Now in its third year, this year's survey analyzes the key global trends in Recruitment Process Outsourcing. The survey sample includes more than 500 respondents from across the globe.
Global Trends in RPO and Talent Recruitment 2014 Kelly Services
The report is based on the views of senior hiring managers from small, medium and large organizations from the Americas, Europe, Middle East and Africa (EMEA), and the Asia Pacific (APAC) region. It provides a rare glimpse into the key decisions that will impact businesses, particularly focusing on their workforce needs and the challenges they face in attracting and retaining talent in an uncertain economic environment.
It also shines a light on the latest developments in the area of recruitment process outsourcing (RPO) and reveals where businesses are headed in adopting innovative solutions to the growing challenge of skills shortages.
The survey found that growth expectations have shifted away from mature economies toward emerging markets. Most companies expect emerging economies like Asia, Eastern Europe, and Russia to contribute significantly to auto industry growth over the next five years. In contrast, more companies forecast declines in revenues for North America and Japan than improvements. Expectations for Western Europe were evenly split between declines and stability.
Think Balm Immersive Internet Business Value Study Slides 5 26 09ThinkBalm
1) Over 40% of respondents saw positive economic benefits from using immersive technologies in 2008-2009, while 42% were unsure of benefits.
2) For 2009, over 50% of respondents expected positive economic benefits, with 37% anticipating over $10,000 in benefits.
3) Nearly three-quarters of respondents indicated their organization's investment in immersive technologies might or will increase in 2009-2010 due to experiences in 2008-2009.
The document provides an overview of finance for non-financial managers. It discusses why understanding finance is important for career advancement and insight into business. The document outlines key financial statements including the income statement, balance sheet, and cash flow statement and how to analyze them. It also covers financial health checks, reading annual reports, key financial management decisions, and cost accounting tools for decision making such as break even analysis.
Webinar Deck: Market Vista - Key Market Development in Q3 2012Everest Group
Outsourcing transaction activity in Q3 2012 remained lower than third quarters of previous years. In contrast, offshore locations in Asia and Latin America continued to report activity across global in-house centers (GICs) and service providers.
Global services managers need to carefully monitor and analyze these market developments that could serve as a critical input toward their plans for 2013.
The document summarizes BR Properties' 4Q12 and full year 2012 financial highlights. Some key points:
- 4Q12 net revenues were R$200.7 million, up 122% year-over-year. Full year 2012 net revenues reached R$630.8 million.
- 4Q12 adjusted EBITDA was R$176.1 million, up 117% year-over-year, with a margin of 88%. Full year 2012 adjusted EBITDA was R$568.8 million with a margin of 90%.
- The portfolio was appraised at R$13.84 billion at the end of 4Q12, up 20% from 2011. The average capitalization
4 q12 br properties earnings release presentation - final (1)brproperties
- BR Properties reported strong financial results in 4Q12 and full year 2012, with net revenues increasing 122% and 84% respectively.
- Adjusted EBITDA grew 117% in 4Q12 and 82% for the full year, while net income was up 160% and 266% due to property appraisals.
- The company acquired one property and delivered certificates of occupancy for two others, while prepaying debt and raising additional capital.
The document provides guidance for CIOs on navigating business expectations during an economic downturn. It discusses how CIOs should listen to executive peers, work with CEOs to deliver business results, and influence ideas to leverage current IT projects. Additionally, the summary outlines how CIOs should focus on improving efficiency, enabling appropriate outsourcing, and relating the impact of IT-infused processes to demonstrate business value during difficult economic times.
Global Trends in RPO and Talent Recruitment 2014 Kelly Services
The report is based on the views of senior hiring managers from small, medium and large organizations from the Americas, Europe, Middle East and Africa (EMEA), and the Asia Pacific (APAC) region. It provides a rare glimpse into the key decisions that will impact businesses, particularly focusing on their workforce needs and the challenges they face in attracting and retaining talent in an uncertain economic environment.
It also shines a light on the latest developments in the area of recruitment process outsourcing (RPO) and reveals where businesses are headed in adopting innovative solutions to the growing challenge of skills shortages.
The survey found that growth expectations have shifted away from mature economies toward emerging markets. Most companies expect emerging economies like Asia, Eastern Europe, and Russia to contribute significantly to auto industry growth over the next five years. In contrast, more companies forecast declines in revenues for North America and Japan than improvements. Expectations for Western Europe were evenly split between declines and stability.
Think Balm Immersive Internet Business Value Study Slides 5 26 09ThinkBalm
1) Over 40% of respondents saw positive economic benefits from using immersive technologies in 2008-2009, while 42% were unsure of benefits.
2) For 2009, over 50% of respondents expected positive economic benefits, with 37% anticipating over $10,000 in benefits.
3) Nearly three-quarters of respondents indicated their organization's investment in immersive technologies might or will increase in 2009-2010 due to experiences in 2008-2009.
The document provides an overview of finance for non-financial managers. It discusses why understanding finance is important for career advancement and insight into business. The document outlines key financial statements including the income statement, balance sheet, and cash flow statement and how to analyze them. It also covers financial health checks, reading annual reports, key financial management decisions, and cost accounting tools for decision making such as break even analysis.
Webinar Deck: Market Vista - Key Market Development in Q3 2012Everest Group
Outsourcing transaction activity in Q3 2012 remained lower than third quarters of previous years. In contrast, offshore locations in Asia and Latin America continued to report activity across global in-house centers (GICs) and service providers.
Global services managers need to carefully monitor and analyze these market developments that could serve as a critical input toward their plans for 2013.
