1.
W W W . M Y N T C O N S U L T A N T S . C O M

2.
A G E N D A
What is RPO?
Why RPO?
RPO Principals & Models
Roles & Responsibilities
Implementation Methodology
Pricing models
Contracting
Before you get started…
Q&A

3.
W H A T I S R P O ?
T H E R E C R U I T M E N T P R O C E S S
O U T S O U R C I N G A S S O C I A T I O N
( R P O A )
The Recruitment Process Outsourcing Association defines recruitment process
outsourcing (RPO) as a form of business process outsourcing (BPO) where an
employer transfers all or part of its recruitment processes to an external service
provider. An RPO provider can provide its own or may assume the company’s staff,
technology, methodologies and reporting. In all cases, RPO differs greatly from
providers such as staffing companies and contingent/ retained search providers in
that it assumes ownership of the design and management of the recruitment process
and the responsibility of results.

4.
In-House Recruiting
+
Manual Process
In-House
Recruiting/Agencies
+
Manual Process
EVOLUTION
OF
RECRUITING
MODELS.
Agencies
+
Manual
Process
Outsourced
Recruiting
+
Automated
Process

5.
BUSINESS DRIVERS FOR RPO
V A R I A T I O N S I N H I R I N G
D E M A N D
N O R E C R U I T I N G
P R O C E S S &
M E T R I C S
C O S T P E R H I R E
D I S O R G A N I Z E D
R E C R U I T I N G P R O C E S S
N O C A N D I D A T E F I T
S T A F F C A N N O T F O C U S
O N C O R E B U S I N E S S
I S S U E S
Dedicated and scalable recruiting team.
ATS records workflow.
Process efficiency reduces costs by improving quality and visibility.
Tailored recruiting processes improve efficiency and consistency.
Sourcing strategies, branded messages and standard screening &
assessment capabilities improve quality of hire.
Outsourcing model allows your staff to focus on strategic business
issues vs. day-to-day/low value transactional activities .

6.
THE RECRUITMENT
PROCESS AT ANY POINT OF
TIME IS BASED ON THE
PRESENT AND THE FUTURE
REQUIREMENTS
OF A COMPANY.
The role of a clear recruitment process plays a critical part in organizational growth and is
hence a must to understand its importance and need.

7.
RPO PRINCIPALS
Customizable solutions
Improve quality of the hiring process
Reduce risk
Increase employee retention
Promotion of company’s brand
R P O i s a p a r t n e r s h i p b e t w e e n
a c o m p a n y w i t h r e c r u i t i n g
n e e d s ( R P O b u y e r ) a n d a
c o m p a n y w i t h r e c r u i t i n g
s e r v i c e s ( R P O p r o v i d e r ) i n
w h i c h t h e R P O b u y e r ' s b r a n d
i s b e i n g p r o m o t e d i n s t e a d o f
t h e p r o v i d e r ' s .
R P O I S B A S E D O N F I V E P R I N C I P A L S

8.
RPO MODELS
Full RPO
Short Term Project RPO
Limited RPO
Consulting RPO
On-Demand RPO
Co-Sourcing RPO
R P O S E R V I C E P O R T F O L I O

9.
ROLES
&
RESPONSIBILITIES
To have a truly effective performance management process that supports
employee performance, development and success, you need to get everyone
involved.

10.
RPO TEAM STRUCTURE
O P E R A T I O N S D I R E C T O R
O P E R A T I O N S M A N A G E R
T E A M L E A D
S T A F F I N G C O N S U L T A N T
R E C R U I T E R S
P R O G R A M C O O R D I N A T O R
S O U R C E R S
D E L I V E R Y O P T I O N S
O N S I T E
V I R T U A L
S U P P O R T E D

11.
Operations Director Alternate Names: CSD- Client Services Director, Program Manager, HSC-Head of Client Services
Alternate Names: Onsite Recruiter, Lead Recruiter, Recruiting Lead, ORC- Onsite Resourcing
Alternate Names: CSM- Client Services Manager, CRM- Client Relationship ManagerOperations Manager
Team Lead
Staffing Consultant
Recruiter Alternate Names: Lead Sourcing Specialist, Recruiting Specialist, Recruiter Junior
Program Coordinator Alternate Names: TAC-Talent Acquisition Coordinator, Recruiting Coordinator, Admin,
OBS- Onboarding Specialist
Alternate Names: Sourcing SpecialistSourcer

