This webinar presentation summarized a case study of a company that transitioned from a decentralized to centralized recruiting model by partnering with an external recruiting process outsourcing (RPO) provider. The RPO provider conducted an assessment, identified opportunities for improvement, and recommended centralizing recruiting functions. The company saw positive results including doubled RPO utilization, reduced costs, decreased turnover, and improved reporting and decision making through centralized applicant tracking systems and executive dashboards.

1. &
presents
An RPO Case Study: Transitioning
Your Recruiting Organization
Please standby. The webinar will begin shortly.

2. 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

3. 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.

4. Novotus
Company
Background

5. NOVOTUS
Passionate 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

6. The Client’s Story

7. 2007 SITUATION
Growth 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

8. THEY NEEDED

9. THEY HAD EXPERTISE ON STAFF BUT...

10. THEIR HANDS WERE FULL

11. NOVOTUS
Relying 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

12. RECOMMENDATIONS
The 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

13. DECIDING ON A RECRUITING MODEL

14. Choosing Your
Recruiting Model

15. RECRUITING MODELS
Your 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 Functions
Conducted by Internal Insourced and Conducted by External
Resources Outsourced Solutions RPO Provider

16. RECRUITING PRESSURES
What’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

17. STEPS TO SUCCESS
Questions to Ask
Identify Internal Identify Corporate
1 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

18. 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”

19. CLIENT’S CHOICE
Shifting from decentralized to centralized recruiting structure

20. Best Practices and
Lessons Learned

21. STRENGTH IN NUMBERS
Positive Results Come from Quality HR Partnerships
• HR support and buy-in is key
• Data drives change
• Success promotes utilization

22. REQUISITION APPROVAL & TRACKING
Promotes Knowledge and Awareness of Needs
• Compliance
• Visibility
• Accountability
• Decision Support
• Financial Recognition
• Efficiencies

23. ATS, ATS, ATS............
Technology and Reporting
• Deployed Applicant Tracking System
• Created centralized reporting and executive
dashboards

24. TALENT IS EVERYWHERE
Where 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

25. Results

26. 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

27. 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.

28. Conclusions

29. 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

30. WHAT’S NEXT
Continuous 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

31. Questions?

32. Lamees Abourahma
Executive Director
Phone: 804-638-4448
Email:
lamees@rpoassociation.org
Thank You
Jimmy Taylor Juste Turner
Co-Founder Director of Client Services
Phone: (817) 845-1414 Phone:
Email: jtaylor@novotus.com Email: jturner@novotus.com