The document summarizes BR Properties' 4Q12 and full year 2012 financial highlights. Some key points:
- 4Q12 net revenues were R$200.7 million, up 122% year-over-year. Full year 2012 net revenues reached R$630.8 million.
- 4Q12 adjusted EBITDA was R$176.1 million, up 117% year-over-year, with a margin of 88%. Full year 2012 adjusted EBITDA was R$568.8 million with a margin of 90%.
- The portfolio was appraised at R$13.84 billion at the end of 4Q12, up 20% from 2011. The average capitalization
4 q12 br properties earnings release presentation - final (1)brproperties
- BR Properties reported strong financial results in 4Q12 and full year 2012, with net revenues increasing 122% and 84% respectively.
- Adjusted EBITDA grew 117% in 4Q12 and 82% for the full year, while net income was up 160% and 266% due to property appraisals.
- The company acquired one property and delivered certificates of occupancy for two others, while prepaying debt and raising additional capital.
The document provides guidance for CIOs on navigating business expectations during an economic downturn. It discusses how CIOs should listen to executive peers, work with CEOs to deliver business results, and influence ideas to leverage current IT projects. Additionally, the summary outlines how CIOs should focus on improving efficiency, enabling appropriate outsourcing, and relating the impact of IT-infused processes to demonstrate business value during difficult economic times.
This document is Agile Property Holdings Limited's 2010 Annual Report. It summarizes that Agile Property Holdings is a leading property developer in China with 66 projects across 22 cities. In 2009, the company achieved a turnover of RMB 13.33 billion, gross profit of RMB 4.95 billion, and a profit attributable to shareholders of RMB 1.865 billion. The company has a diversified property development portfolio and land bank with a total planned GFA of approximately 32.15 million square meters.
Grant Thornton - Waste and environmental sector updateGrant Thornton
This document provides an update on mergers and acquisitions (M&A) activity and trends in the UK waste and environmental sector for the first three quarters of 2012. M&A deal volumes saw a small increase in Q3 2012, with recycling and consultancy deals making up the majority of transactions for the year. The update also discusses trends in the anaerobic digestion sector and how public-private partnerships are transforming residual household waste processing in the UK.
The document outlines the competitive bid process for a construction project. It lists 20 key responsibilities in the bidding process and assigns them to various roles such as the estimator, planner, engineer, and finance. It also provides a timeline showing deadlines for when each key responsibility must be completed. The goal of the process is to tabulate all project costs, conduct a management review, finalize the bid documents, and submit the tender by the deadline of March 43rd.
Preview Deck | Multi-process Human Resources Outsourcing (MPHRO) Annual Repor...Everest Group
The Multi-process Human Resource Outsourcing (MPHRO) grew by a modest 2% to reach an annualized spend of US$3.12 billion in 2011. This report provides a comprehensive coverage of the MPHRO market and analyzes it across various dimensions such as market overview and key dynamics, buyer adoption and solution trends, and service provider landscape. It also provides predictions for the 2012 MPHRO market.
Procure-to-Pay (P2P) Outsourcing: Unlocking Value from End-to-End Process Out...Everest Group
This document provides an overview and preview of a report on Procure-to-Pay (P2P) outsourcing trends. It finds that P2P typically accounts for nearly a third of F&A and procurement costs. An end-to-end P2P outsourcing approach can provide 70-75% additional savings over accounts payable outsourcing alone. The report will analyze the P2P outsourcing market size and growth, adoption trends, emerging solutions, and key service provider capabilities. It uses Everest Group's proprietary data on over 1,000 FAO and 300 PO contracts to examine P2P outsourcing market characteristics and direction.
Recruitment Process Outsourcing (RPO) Annual Report 2012Everest Group
The Recruitment Process Outsourcing (RPO) Annual Report 2012 highlights and details four areas: Market overview and business drivers, Buyer adoption trends, Solution and transaction trends, & Service provider landscape.
The document summarizes a telebriefing on the future of outsourcing in 2010. A guest panelist from NelsonHall discussed key topics:
- BPO has played an important role in helping companies cut costs during the recession by focusing on labor arbitrage and process improvements.
- To be successful, outsourcing contracts in 2010 will need to provide greater cost certainty and rapid payback of savings. Risk will also need to shift more to suppliers.
- Both clients and suppliers will need to work as active partners to realize business value from outsourcing relationships through continuous improvement and supporting broader business objectives. Technology tools can help but people management is ultimately more important.
5-Year-Strategy For Strategy Partners Group (1st place in Case Competition "C...Yuriy Kotikov
The document outlines a company's strategic goals, including performance, promotion, and personnel. It discusses the company's development strategy and implementation plan to achieve these goals over various time periods. Various charts and graphs are presented to analyze key metrics like revenue, clients, portfolio allocation, and office locations over time. Risks and financial projections like EBITDA and book value with and without the strategic plan are also evaluated.
The document outlines a company's strategic goals, including performance, promotion, and personnel. It discusses the company's development strategy and implementation plan to achieve these goals over various time periods. Various charts and graphs are presented to analyze key metrics like revenue, clients, portfolio allocation, and office locations over time. Risks and financial projections like EBITDA and book value with and without the strategic plan are also evaluated.
Which applications and software tools will procurement companies seek in the year 2013 and what will be the overall technological trends? Procurement research firm ISG and GEP provide insights into this aspect of the procurement function in this new research report, the second of a three-part series.