12.
Collect project documentation
Outline implementation timeline
Define governance
Begin Process Documentation and
create future state process map
Conduct Action Meeting
Design and document procedures
(Work Instructions and templates)
Test all Technology Implementations
and Integrations
Create and deliver Recruiting
Team Training, HR/HM Training
Go Live
H O W L O N G D O E S I T T A K E ?
30 day check & define
improvements
Transition to Operations
Survey Client (if available) &
Internal team
Conduct Close Report Evaluation
IMPLEMENTATION METHODOLOGY
P H A S E 1
From 12-16 weeks
P H A S E 2 P H A S E 3
On-going change management and communication

13.
In 2016, your recruiters and employer brand must be
where the candidates are–and that is online, specifically
on social media and mobile platforms.
(Source: Glassdoor)
The use of social media for for recruitment has grown
54% in the the past 5 years.
(Source: Glassdoor)
Almost half of employers (45 %) said that the time to fill
open positions has grown since 2014.
(Source: DHI)
79% of job seekers are likely to use social media in their
job search (Source: WePow)
90% of fortune 500 company career sites do not support
a mobile apply solution (Source: WePow)
RECRUITING
HAS
MOVED
ONLINE

14.
Mobile application
Candidate source: Job boards, Internals, Referrals & Agency
Accurate reporting: By Role/By position/SLA/KPI
Trackable recruitment activities: Req approval, Req open,
Req on hold, Offer, Onboarding
Streamlined Process: Step by step instructions
Enhances collaboration in the recruiting team
ATS PRO'S

15.
Change
Description
Describes what is changing and why.
Stakeholder
Analysis
Describes who is impacted and how.
Communication
Plan
Who is going to receive which messages through communication
and training.
Delivery
Delivery of messages through communications and training.
APPROACH TO CHANGE MANAGEMENT

16.
TRAINING IS
THE STARTING
POINT TO AN
EFFECTIVE
TALENT
ACQUISITION
PARTNERSHIP.
It is the key element that allows the RPO team to make a clear and lasting impact
on the clients’ businesses.

17.
Program Training
Locations
Program Training
Client Training
HM/HR Training
HRBP Knowledge
Transfer
Technology Train the
Trainer
TRAINING METHODOLOGY

18.
Training Topics:
Client's expectations and contract
Team structure
Governance and Escalation Paths
Process Map: Overall process and process
variances
Individual role responsibilities
Desktop Procedures
Forms and Templates
Navigation of materials and reference
documents storage site
SLA/KPIs
ATS Training
Orientation and internal systems
Sourcing Science research and tools
Program Rehearsal
Training Topics:
General client company overview
Company culture
Company strategic plans and long term program goals
Company markets/products & Job Description Library
By function / location: sub-culture, work environment, hiring
challenges, hiring successes
Investment in employee development/training
Internal systems as applicable
Org structure
Employee benefits
Compensation / offer packages
Data Privacy Policy
Ethics & Compliance
Health & Safety
Security Vetting & Onboarding
PROGRAM TRAINING CLIENT TRAINING

19.
PRICING
MODELS
Management Fee Only: A fee is paid to the
RPO provider for working on an agreed-upon
number of positions.
Cost Per Hire: A fee is paid for each candidate
who is successfully brought through the
program and hired (or other action such as
offered a position) by the customer.
Cost per Hire + Management Fee:
A combination of the two above. This combines
the consistent recruiting effort under the
management fee, with payments for the success
(hires) of the program.

20.
CONTRACTING

21.
Do you have the right resources?
Do you have the right technology?
Do you have the right contracting documentation?
Do you have the right tools & processes to implement RPO?
BE PREPARED
S E L F E V A L U A T I O N

22.
QUESTIONS?

23.
GET IN TOUCH
WITH MYNT
C O N T A C T U S J O I N O U R C O M M U N I T Y
Email: info@myntconsultants.com
Online: www.myntconsultants.com
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W W W . M Y N T C O N S U L T A N T S . C O M