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.
Webinar- Recruitment Process OutsourcingG&A Partners
Recruitment Process Outsourcing (RPO) is a form of business where an employer transfers all or part of its recruitment processes to an external provider. This webinar is intended for recruiters, hiring managers, business owners and executives.
In this webinar you will:
Understand the meaning of Recruitment Process Outsourcing
Become familiar with the multiple components
Determine how RPO can be utilized in your organization
Recognize that RPO is not just one process but a series of processes that can be used as needed
Learn the benefits that RPO can have on your organization
Identify how to build alignment between recruitment efforts and corporate strategy
Seek next steps to improve recruiting and be creative in a competitive, employee-driven market
An increasing number of companies are turning to Recruitment Process Outsourcing (RPO) to handle their workforce talent needs. Find out if RPO is right for you and your business with these specific use cases and case studies.
Building a Business Case to Support Your RPO DecisionHROAssoc
This webinar explores key RPO business case concepts and showcase an innovative recruiting cost modeler to help you overcome challenges associated with creating a holistic business case for recruitment process outsourcing (RPO).
Webinar highlights:
• Provides a holistic analysis of your current state recruiting program
• Contributes to the development of a solid Recruitment Process Outsourcing (RPO) business case
• Provides a step by step approach to streamlining your communication for your RPO business case to leaders within your organization
• Uses intellectual capital and solution architect expertise gained over numerous RPO solutions and implementations
Presenters:
• Dawn Pellar, Global RPO consultant currently a member of IBM’s Global Process Services Group for HRO
• Valerie Egan, Head of Resourcing-North America for Linde
Webinar- Recruitment Process OutsourcingG&A Partners
Recruitment Process Outsourcing (RPO) is a form of business where an employer transfers all or part of its recruitment processes to an external provider. This webinar is intended for recruiters, hiring managers, business owners and executives.
In this webinar you will:
Understand the meaning of Recruitment Process Outsourcing
Become familiar with the multiple components
Determine how RPO can be utilized in your organization
Recognize that RPO is not just one process but a series of processes that can be used as needed
Learn the benefits that RPO can have on your organization
Identify how to build alignment between recruitment efforts and corporate strategy
Seek next steps to improve recruiting and be creative in a competitive, employee-driven market
An increasing number of companies are turning to Recruitment Process Outsourcing (RPO) to handle their workforce talent needs. Find out if RPO is right for you and your business with these specific use cases and case studies.
Building a Business Case to Support Your RPO DecisionHROAssoc
This webinar explores key RPO business case concepts and showcase an innovative recruiting cost modeler to help you overcome challenges associated with creating a holistic business case for recruitment process outsourcing (RPO).
Webinar highlights:
• Provides a holistic analysis of your current state recruiting program
• Contributes to the development of a solid Recruitment Process Outsourcing (RPO) business case
• Provides a step by step approach to streamlining your communication for your RPO business case to leaders within your organization
• Uses intellectual capital and solution architect expertise gained over numerous RPO solutions and implementations
Presenters:
• Dawn Pellar, Global RPO consultant currently a member of IBM’s Global Process Services Group for HRO
• Valerie Egan, Head of Resourcing-North America for Linde
It’s the honeymoon phase. You know, when the relationship is new and everything is rosy. But once the honeymoon’s over, you need to be sure you’ve picked a good a partner for now and ever after.
Learn the various components of RPO and provide a basic overview of selecting an RPO provider.
In this presentation, you will learn:
1) What is RPO (it’s not black and white)
2) The components of RPO (describe the ideal RPO offering)
3) The criteria for selecting an RPO provider (look beyond the pretty face)
4) Suggestions to help guarantee success (The basics of the RPO pre-nup)
Recruitment Process Outsourcing (RPO) Company in India - ManpowerGroupKhushi gor
ManpowerGroup is a global leader in customized recruitment processing outsourcing (RPO) with talent acquisition solutions & rpo services that delivers business results. Enquire now about recruitment outsourcing process in India.