The outlook for the global outsourcing market in 2010 is one of slow recovery following the impacts of the recession in 2009:
1) Q1 2010 saw a 25% increase in contract value year-over-year, driven largely by renewals and restructurings of existing contracts.
2) Cost reduction remains a key priority for clients, benefiting Indian service providers competing on price.
3) BPO demand is shifting to smaller, shorter-term specialized projects replacing large transformational deals.
4) The European market, particularly in the UK, faces economic uncertainty that may dampen overall industry growth.
5) Cloud computing and industry-specific BPO solutions show strong adoption signals
Round plc manufactures bicycle wheels and faces increased competition lowering prices. It considers a new $300,000 machine that would cut costs and improve production over 5 years. Just-In-Time customer JPB moved factories and requires strict delivery schedules. The Akshay Company expands into a developing country for cheaper costs. It researches the new market by interviewing 1,000 people and considers a factory utilizing 98% capacity. Both companies analyze investments, costs, and impacts on stakeholders from new technology and expansion plans.
This document provides a business proposal for the Trio Tower mixed-use complex in Costa Rica. The 15-level building will include commercial/retail space, a medical center, business center, hotel suites, and luxury penthouse apartments. Letters of intent totaling $32 million have already been secured for various components without any marketing. The developer is requesting a $25 million construction loan, noting that projected sales of $49 million would cover costs and loan repayment. The mix of pre-sales, developer investment, and projected cash flow provide an exit strategy upon project completion.
Webinar Deck: Market Developments in Q2-2012Everest Group
Current economic and political conditions clearly have had an impact on the global services market.
The number of outsourcing transactions decreased by 7 percent compared to Q1 2012, and the annualized contract value of these transactions decreased by 25 percent. In contrast, Asia is reporting significant growth in delivery centers across global in-house centers, or GICs (formerly known as captives), and service providers.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with
different modules that cover all the aspects of your Garments Business. This solution supports multi-currency and multi-location
based operations. It aims at keeping track of all the activities including receiving an order from buyer, costing of order, resource
planning, procurement of raw materials, production management, inventory management, import-export process, order
reconciliation process etc. It’s also integrated with other modules of Pridesys ERP including finance, accounts, HR, supply-chain etc.
With this automated solution you can easily track your business activities and entire operations of your garments manufacturing
proces
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
This document is Agile Property Holdings Limited's 2010 Annual Report. It summarizes that Agile Property Holdings is a leading property developer in China with 66 projects across 22 cities. In 2009, the company achieved a turnover of RMB 13.33 billion, gross profit of RMB 4.95 billion, and a profit attributable to shareholders of RMB 1.865 billion. The company has a diversified property development portfolio and land bank with a total planned GFA of approximately 32.15 million square meters.
Grant Thornton - Waste and environmental sector updateGrant Thornton
This document provides an update on mergers and acquisitions (M&A) activity and trends in the UK waste and environmental sector for the first three quarters of 2012. M&A deal volumes saw a small increase in Q3 2012, with recycling and consultancy deals making up the majority of transactions for the year. The update also discusses trends in the anaerobic digestion sector and how public-private partnerships are transforming residual household waste processing in the UK.
The document outlines the competitive bid process for a construction project. It lists 20 key responsibilities in the bidding process and assigns them to various roles such as the estimator, planner, engineer, and finance. It also provides a timeline showing deadlines for when each key responsibility must be completed. The goal of the process is to tabulate all project costs, conduct a management review, finalize the bid documents, and submit the tender by the deadline of March 43rd.
Preview Deck | Multi-process Human Resources Outsourcing (MPHRO) Annual Repor...Everest Group
The Multi-process Human Resource Outsourcing (MPHRO) grew by a modest 2% to reach an annualized spend of US$3.12 billion in 2011. This report provides a comprehensive coverage of the MPHRO market and analyzes it across various dimensions such as market overview and key dynamics, buyer adoption and solution trends, and service provider landscape. It also provides predictions for the 2012 MPHRO market.
Procure-to-Pay (P2P) Outsourcing: Unlocking Value from End-to-End Process Out...Everest Group
This document provides an overview and preview of a report on Procure-to-Pay (P2P) outsourcing trends. It finds that P2P typically accounts for nearly a third of F&A and procurement costs. An end-to-end P2P outsourcing approach can provide 70-75% additional savings over accounts payable outsourcing alone. The report will analyze the P2P outsourcing market size and growth, adoption trends, emerging solutions, and key service provider capabilities. It uses Everest Group's proprietary data on over 1,000 FAO and 300 PO contracts to examine P2P outsourcing market characteristics and direction.
Recruitment Process Outsourcing (RPO) Annual Report 2012Everest Group
The Recruitment Process Outsourcing (RPO) Annual Report 2012 highlights and details four areas: Market overview and business drivers, Buyer adoption trends, Solution and transaction trends, & Service provider landscape.
The document summarizes a telebriefing on the future of outsourcing in 2010. A guest panelist from NelsonHall discussed key topics:
- BPO has played an important role in helping companies cut costs during the recession by focusing on labor arbitrage and process improvements.
- To be successful, outsourcing contracts in 2010 will need to provide greater cost certainty and rapid payback of savings. Risk will also need to shift more to suppliers.
- Both clients and suppliers will need to work as active partners to realize business value from outsourcing relationships through continuous improvement and supporting broader business objectives. Technology tools can help but people management is ultimately more important.
