioning Your RPO Partner Key takeaways for attendees include: • Questions to ask when choosing an RPO provider; • Choices to ensure successful collaboration; • Suggested expectations for the roles and responsibilities of buyers, incumbents and new providers; • Tips for mitigating change effects on service delivery and candidate and hiring manager satisfaction during implementation.
  • 2. Introductions & Agenda Today’s Presenter • RPO Industry Evolution • Should I Transition? • What Model meets my needs? • Who’s the right Provider? • Transition Lessons Learned Barry Diamond VP of Client Solutions Pinstripe & Ochre House • Q&A
  • 3. RPO Industry Evolution Second Generation & Beyond
  • 4. Evolution of RPO
  • 5. Poll the Audience Where are you with your current RPO provider? • RPO 1.0 • RPO 2.0 • RPO 3.0 • Not currently working with an RPO provider. • I am an RPO provider.
  • 6. Should I Transition? How bad does it have to get before I am willing to change?
  • 7. Consider the Switching “Costs” • • • • • • • • New RFP/assessment process Contractual requirements Loss of institutional knowledge Technology implications Internal change management preparedness Implementation impact on stakeholders Time to productivity Provider overlap
  • 8. Choose Your Own Adventure
  • 9. Poll the Audience Where do you fall? • I have the right model and provider. • I have the wrong model and provider. • I have the right model but wrong provider. • I have the wrong model but right provider. • I am a provider.
  • 10. What should I do to prepare?
  • 11. If you’re serious about transitioning… • Identify what is working and what is not about your current state. • Know your metrics and be realistic about expectations. • Begin situation analysis 9 to 12 months before your current contract is due for renewal. • Perform a strategic workforce planning exercise that forecasts your needs. • Start fresh with the providers you consider.
  • 12. What Model Meets My Needs?
  • 13. Partnership Models Enterprise End-to-end solution implemented enterprise-wide or focused by location or business unit Co-sourcing Working in partnership to meet talent acquisition needs Project End-to-end solution executed to support growth for a specific initiative
  • 14. Who’s the right Provider?
  • 15. Ask Yourself the Following • What is driving my decision to transition? • Is this provider able to address that concern directly? • Based on my desired model, am I looking for a Transactional or Transformative provider? • Is this provider able to scale with my organization’s changing needs? • Does this provider have the deep industry experience and expertise I require? • Will this provider be a cultural fit with my organization?
  • 16. Poll the Audience Which is most important to me in the choice of provider? • Total Value/ROI • Ability to Scale • Industry Expertise • Cultural Fit • Reputation in the Market Place
  • 17. Resources on Providers • • • • • • HR.com Everest Group – RPO Provider Profiles Nelson Hall – RPO Provider Profiles HRO Today – Baker’s Dozen Ranking The Outsourcing Institute/HR Executive Ranking Staffing Industry Analysts
  • 18. So, you’ve decided to transition. Transition Lessons Learned
  • 19. Basic Transition Checklist  Clearly define expectations of incumbent provider, new provider and internal organization.  Inform incumbent provider of transition.  Create Interim Recruiting Contingency Plan.  Host transition meeting with all parties.  Catalog all “knowledge transfer” from incumbent.  Take or transfer ownership of database and third-party tools/partnerships.  Incentivize incumbent provider to continue performing.  Continually assess progress and adjust as necessary.
  • 20. Transitioning Requisitions Interim Recruiting Contingency Plan
  • 21. Communicate, Communicate, Communicate. • Identify and customize communications for each stakeholder group. • Clearly define expectations: 30-, 60- and 90-day. • Tap a representative sample for voice-of-customer sessions; satisfied, unsatisfied, active and inactive hiring managers. • Provide several methods for questions and feedback, but one central internal contact. • Include host in all communications between providers. • Document and share all conversations, meetings and agreement exchanges.
  • 22. Wrap-Up
  • 23. Final Thoughts 1. Decide if RPO is right, if your model is right and if your provider is right. 2. Be prepared to manage expectations. – No service interruptions. – Cooperation between providers. – Honest & open dialog. 3. Emphasize Change Management success. 4. Create and implement Interim Recruiting Contingency Plan with new provider. 5. Communicate with stakeholders regularly and make it easy to gather feedback.
  • 24. Thank You! Complimentary Everest Group Insight RPO 2.0 - Paradigm Shift in RPO Value Proposition Questions & Comments Answers & http://resources.pinstripetalent.com/FreeEverestReport Responses