In 2007 we had around 15 people working in the HR department to service 4800 employees so we didn’t have the resources to devote to this…. What solutions were out there for recruiting….. So as we discussed earlier in the case study ……
Time Out - We need to decide how we are going to manage this….. We need a solution.
Juste- Several options……
Some or insourced some or outsourcedCookies and Cake approach
Juste- Speak to the importance of a strong HR partnership- Compliance
Juste- Speak to the need of Req Approvals and how the client had nothing
Juste- Share the Importance of ATS
An RPO Case Study Transitioning Your Recruiting Organization
& presentsAn RPO Case Study: Transitioning Your Recruiting OrganizationPlease standby. The webinar will begin shortly.
INTRODUCING RPOA• We are a not-for-profit association serving RPO buyers and providers• Our mission is “to educate the market about RPO”• Visit us online at: www.rpoassociation.org• Access the RPO Resource Center• Subscribe to our RPO Blog• Follow us on Twitter (@rpoassociation) and join our LinkedIn Group
INTRODUCING Lamees Abourahma • RPOA Executive Director • Founder and President of Webbright Services • Specializing in inbound marketing and generating qualified leads through website design, content marketing, social media and analytics. Jimmy Taylor • Co-Founder of Novotus • More than 20 years of experience in the staffing industry • Founder of several staffing companies • Board Member for Dallas/Fort Worth Staffing Mgmt Assoc Juste Turner • Novotus Director of Client Services • More than 10 years of recruiting experience • Manages teams responsible for recruiting across the U.S. and internationally.
NOVOTUSPassionate about Recruiting Results • Located in Austin, Texas • Developing customized recruiting solutions for nearly 10 years specializing in: • Recruitment Process Outsourcing • Contract Staffing • Executive Search • Recruiting Research and Candidate Generation • Recipient of 2010, 2011 and 2012 Best of Staffing • Founder of the RPOA – a great resource for buyers
2007 SITUATIONGrowth Through Acquisition • Significant growth led to a fractured, decentralized recruiting structure • Very few standard metrics existed to measure recruiting results • Turnover was high • Non-standardized processes led to gaps in compliance and inefficiencies • Needed a unified technology platform to manage applicants
NOVOTUSRelying on external expertise was key in identifying opportunities for improvement • Conducted a Comprehensive Organizational Recruitment Evaluation (CORE) Workforce Recruiting Assessmen Organization Sourcing Process Metrics Planning Technology t
RECOMMENDATIONSThe CORE assessment produced the following opportunities for improvement: • Reduce Attrition • Proactively Recruit • Develop Requisition Approval and Tracking • Implement Applicant Tracking System • Create Employment Brand Including Career Site • Develop Sourcing Strategies • Establish Standard Reporting/Metrics
RECRUITING MODELSYour Options INSOURCE OUTSOURC [Centralized] CO-SOURCE E [Decentralized] [Front-End] [End-to-End [Hybrid/Blended] [Overflow RPO] RPO] [Shared Services] [Project Solution] All Hiring Functions A Combination of All Hiring FunctionsConducted by Internal Insourced and Conducted by External Resources Outsourced Solutions RPO Provider
RECRUITING PRESSURESWhat’s the Environment? Reduced Recruiting Staff Reduce Cost Per Hire Increased Candidate Volume Increased Strategic Demand Utilize Latest Recruiting Achieve Diversity Targets INTERNAL Techniques RECRUITING CORPORATE BUSINESS PRESSURES PRESSURE EXTERNAL MARKET PRESSURE Increased Competition for Top Talent Changing Sourcing Landscape Lack of Qualified Candidates
STEPS TO SUCCESSQuestions to Ask Identify Internal Identify Corporate1 Recruiting Pressures 2 Pressures 3 Identify External Recruiting Pressures Operating with Reduced Increased Strategic Demand Increased Competition for Recruiting Staff of HR Top Talent Difficulty Managing Increased Need to Increase Quality of Hire Quickly Changing Sourcing Candidate Volume Landscape/Channels Need to Achieve Organization No Recruiting Technology Diversity Targets Platform Insure Compliance with Regulated Activities Outdated Recruiting/Sourcing Need to Increase Hiring Techniques & Channels Manager Satisfaction Changing Economy Makes Future Unpredictable Create/Improve Employment Need to Reduce Time to Fill Branding Lack of Available Skills in Need to Reduce Cost per Hire Market Increase Candidate Satisfaction/Experience Need for Scalability to meet fluctuating hiring demands Need to Create Consistent Recruiting Process Across Org Justification for Recruiting Department Size Need to implement metrics & reporting Develop Formal Employee Referral Program No time to be Strategic (too bogged down in tactical tasks) Increase New Hire Retention High Personnel Costs
STEPS TO SUCCESS Evaluate recruiting model Analyze Organizational 4 options 6 Alignment to Corporate Values or Philosophy Consider Cost/Benefit of 5 Each Model 7 Outcome is your vision of success – a “game plan”
CLIENT’S CHOICEShifting from decentralized to centralized recruiting structure
STRENGTH IN NUMBERSPositive Results Come from Quality HR Partnerships • HR support and buy-in is key • Data drives change • Success promotes utilization
REQUISITION APPROVAL & TRACKINGPromotes Knowledge and Awareness of Needs • Compliance • Visibility • Accountability • Decision Support • Financial Recognition • Efficiencies
ATS, ATS, ATS............Technology and Reporting • Deployed Applicant Tracking System • Created centralized reporting and executive dashboards
TALENT IS EVERYWHEREWhere do you find the best talent? RPO MULTI-CHANNEL RECRUITING STRATEGY Competitor Social Recruiting Media Channel Job Boards Networking Career Referral Traditional Portal Marketing Media Website
RESULTS • RPO utilization among Business Units has doubled in the last year. Compliance grows with that utilization. • Created a recruitment program that has scaled up and down with business needs. • Talent pool and energy footprint continues to grow • Recruitment cost is 50% lower then the industry standard (Staffing.org) • HR has a broader knowledge of the needs,. challenges and cost associated with
RESULTS • Support Hiring Managers in the field with a broader selection of candidates during the recruiting process. The effect was a reduction in attrition caused simply by a better selection. Turnover is 21% lower among business units utilizing RPO.
CONCLUSIONS • Unique opportunity and challenge was present • Partnered with an Enterprise RPO to customize and deliver a world class program • Modernized the Talent Acquisition function • Significantly drove down costs to acquire talent • Decreased turnover • Data now exists to make appropriate business decisions
WHAT’S NEXTContinuous Improvement • Work with HR to provide and empower them with the critical data to enhance business decisions • Broaden Customer Satisfaction Measurements • Scalability – Working with HR to “right-size” our team for 2012 and beyond • Recently launched Competency Based Interview Guides and Training to Hiring Managers