5-Year-Strategy For Strategy Partners Group (1st place in Case Competition "C...Yuriy Kotikov
The document outlines a company's strategic goals, including performance, promotion, and personnel. It discusses the company's development strategy and implementation plan to achieve these goals over various time periods. Various charts and graphs are presented to analyze key metrics like revenue, clients, portfolio allocation, and office locations over time. Risks and financial projections like EBITDA and book value with and without the strategic plan are also evaluated.
The document outlines a company's strategic goals, including performance, promotion, and personnel. It discusses the company's development strategy and implementation plan to achieve these goals over various time periods. Various charts and graphs are presented to analyze key metrics like revenue, clients, portfolio allocation, and office locations over time. Risks and financial projections like EBITDA and book value with and without the strategic plan are also evaluated.
Which applications and software tools will procurement companies seek in the year 2013 and what will be the overall technological trends? Procurement research firm ISG and GEP provide insights into this aspect of the procurement function in this new research report, the second of a three-part series.
The outlook for the global outsourcing market in 2010 is one of slow recovery following the impacts of the recession in 2009:
1) Q1 2010 saw a 25% increase in contract value year-over-year, driven largely by renewals and restructurings of existing contracts.
2) Cost reduction remains a key priority for clients, benefiting Indian service providers competing on price.
3) BPO demand is shifting to smaller, shorter-term specialized projects replacing large transformational deals.
4) The European market, particularly in the UK, faces economic uncertainty that may dampen overall industry growth.
5) Cloud computing and industry-specific BPO solutions show strong adoption signals
Round plc manufactures bicycle wheels and faces increased competition lowering prices. It considers a new $300,000 machine that would cut costs and improve production over 5 years. Just-In-Time customer JPB moved factories and requires strict delivery schedules. The Akshay Company expands into a developing country for cheaper costs. It researches the new market by interviewing 1,000 people and considers a factory utilizing 98% capacity. Both companies analyze investments, costs, and impacts on stakeholders from new technology and expansion plans.
This document provides a business proposal for the Trio Tower mixed-use complex in Costa Rica. The 15-level building will include commercial/retail space, a medical center, business center, hotel suites, and luxury penthouse apartments. Letters of intent totaling $32 million have already been secured for various components without any marketing. The developer is requesting a $25 million construction loan, noting that projected sales of $49 million would cover costs and loan repayment. The mix of pre-sales, developer investment, and projected cash flow provide an exit strategy upon project completion.
Webinar Deck: Market Developments in Q2-2012Everest Group
Current economic and political conditions clearly have had an impact on the global services market.
The number of outsourcing transactions decreased by 7 percent compared to Q1 2012, and the annualized contract value of these transactions decreased by 25 percent. In contrast, Asia is reporting significant growth in delivery centers across global in-house centers, or GICs (formerly known as captives), and service providers.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with
different modules that cover all the aspects of your Garments Business. This solution supports multi-currency and multi-location
based operations. It aims at keeping track of all the activities including receiving an order from buyer, costing of order, resource
planning, procurement of raw materials, production management, inventory management, import-export process, order
reconciliation process etc. It’s also integrated with other modules of Pridesys ERP including finance, accounts, HR, supply-chain etc.
With this automated solution you can easily track your business activities and entire operations of your garments manufacturing
proces
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
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Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
1. RecRuitment business contingent Human caReeR tRansition executive
pRocess pRocess woRkfoRce ResouRces & oRganisational seaRcH
outsouRcing outsouRcing outsouRcing consulting effectiveness
Think ouTside.
global RPo
RePoRT 2010
2. global 03 15
RPo RePoRT Preface internal recruitment functions
2010 04 17
contents executive summary The decision to outsource
06 22
a profile of respondents estimating the real cost of recruitment
08 24
The recruiting challenge about sponsors
11
global hiring intentions
graphs 06
07
(g1) Multinational roles
(g2) Number of employees
13 (g13) Current use of
recruitment firm services
16 (g20) Technology/functionality
used to source candidates
19 (g27) Areas of the hiring process
outsourced, by region
08 (g3) Hiring challenges, by region 13 (g14) % of vacancies filled by third 17 (g21) Outsourcing part or all of 20 (g28) Hiring process
08 (g4) Hiring challenges, by no. of staff party providers, by region the HR function, by region outsourced, by industry
09 (g5) Reasons for difficulties hiring 14 (g15) % of vacancies filled by third 17 (g22) Outsourcing part or all of 20 (g29) Plans to outsource, by industry
09 (g6) Reasons for difficulties party providers, by no. of staff the HR function, by no. of staff 21 (g30) Provider selection criteria
hiring, by region 15 (g16) How recruitment 17 (g23) HR functions currently 21 (g31) Outsourced hiring
10 (g7) Conditions slowing hiring functions are utilised outsourced, by region program expectations
11 (g8) Plan to hire 100+ 15 (g17) Number of internal 18 (g24) Hiring process 21 (g32) Primary reasons why
11 (g9) Plan to hire recruitment staff, by no. of staff outsourced, by region firms don’t outsource
12 (g10) Plan to hire, by region 16 (g18) % of recruitment 18 (g25) Hiring process 22 (g33) Average cost per hire (Euros)
12 (g11) Anticipated hires, by region team solely recruiting outsourced, by no. of staff
13 (g12) Plans to hire permanent 16 (g19) % of recruitment team solely 18 (g26) Areas of the hiring
employees, by industry recruiting, by no. of staff process outsourced
3. global RPo RePoRT 2010 | 3
01 preface Candy lewandoswki, Vice President, global Practice lead – RPo, kellyoCg
Richard J. Crespin, global executive director, hRoa
01 Preface
02 executive
summary
03 a profile of
➔ Welcome to the Global of senior hiring managers from small, the HROA, and it explores in respondents
RPO Report 2010, prepared by medium and large organizations detail, not only the state of labour 04 The recruiting
challenge
Kelly Outsourcing and Consulting across North America, Europe, markets and recruitment challenges
05 global hiring
Group (KellyOCG) and the Human Middle East and Africa (EMEA), and in the immediate period ahead, intentions
Resources Outsourcing Association the Asia Pacific Region. but also the latest developments 06 internal
recruitment
in the area of recruitment process
(HROA). It provides an ongoing functions
Even after a year when employment outsourcing (RPO).