Recruiting experts, John Hess and Tim Oyer with Advanced RPO, discuss the difference between contract recruiting, recruiting agencies, and RPOs. Access the webinar on the RPO Association website at: https://resources.rpoassociation.org/how-rpo-stacks-up-against-agencies-and-contract-recruiters
TALENT COULD BE LOCATED ANYWHERE.
THAT’S WHY OUR VIRTUAL TEAMS CARRY DEEP LOCAL KNOWLEDGE ACROSS GEOGRAPHIES.
Glocal ORPO is an offshore recruiting firm with offices is USA and India. We provide professionally managed virtual recruiters, especially to US based staffing organizations, and also to those in the UAE, UK, and Australia in general. Our recruiters, sourcers, business development managers, and job search agents deliver exactly what our clients specify, adhering to quality and fast delivery. High performance marks every assignment we undertake at Glocal OPRO. We help our partners boost their recruiting productivity at low cost while letting them focus on core competencies.
We help employment agencies in the USA recruit talent from USA for the USA. Entering into a partnership with us, you extend your existing team, who work collectively with ours towards a common recruitment goal. You skip the enormous hassle, time and cost involved in set-up, infrastructure and monitoring! And you start enjoying results right from the inception of the partnership. Our offshore virtual recruiters work in line with your onsite team to achieve your objectives. Teaming up with Glocal ORPO recruiters helps you visibly increase your recruiting efficacy at the same time making a significant impact on your bottom line.
IT of various segments in the industry is our core service domain at Glocal ORPO. A blend of ground-breaking ideas, detailed approach, and quality-oriented delivery has positioned us as a leader in the recruitment process outsourcing industry.
Letting us hire better at less cost lets you focus on what you do best.
SPECIALIZED RECRUITING AREAS WE COVER
IT Recruiters
Permanent Staffing Recruiters
Contract Staffing Recruiters
VMS Recruiters.
Our success over more than half a decade stems from our resolute focus on delivering our best. At Glocal ORPO, we consistently provide unparalleled cost-saving high quality services that exceed our partners' expectations, and recognize their best definition of success. Our virtual dedicated team, backed by years of expertise, operates from India in tandem with your onsite team. They have the knack to collectively take possession of your recruitment project and deploy appropriate actions. Delivering results is our motto at Glocal ORPO.
Glocal ORPO USPs
We take complete responsibility for your talent acquisition, helping you better fulfill the requirements of your clients
We help you maintain competitive edges, recruiting top notch talent that's right for your clients.
rpo provider,rpo services, rpo service, rpo companies in india, top rpo companies, krpo company, krpo firm, krpo rpo, krpo service, global rpo services, largest recruitment process , utsourcing, rpo service providers, largest rpo providers, rpo providers san francisco, rpo recruitment inda, best rpo providers 2016, rpo companies in chicago, profit by rpo, glocal, glocal rpo, recruitment outsourcing, outsource recruitment.
Recruitment Process Outsourcing (RPO) Company in India Khushi gor
Recruitment Process Outsourcing (RPO) is trending term in global market with customized recruitment processing outsourcing (RPO), talent acquisition solutions & rpo services that delivers business results. Enquire now about recruitment outsourcing process in India, enquiry@manpowergroup.com
Project RPO focuses on short -term, urgent, seasonal or niche/speciality hiring needs. It re-builds your talent pipelines and delivers high-quality talent in a rapid, cost-efficient way helping you optimize your resources during peak and slow times within a very short, strict timeline.
What would you offer employers looking for a scalable recruiting solution that’s more cost effective and flexible? Recruitment process outsourcing is a recruiting model that emerged in response to companies’s needs to cut recruiting cost and hire best talent without having the internal resources and expertise in-house. RPO is currently on the rise with growing adoption rates from large and small-to-medium (SMB) businesses alike. In 2016, Credance reported “The recruitment process outsourcing market worldwide accounted for revenue of US$ 3,537.2 Mn in 2014. The market is projected to expand with a CAGR of 14.4% during the forecast period from 2015 to 2022.”
