Best Practices for Implementing an External Recruiting Partnership
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In this 40-minute webinar, Hueman’s respected VP of RPO Implementation and VP of Strategic Partnerships share first-hand insights and learned lessons on the "Best Practices for Successfully Implementing an External Recruitment Partnership.” Recruitment Process Outsourcing (RPO) has become a strategic solution for organizations looking to enhance their talent acquisition processes. However, the success of an RPO partnership, much like any external partnership, heavily depends on the implementation phase. By the end of this webinar, attendees will have a comprehensive understanding of the crucial elements involved in successfully implementing an external recruitment partnership. Whether you are considering RPO for the first time or looking to implement another external partnership, this session will equip you with the knowledge to navigate the implementation process with confidence. Find webinar page at https://resources.rpoassociation.org/webinar-how-to-implement-a-successful-recruitment-partnership
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Best Practices for Implementing an External Recruiting Partnership
- 2. Zach Coffey Vice President, Strategic Partnerships MEET YOUR PRESENTERS Kris Fox Vice President of Implementation
- 3. WHAT MAKES US HUEMAN ✓ Best of RPO, ClearlyRated ’20 - ’24 ✓ Fortune’s Best Place To Work for 16 Years ✓ Best Workplaces in Consulting & Professional Services in ‘19 – ’22 ✓ Ranked #9 Overall Enterprise RPO on HRO Today Baker’s Dozen, 2023 ✓ Gallup’s Most Engaged Workforce In The World in ‘16, ‘18, ‘20 & ‘22 400+ employees, 80% are recruiters 40,000+ Hires Made In 2023: ✓ NPS – average score 9.3 out of 10 ✓ US-based solutions with 2 strategic offices to service all U.S. time zones 50+ RPO Partners Served 1.7 Interviews to Hire Ratio The "hue" in Hueman stands for culture — we understand that each organization's hue reflects its own unique ideals. Culture that Drives Engagement By the numbers 500+ years of combined TA leadership expertise
- 4. IMPLEMENTATION PILLARS PROCESS TECHNOLOGY PEOPLE REPORTING DIGITAL MARKETING
- 5. KEY FACTORS FOR A SUCCESSFUL IMPLEMENTATION ✓ Active participation in implementation process ✓ Key role in driving change management ✓ Ownership of communication ✓ Open/Consistent Feedback Define Success Establish “Partnership Champions” ✓ Consensus on Recruiting and Selection process ✓ Clearly define what success looks like ✓ Set realistic expectations
- 6. KEY FACTORS FOR A SUCCESSFUL IMPLEMENTATION • Project Management is about installation. It focuses on a plan built around events and timelines with the aim of getting from a current state to a future state. Project Management • Change Management is about adoption. It focuses on the people aspects of the change with the aim of getting a large group of people to be committed to the change involved. Change Management The management and monitoring of both the project plan and the impact of change.
- 7. IMPLEMENTATION TEAM ROLES – EXTERNAL TEAM Role Description Project Sponsor The sponsor will provide the vision for the project and ensure alignment with the objectives of the business. You will help drive change and adoption. You are the final decision-maker. Implementation Lead You will be the primary point of contact during our project, serving and the project manager. This person will provide expertise about your organization people, process, and technologies. Implementation Team Member(s) The Implementation Team Members are the subject matter experts (SME) for how you work today. You hold authority to define processes and will work hand-in-hand with our team to shape the future state of work together.