record of the development of the 07 The decision
markets have been shaken like never to outsource
recruitment process outsourcing before, it is a significant finding Its insights will be of great value 08 estimating
the real cost
space, as well as trends in of this years’ survey that great to senior executives and HR of recruitment
recruitment and HR as reported by talent – the very core of a company professionals as they prepare their 09 about
sponsors
organizations across the globe. – remains such a difficult to find talent acquisition strategies for the
resource across the globe. year ahead.
At a time of profound upheaval
in the world economy, the report This is the third annual report ■ ■ ■
presents a glimpse into the thinking conducted by KellyOCG and
4. global RPo RePoRT 2010 | 4
02 executive ➔ When the Global RPO
Report was launched in 2007 amid a
difficulties. In Asia Pacific, there
has been a significant improvement
The share of firms outsourcing all
or part of their HR function stands
01 Preface
02 executive
summary thriving global economy and a skills over the past year, but still
50 percent report difficulties. In
at 46 percent, up slightly from the
previous year. Recruitment remains
summary
03 a profile of
shortage, there were real challenges respondents
the Americas, the position has the biggest area of outsourcing,
being experienced by hiring 04 The recruiting
and the largest organisations are far challenge
managers – 70 percent reported actually deteriorated.
more likely to outsource. 05 global hiring
difficulties in recruiting staff. In last intentions
The top recruiting challenge is a
year’s report, coinciding with global 06 internal
Familiarity with recruitment process recruitment
shortage of skilled staff, cited by
economic turmoil, the situation was outsourcing (RPO) continues to rise functions
58 percent of respondents. Europe is
different – only 54 percent reported steadily. Knowledge remains higher 07 The decision
the worst affected, while Asia Pacific to outsource
recruitment difficulties. in EMEA and in the Americas, and
is impacted by what is described as 08 estimating
among larger employers. the real cost
uncompetitive salaries. The quality of recruitment
This latest report, prepared at a time
of candidates is the biggest factor More than a quarter of firms are 09 about
when national economies are at a sponsors
slowing the hiring process. outsourcing their recruitment
fragile turning point, reflects the
process, with spectacular growth
uncertainty that pervades businesses Two thirds of organisations plan in the Asia Pacific region.
large and small. There are signs of to use recruiting firms in their
stability but still no marked upswing, hiring efforts. The biggest expectation from an
and a sense of unease about the RPO partner is improved hiring
skill shortages that prevail in spite of The top job categories to be filled times, followed by lower cost,
massive job losses. are business operations support, and integration of multiple
and mid-level executives. sourcing channels.
More than half of the hiring
Some 60 percent of HR units are The average cost-per-hire is
managers surveyed say they are still
reported between 1,801 Euros
experiencing difficulties in recruiting operating with five or less staff.
and 2,500 Euros (US$2,501
staff, a number that is virtually More than a third spend less than
and US$3,500).
10 percent of their time on
unchanged from last year.
recruitment, and only 20 percent
■ ■ ■
The greatest challenge is in EMEA devote at least 75 percent of time
where 65 percent are experiencing to recruitment.
5. global RPo RePoRT 2010 | 5
MoRe Than half of
The hiRing ManageRs
suRVeyed say They aRe sTill
exPeRienCing diffiCulTies
in ReCRuiTing sTaff, a
nuMbeR ThaT is ViRTually
unChanged fRoM lasT yeaR.
6. global RPo RePoRT 2010 | 6
EMEA
APAC
03 a profile of ➔ The survey was carried
out by KellyOCG and the Human
A higher percentage of respondents
AMERICAS
from EMEA0(40 percent) have
For the most part respondents
have responsibility for recruiting
01 Preface
02 executive
respondents
10 20 30 40 50
summary
Resources Outsourcing Association multinational roles than their within their own regions, with
03 a profile of
(HROA) between November 2009 only 20 percent of respondents respondents
counterparts in the Americas (27
and February 2010, and obtained overall saying they have global 04 The recruiting
percent) or Asia Pacific (18 percent). challenge
the views of 536 respondents, recruiting responsibilities. American
Most respondents (61 percent) are 05 global hiring
comprising mainly senior HR respondents are the most likely to intentions
managers from small, medium and responsible for one country, and have global recruiting responsibility 06 internal
recruitment
large organisations, with workforces 28 percent are responsible for 2 to (24 percent), followed by EMEA functions
ranging from fewer than 1,000 10 countries, while 11 percent are respondents (21 percent) and then 07 The decision
to outsource
employees to more than 50,000. responsible for 11 or more countries. Asia Pacific respondents (11 percent).