If you’re considering adding RPO services to your recruiting offering, knowledge and experience are likely your greatest barrier to entry. What RPO services should you offer? How do you negotiate and close an RPO contract? What should you include in a service level agreement? What technologies should you use and what does an RPO implementation look like?
Cynthia Cohen and Maru Gonzalez have been in the RPO industry for over ten years and currently provide support and consultation for companies looking to transition into RPO.
Great hiring doesn\'t happen by accident; it\'s the culmination of a series of thoughtfully planned and well executed events. At the beginning of hiring well is a sourcing strategy. This strategy outlines responsibilities, articulates the steps, plans for contingencies, and defines success.
Building this strategy can be difficult. To be effective, it should include a robust audit of source effectiveness, ROI measures, and cutting-edge methods. It is a toolkit that will address holistic sourcing approaches but be flexible enough to be tailored for unique needs.
Finding the right talent is not always easy. Having defined the critical to success competencies you need to understand if your candidate does meet expectations. Online assessments such as Mettl's product suite help to see if a candidate is a match. Probably unique are the coding tests and simulators which let you see if a software engineer/coder/programmer is fit to perform
RPO India - Offshore Recruitment Process Outsourcing services within a value driven model. Our recruiters are fully trained in US recruitment process and has access to the latest Internet recruiting tools and techniques"
Recruitment Process Outsourcing (RPO) – Moving Beyond the Pioneer StageEverest Group
Everest Group experts will highlight the outsourcing
options for RPO, key buyer adoption trends, recent
solutions and deal characteristics, evolving supplier
landscape, and the implications for both buyers and
suppliers.
To truly influence business decisions, you need to understand where the industry is going. This 5th annual report uncovers worldwide recruiting trends that will move your organization forward, and help position you as a strategic business partner.
What’s more interesting is a renewed emphasis on relationships, which is a critical factor in talent acquisition. Learn how this theme ties into the top priorities, upcoming challenges and opportunities ahead in 2016 and beyond.
It’s the honeymoon phase. You know, when the relationship is new and everything is rosy. But once the honeymoon’s over, you need to be sure you’ve picked a good a partner for now and ever after.
Learn the various components of RPO and provide a basic overview of selecting an RPO provider.
In this presentation, you will learn:
1) What is RPO (it’s not black and white)
2) The components of RPO (describe the ideal RPO offering)
3) The criteria for selecting an RPO provider (look beyond the pretty face)
4) Suggestions to help guarantee success (The basics of the RPO pre-nup)
Recruitment Process Outsourcing (RPO) Company in India - ManpowerGroupKhushi gor
ManpowerGroup is a global leader in customized recruitment processing outsourcing (RPO) with talent acquisition solutions & rpo services that delivers business results. Enquire now about recruitment outsourcing process in India.
Recruiting experts, John Hess and Tim Oyer with Advanced RPO, discuss the difference between contract recruiting, recruiting agencies, and RPOs. Access the webinar on the RPO Association website at: https://resources.rpoassociation.org/how-rpo-stacks-up-against-agencies-and-contract-recruiters
TALENT COULD BE LOCATED ANYWHERE.
THAT’S WHY OUR VIRTUAL TEAMS CARRY DEEP LOCAL KNOWLEDGE ACROSS GEOGRAPHIES.
Glocal ORPO is an offshore recruiting firm with offices is USA and India. We provide professionally managed virtual recruiters, especially to US based staffing organizations, and also to those in the UAE, UK, and Australia in general. Our recruiters, sourcers, business development managers, and job search agents deliver exactly what our clients specify, adhering to quality and fast delivery. High performance marks every assignment we undertake at Glocal OPRO. We help our partners boost their recruiting productivity at low cost while letting them focus on core competencies.
We help employment agencies in the USA recruit talent from USA for the USA. Entering into a partnership with us, you extend your existing team, who work collectively with ours towards a common recruitment goal. You skip the enormous hassle, time and cost involved in set-up, infrastructure and monitoring! And you start enjoying results right from the inception of the partnership. Our offshore virtual recruiters work in line with your onsite team to achieve your objectives. Teaming up with Glocal ORPO recruiters helps you visibly increase your recruiting efficacy at the same time making a significant impact on your bottom line.