- 8. H U E M A N R P O . C O M 8 EXAMPLE IMPLEMENTATIONS Great Implementation • Consistent engagement and participation from key decision makers • Realistic timeline and deliverables • Dedicated, reoccurring meetings • Formal hand-off to delivery team • Stay true to project plan Not-Great Implementation • Lack of participation and no clear decision maker • Overwhelming audience with tasks instead of focusing on smaller chunks at a time • Poor communication and follow through • Undefined objectives • Lack of internal alignment
- 9. H U E M A N R P O . C O M 9 IMPLEMENTATION BEST PRACTICE RECAP The integration of both change management and project management Active participation from key implementation team members Detailed project plan with dependency and blockers identified Formal kick-off and go-live meetings Readiness assessment to ensure successful hand-off to recruitment delivery Including recruitment delivery in implementation Alignment between sales, implementation and recruitment delivery Investment in Project Management platform to support project plan, reporting
- 10. H U E M A N R P O . C O M 10 CONTACT INFORMATION 405.361.8541 904.694.4176 Zach.Coffey@Hueman.com www.HuemanRPO.com 904.206.1626 904.694.4176 Kris.Fox@Hueman.com www.HuemanRPO.com
Editor's Notes
- Make it personal – but also talk about your recruiting background and key understanding of the use of candidate personas to deliver the optimal candidates for an organization, specific deparment, etc.
- ZACH OBJECTIVE: Hueman is a culture based company, we happen to be in the recruiting space Notes on the ‘Hue’ in Hueman - The “hue” in Hueman is a nod to the unique values and characteristics the individual contributes in our organization’s shared culture. “Hue” relates to the individual employee, not the company culture. I think it’s an important shift because some people think “culture-based hiring” is a way of discriminating because it can be interpreted as hiring people who look/feel/act the same. But what we really mean is we hire people with common core values. And Core Values can be expressed differently based on the individual’s “hue” but that’s the unifying factor that ensures a strong company culture. Every individual has their own unique skills, experiences, and strengths that they bring to their work – their own “hue.” So we named ourselves Hueman in honor of your culture resulting from a compilation of each employee’s unique “hue.” Scalabilty/experience: our core competency is rpo. Every organization has a different hue… a different culture. We branded our self hueman for this reason. We have a highly engaged team of employees and we have a great culture. These two components of our services act in concert and allow us to provide a consistent, high-level of customer service and results to our partners. NPS Score from 12/2023 Clearly Rated Survey – 78.8% (average NPS for RPOs in 2023 was 51%); our average score was 9.3 out of 10 Based on 2023 hires – approx 70% were in HC and 30% were in Commercial accounts 45% remote workforce 55% in jax, with a small contingent in our NM office. https://www.gallup.com/workplace/388481/employee-engagement-drops-first-year-decade.aspx Other people may tell you to measure your employee engagement differently -- but no other measure is proven to link to performance like the Q12. When it comes to the business metrics that matter most, highly engaged companies outperform those with lower engagement. When comparing employee engagement levels, Gallup found that top- and bottom-quartile business units and teams had the following differences in business outcomes*: Negative Outcomes: - 81% in abseentism - 18% in turnover for high turnover organizations 43% in turnover for low turnover organizations 28% in shrinkage or theft 64% in safety incidents (accidents) 58% in patient safety incidents 41% in quality / defects Positive Outcomes: 10% in customer loyalty/engagement 14% in productivity 18% in sales productivity 23% in profitability 66% in employee wellbeing 13% in organizational citizenship/participation
- QUESTION TO KRIS: Talk to me about how you initially kick off an implementation?
- QUESTIONS TO KRIS: Why is implementation so important for the success of an RPO partnership? What would you say are the most important elements for a successful implementation?
- Depending on the scope and desire for incorporating best practices, there is a component of change involved with implementing RPO. Knowing change is hard for most, we lean into change at the start. Our tasks incorporate things to help adopt change. Specific change mgmt. actions to address individuals that are Not involved in implementation but are involved in the process. Client has to be responsible with our support and direction as well. Education gap, what is hueman here to do. Not just fill jobs…. Best explain RPO and our ownership and strategy
- QUESTION TO KRIS: Who should be involved in the implementation process?
- KRIS TO ADD IN KEY THINGS WE WANT TO RECAP AT THE END QUESTION TO KRIS: What is your best advice to someone who is considering implementing an RPO program?