08 estimating
the real cost
Respondents came from a broad of recruitment
range of industry sectors across 09 about
sponsors
the Americas (39 percent), Europe, 1 Multinational role
Middle East and Africa (EMEA)
(39 percent), and Asia Pacific 50%
EMEA
(22 percent). 40%
20%
APAC
18%
Slightly more than a quarter of
29%
respondents are operating in more AMERICAS
27%
than one country. As a result, the
0 10% 20% 30% 40% 50%
responses reflect the situation in a 2009
total of 85 countries. 2010
7. global RPo RePoRt 2010 | 7
More than half of respondents work The results represent views from 01 Preface
in large organisations with more than a broad spectrum of industries, 02 executive
summary
1,000 employees while 45 percent including professional services, IT&T,
03 a profile of
represent organisations with fewer manufacturing, banking & finance, respondents
than 1,000 employees. health, retail/wholesale, education, 04 the recruiting
challenge
government, bureau/outsourcer,
A further 21 percent work in 05 global hiring
utilities, construction, insurance, intentions
organisations with more than transport, FMCG/consumer products, 06 Internal
10,000 employees. recruitment
and hospitality. functions
07 the decision
■ ■ ■ to outsource
08 estimating
the real cost
of recruitment
09 about
2 Number of employees sponsors
13%
12%
8%
8%
Less than 1,000
46%
1,000 – 10,000
45% 10,000 – 50,000
More than 50,000
34%
34%
8. global RPo RePoRT 2010 | 8
04 the recruiting ➔ In spite of the prevailing
economic weakness, and the loss
3
More than 50,000
hiring challenges, by region
10,000 –50,000
01 Preface
02 executive
challenge of millions of jobs globally, just over
half of respondents (55 percent) say
1,000 – 10,000
67%
summary
03 a profile of
EMEA
Less than 1,000 respondents
65%
they are experiencing difficulties 0 10 20 30 40 50 60
04 The recruiting
60%
APAC challenge
in recruiting staff, a number that’s 50%
05 global hiring
virtually unchanged over the AMERICAS
43% intentions
46%
previous year. 06 internal
0 20% 40% 60% 80% recruitment
functions
The greatest challenge in finding 2009
2010 07 The decision
talent is in Europe where 65 percent to outsource
are experiencing difficulties. In Asia 08 estimating
the real cost
Pacific, there has been a significant 4 hiring challenges, by number of staff of recruitment
improvement over the past year, but 09 about
sponsors
still 50 percent report difficulties. More than 50,000 47%
In the Americas, the position has
10,000 – 50,000 58%
actually deteriorated with 46 percent
1,000 – 10,000 57%
finding recruiting difficult.
Less than 1,000 55%
The largest companies are 0 20% 40% 60%
experiencing the least difficulty in
recruiting – that is the only segment
where less than half are facing
challenges in recruitment.
9. Current recruitment processes
Location
global RPo RePoRT 2010 | 9
Salary Uncompetitive
Salary of skilled sta
0 10 20 30 40 50 60
Current recruitment processes
With unemployment at historically percent) blame the shortage of The talent shortage is most acute Pacific face a similar problem. 01 Preface
Location
high levels in many countries, skilled talent for their recruiting in EMEA with 63 percent of However those in Asia Pacific also 02 executive
Salary Uncompetitive summary
labor should be plentiful. Yet the problems, well ahead of other respondents indicating it is their have a wage cost issue with a hefty
Salary of skilled sta 03 a profile of
overwhelming reason cited for the factors such as uncompetitive primary hiring issue. More than 40 percent blaming uncompetitive respondents 70
0 10 20 30 40 50 60
recruiting difficulties is a shortage salaries (25 percent) and location half of those in Americas and Asia salaries for hiring troubles. 04 The recruiting
challenge
of skilled staff. More than half (58 (24 percent).
05 global hiring
intentions
06 internal
recruitment
5 Reasons for difficulties hiring 6 Reasons for difficulties hiring, by region functions
07 The decision
to outsource
Current recruitment processes 14% 12%
08 estimating
Current recruitment processes 11% the real cost
Location 24% 17% of recruitment
Salary Uncompetitive 25% 25% 09 about
Location 23% sponsors
Salary of skilled staff 58% 22%
0 20% 40% 60% 25%
Salary Uncompetitive 40%
14%
63%
Salary of skilled staff 51%
56%
0 10% 20% 30% 40% 50% 60% 70%
EMEA
APAC
AMERICAS
10. global RPo RePoRT 2010 | 10
04 There is another perspective to the
TechE ect
talent shortage that emerges when
cited by slightly more than half of all
respondents. All other factors rank
01 Preface
02 executive
Poor Process summary
firms are asked Quality
the question: What significantly lower including time-
03 a profile of
Performance
is the condition most likely to slow to-hire (36 percent), hiring manager respondents
Cost
the hiring process? The pervasive satisfaction (29 percent) and cost-to- 04 The recruiting
challenge
Hiring hire (28 percent).
factor that emerges across all 05 global hiring
Time
regions is the quality of candidates, ■ ■ ■
intentions
Quality 06 internal
recruitment
0 10 20 30 40 50 60 functions
07 The decision
7 Conditions slowing hiring to outsource
08 estimating
the real cost
of recruitment
Technology effectiveness 7%
09 about
Poor processes 12% sponsors
Quality of recruiters 17%
Performance monitoring 21%
Cost to hire 28%
Hiring manager satisfaction 29%
Time to hire 36%
Quality of hires 54%
0 20% 40% 60%
11. global RPo RePoRT 2010 | 11
05 global hiring ➔ A spark of optimism
emerges in the latest data on global
9 Plan to hire
01 Preface
02 executive
intentions hiring intentions. While it is clear that
there is still some way to go before
Graduate
82%
summary
03 a profile of
Graduate 84% respondents
there is a return to pre-recession Temp 79% 04 The recruiting
challenge
hiring levels, it certainly appears that 86%
Temporary 87% 05 global hiring
the worst is over. The latest figures Perm 91% intentions
show hiring intentions flat but stable. 06 internal
0 10 20 30 40 96% 50 recruitment
Permanent 96% functions
In the previous 2008 survey, at the 95%
07 The decision
height of the global financial crisis, 0 20% 40% 60% 80% 100% to outsource
just 36 percent of respondents 2010 08 estimating
the real cost
2009
anticipated hiring more than 100 of recruitment
2008
permanent employees, down from 09 about
sponsors
43 percent in 2007.