IT of various segments in the industry is our core service domain at Glocal ORPO. A blend of ground-breaking ideas, detailed approach, and quality-oriented delivery has positioned us as a leader in the recruitment process outsourcing industry.
Letting us hire better at less cost lets you focus on what you do best.
SPECIALIZED RECRUITING AREAS WE COVER
IT Recruiters
Permanent Staffing Recruiters
Contract Staffing Recruiters
VMS Recruiters.
Our success over more than half a decade stems from our resolute focus on delivering our best. At Glocal ORPO, we consistently provide unparalleled cost-saving high quality services that exceed our partners' expectations, and recognize their best definition of success. Our virtual dedicated team, backed by years of expertise, operates from India in tandem with your onsite team. They have the knack to collectively take possession of your recruitment project and deploy appropriate actions. Delivering results is our motto at Glocal ORPO.
Glocal ORPO USPs
We take complete responsibility for your talent acquisition, helping you better fulfill the requirements of your clients
We help you maintain competitive edges, recruiting top notch talent that's right for your clients.
rpo provider,rpo services, rpo service, rpo companies in india, top rpo companies, krpo company, krpo firm, krpo rpo, krpo service, global rpo services, largest recruitment process , utsourcing, rpo service providers, largest rpo providers, rpo providers san francisco, rpo recruitment inda, best rpo providers 2016, rpo companies in chicago, profit by rpo, glocal, glocal rpo, recruitment outsourcing, outsource recruitment.
Recruitment Process Outsourcing (RPO) Company in India Khushi gor
Recruitment Process Outsourcing (RPO) is trending term in global market with customized recruitment processing outsourcing (RPO), talent acquisition solutions & rpo services that delivers business results. Enquire now about recruitment outsourcing process in India, enquiry@manpowergroup.com
Project RPO focuses on short -term, urgent, seasonal or niche/speciality hiring needs. It re-builds your talent pipelines and delivers high-quality talent in a rapid, cost-efficient way helping you optimize your resources during peak and slow times within a very short, strict timeline.
What would you offer employers looking for a scalable recruiting solution that’s more cost effective and flexible? Recruitment process outsourcing is a recruiting model that emerged in response to companies’s needs to cut recruiting cost and hire best talent without having the internal resources and expertise in-house. RPO is currently on the rise with growing adoption rates from large and small-to-medium (SMB) businesses alike. In 2016, Credance reported “The recruitment process outsourcing market worldwide accounted for revenue of US$ 3,537.2 Mn in 2014. The market is projected to expand with a CAGR of 14.4% during the forecast period from 2015 to 2022.”
If you’re considering adding RPO services to your recruiting offering, knowledge and experience are likely your greatest barrier to entry. What RPO services should you offer? How do you negotiate and close an RPO contract? What should you include in a service level agreement? What technologies should you use and what does an RPO implementation look like?
Cynthia Cohen and Maru Gonzalez have been in the RPO industry for over ten years and currently provide support and consultation for companies looking to transition into RPO.
Great hiring doesn\'t happen by accident; it\'s the culmination of a series of thoughtfully planned and well executed events. At the beginning of hiring well is a sourcing strategy. This strategy outlines responsibilities, articulates the steps, plans for contingencies, and defines success.
Building this strategy can be difficult. To be effective, it should include a robust audit of source effectiveness, ROI measures, and cutting-edge methods. It is a toolkit that will address holistic sourcing approaches but be flexible enough to be tailored for unique needs.
Finding the right talent is not always easy. Having defined the critical to success competencies you need to understand if your candidate does meet expectations. Online assessments such as Mettl's product suite help to see if a candidate is a match. Probably unique are the coding tests and simulators which let you see if a software engineer/coder/programmer is fit to perform
RPO India - Offshore Recruitment Process Outsourcing services within a value driven model. Our recruiters are fully trained in US recruitment process and has access to the latest Internet recruiting tools and techniques"
Recruitment Process Outsourcing (RPO) – Moving Beyond the Pioneer StageEverest Group
Everest Group experts will highlight the outsourcing
options for RPO, key buyer adoption trends, recent
solutions and deal characteristics, evolving supplier
landscape, and the implications for both buyers and
suppliers.