8 Plan to hire 100+
The latest data for 2009 shows the
outlook marginally better, with 37 12%
Graduate 13%
percent intending to hire 100 or
18%
more permanent employees. It’s a
20%
similar picture for both temporary Temporary 20%
33%
and graduate hires, suggesting that
the market is still cautious, but at 37%
Permanent 36%
least not deteriorating. 43%
0 10% 20% 30% 40% 50%
Firms plan to hire more permanent
2010
positions than temporary or 2009
2008
graduate staff, and a significant
number (over 80% in all cases)
intend to hire at least some
permanent, temporary, and
graduate staff.
12. global RPo RePoRT 2010 | 12
05 10 Plan to hire, by region
Arguably the most optimistic
outlook is for North American
The industry sectors that will be
most active in hiring over the
01 Preface
02 executive
summary
where nearly half of all respondents coming year are Health, Bureau/
EMEA 4% 65% 31% 03 a profile of
(49 percent) say they plan to hire Outsourcer, Banking & Finance, respondents
APAC 10% 67% 24% more than 100 employees in 2010, Retail & Wholesale, IT&T, and 04 The recruiting
challenge
AMERICAS 1% 50% 49% compared with just 31 percent in Government. In each of these
05 global hiring
0 20% 40% 60% 80% 100% EMEA and 24 percent in Asia Pacific. sectors, more than half of all intentions
respondents plan to hire 50 or more 06 internal
None recruitment
1 to 100
As in last year’s survey, planned permanent employees. functions
More than 100 hires in 2010 are more likely to be 07 The decision
The weakest hiring plans are in to outsource
replacing existing positions than
11 anticipated hires, by region Manufacturing, Education and 08 estimating
filling new roles, unlike the pre- the real cost
recession situation where more Utilities. of recruitment
15% 09 about
respondents anticipated expanding sponsors
Trades 12% The vast majority of organisations
13% their staff.
(66 percent) plan to use recruiting
14%
The top job categories that firms in their hiring efforts. Those
Other 17%
19% in EMEA are more likely to use
organisations plan to fill in 2010 are
24% recruiters than their counterparts
business operations support, and
Contact centre 17%
in the Americas or the Asia Pacific
26% mid-level executives. While these
region. Larger organisations
49% have been the top categories across
Senior executive or professional 41% are more likely to use recruiting
all years of research, they are slowly
38%
companies than their smaller
declining. Senior executive hiring
58% counterparts; just over half of
Administrative 57% has experienced the biggest fall,
53% the smallest firms use recruiting
down from a high of 49 percent in
77% 2008 to 38 percent in 2010.
Mid-level executive or professional 74%
70%
78%
Business operations support 74%
71%
0 10% 20% 30% 40% 50% 60% 70%
2008
2009
2010
13. 0 20 40 60 80 100
manufacturing
global RPo RePoRT 2010 | 13
Education
Utilities
Prof Services
Gvot
companies, compared with almost quarter for applicant and recruitment
13 Current use of recruitment firm services
01 Preface
IT&T
90 percent of the largest employers. performance tracking. 02 executive
summary
Retail/Wholesale Respondents in Asia Pacific and On-boarding 9% 03 a profile of
Bank & Fin
Of those organisations that use
Americas are more likely than Vendor management 11%
respondents
04 The recruiting
Bur/Out
recruiting firms, nearly all make
their counterparts in EMEA to Applicant and recruitment
EMEA
challenge
27%
Health
use of sourcing, screening and
make use of recruiting firms for
performance tracking 05 global hiring
intentions
0 20 reference 40 60 80 100
testing services; half use them for Reference checking
APAC 52%
checking
06 internal
reference checking and another Sourcing, screening, testing
AMERICAS
93% recruitment
functions
00 20% 20 40% 4060% 80%
60 100%80 100
07 The decision
to outsource
08 estimating
14 % of vacancies filled by third party providers, by region the real cost
12 Plans to hire permanent employees, by industry
of recruitment
09 about
sponsors
Manufacturing 21% 79% EMEA 22% 37% 26% 11% 5%
Education 21% 79% APAC 40% 35% 10% 10% 5%
Utilities 25% 75% AMERICAS 49% 32% 8% 10% 1%
Professional Services 46% 54% 0 20% 40% 60% 80% 100%
Government 56% 44% Less than 10% 51% to 75%
10% to 25% 76% to 100%
IT&T 57% 43% 26% to 50%
Retail/Wholesale 59% 41%
Banking & Finance 62% 38%
Bureau/Outsourcer 81% 19%
Health 83% 17%
0 20% 40% 60% 80% 100%
>50 employees
<50 employees
14. 0 20 40 60 80 100
10 to 50
1 to 10
global RPo RePoRT 2010 | 14
Less
0 20
Some 70 percent of respondents needs, with 55 percent of these 01 Preface
15 % of vacancies filled by third party providers, by number of staff
use recruitment firms to fill a quarter firms using outside recruitment for 02 executive
summary
or less of their vacancies. Those between 10 and 25 percent of their
More than 50,000 22% 55% 23% 03 a profile of
in EMEA use them to fill a higher total recruitment. Smaller firms are respondents
10,000 to 50,000 35% 19% 35% 10%
proportion of vacancies than their more diverse in their requirements 04 The recruiting
challenge
1,000 to 10,000 39% 33% 13% 10% 6%
counterparts in APAC and Americas. and will utilize outside providers
05 global hiring
across a wider spectrum, ranging Less than 1,000 39% 31% 11% 19% intentions
The largest firms (with more than 06 internal
from less than 10 percent, up to 100 0 20% 40% 60% 80% 100%
recruitment
50,000 employees) consistently
percent of their workforce needs. Less than 10% 51% to 75% functions
use outside firms for a smaller 10% to 25% 76% to 100% 07 The decision
26% to 50% to outsource
percentage of their total recruitment ■ ■ ■
08 estimating
the real cost
of recruitment
09 about
sponsors
15. global RPo RePoRT 2010 | 15
06 internal ➔ There is a mixed picture
that emerges when it comes to
or outsourced recruitment functions.
Asia Pacific organisations are
with five or less staff. The size of
internal recruitment staff correlates
01 Preface
02 executive
recruitment the prevailing model adopted by
organisations in managing their
more likely to have centralised closely to overall organisational
size: 84 percent of the smallest
summary
03 a profile of
functions, and EMEA leans toward respondents
functions
Outsourced
HR needs. For approximately a hybrid model. respondents employ 1– 5 internal 04 The recruiting
Hybrid
challenge
90 percent of firms, there is roughly recruiters; 77 percent of the
Centralised 05 global hiring
an even split between a centralised It is not surprising that the smallest largest firms employ more than intentions
De-centralised
and a de-centralised recruitment organisations are the ones 20 internal recruiters. 06 internal
0 10 20 30 40 50 recruitment
function. Just 5 percent adopt a most likely to have centralised functions
hybrid model, and the remaining recruitment, while the largest are Not only are internal HR teams
07 The decision
relatively lean, they are generally not to outsource
4 percent are outsourced. more likely to outsource.
spending a large amount of time 08 estimating
More
the real cost
American organisations are more Staff numbers attached to
10 to 50
on recruiting duties. More than a of recruitment
likely than their counterparts in recruitment departments are fairly third (37 percent) spend less than 10 09 about
1 to 10 sponsors
other regions to have de-centralised modest, with 60 percent operating percent of their time on recruitment.
Less
0 20 40 60 80 100
16 how recruitment functions are utilised 17 number of internal recruitment staff, by number of staff
More than 50,000 4% 7% 11% 77%
Outsourced 4%
10,000 to 50,000 42% 37% 14% 7%
Hybrid 5%
1,000 to 10,000 56% 16% 9% 19%
Centralised 43%
Less than 1,000 84% 8% 4% 4%
De-centralised 48%
0 20% 40% 60% 80% 100%
0 10% 20% 30% 40% 50%
1 to 5
6 to 10
11 to 20
More than 20
16. global RPo RePoRT 2010 | 16
76 to100
JOb
51 to 75
In all, 70 percent of respondents specialise – focusing HR/recruiting Respondents employ a variety of Organisations in all regions and of
Automated 01 Preface
26 to 50
spend less than 50 percent of their staff on recruitment duties. The technologies to source and track all sizes follow the general pattern 02 executive
Electronic summary
time on recruitment. There are only candidates, most often online outlined above, although the
relatively scant resources directly CV Search
10 to 25 applications and assessment (73
03 a profile of
20 percent of organizations where at largest firms are significantly more respondents
allocated to recruitment tasks in CV management
Less than 10
least 75 percent of time is devoted percent) and applicant tracking (66 likely to be using applicant tracking 04 The recruiting
many firms raises the question as Applicant challenge
percent) programs, both of which
0
to recruitment. 5 10 15 20 25 30 35 40 (91 percent) than are their smaller
to whether this, in part, explains Online
are used much more frequently than
05 global hiring
counterparts (58 percent). intentions
the reported problems being 0 10 20 30 40 50 60 70 80
Generally, the larger the the next most common process, CV 06 internal
recruitment
organization, the more likely it is to encountered in the hiring process. management (40 percent).] ■ ■ ■ functions
07 The decision
to outsource
08 estimating
18 % of recruitment team solely recruiting 20 Technology/functionality used to source candidates the real cost
of recruitment
09 about
76% to 100% Job order tracking 4% sponsors
20%
More
Automated reporting 15%
51% to 75% 9%
10 to 50
Electronic scheduling 15%
26% to 50% 18%
1 to 10
CV search capability 27%
10% to 25% 15%
Less
Less than 10% 0 20 40 60 80 37% 100 CV management 40%
0 10% 20% 30% 40% Applicant tracking 66%
Online applications
and assessment 73%
0 20% 40% 60% 80%
19 % of recruitment team solely recruiting, by number of staff
More than 50,000 29% 7% 24% 9% 31%
10,000 to 50,000 33% 33% 14% 21%
1,000 to 10,000 23% 22% 17% 12% 26%
Less than 1,000 50% 10% 18% 9% 13%
0 20% 40% 60% 80% 100%
Less than 10% 51% to 75%
10% to 25% 76% to 100%
26% to 50%