To truly influence business decisions, you need to understand where the industry is going. This 5th annual report uncovers worldwide recruiting trends that will move your organization forward, and help position you as a strategic business partner.
What’s more interesting is a renewed emphasis on relationships, which is a critical factor in talent acquisition. Learn how this theme ties into the top priorities, upcoming challenges and opportunities ahead in 2016 and beyond.
The Nestlé Purina recruitment team put together some research findings surrounding recruitment and employment trends in the market. If you have any questions or would like to learn more, feel free to email us at careers@purina.nestle.com. Interested in learning more about working at Purina and apply to our openings? Visit our website at http://bit.ly/PurinaCollege
The year 2015 is closing with a lot of changes among HR professionals worldwide. Let’s check for the upcoming trends of recruiting that will rule in 2016.
Read more at http://vnmanpower.com/en/recruiting-trends-dominate-2016-bl234.html#W2LQwTgb9II2rcbo.99
Why is talent so elusive? 36% of employers world-wide report talent shortages. As the talent shortage persists, how can HR professionals bridge the gap?
Companies must synchronize supply and demand. To do this successfully, HR must play three critical roles: the supply and demand expert, the marketer and the designer.
Find out more in ManpowerGroup's latest Talent Shortage white paper.
Linkedin global recruiting trends report 2017Pierre Bernard
Why read this ?
In order to plan for the future, you need to understand where
you stand compared to your peers. The goal of this report
is exactly that -- to help talent leaders like you benchmark
against teams across the globe when it comes to the most
important recruiting metrics and trends.
About this survey
This report is based on the survey responses of nearly 4,000
corporate talent acquisition leaders across 35 countries. All
respondents are at the manager level or higher.
The COVID-19 pandemic has encouraged many recruitment companies to adapt their talent acquisition processes to new realities. A survey was conducted to know what the talent acquisition function looks like now and what it will look like in the future. Go through this PDF and get an overview of the significant findings of the survey! For talent management solutions and services, visit - https://www.emptrust.com/
With advancing technologies, many organizations are focused more than ever on recruiting—particularly for skills they
need to succeed, such as expertise in data science, cybersecurity and artificial intelligence. These hard-to-find and
hard-to-hire skills—like so many other skilled professions—cost a lot to recruit. With labor pools shrinking, retaining
talent at every level is critical. Recruiting is more expensive than retention, which can be optimized via training or
creating a culture of constant learning. Choosing recruitment over retention also has a negative effect on employees,
who are left to wonder why their work seems to have less value than that of a new employee.
In this environment, it becomes clear that value lies in the engagement of employees—making sure they are actively
contributing to the company while learning new skills and advancing their own careers. But how to measure something
as intangible as engagement?
Hiring for success — what makes the difference? Why are so many organisations...Steven Jagger
Hiring for success — what makes the difference? Why are so many organisations failing?
Please find Hudsons superior sourcing strategies? For further information or advise please contact steven.jagger@hudson.com
Seven HR Capabilities that Drive Performance Leadership - Hackett Group June ...Nhat Nguyen
The 2015 analysis of The Hackett Group’s HR benchmarking database quantifies the performance advantage of world-class companies compared to typical HR organizations. Among the results: world-class HR organizations spend 37 percent less (Figure 1) – up to $17 million for the typical company1 and use 31 percent fewer FTEs (Figure 2) than peers. Analysis also revealed the hallmarks of current world-class HR organizations and the critical capabilities they leverage to achieve superior results.
he EIU conducted a survey of 502 C-suite respondents, evenly distributed across four geographic regions in the US to better understand how they prepare for and combat workforce challenges.
An analytics revolution is upon us. Knowledge workers are in short supply, the competition for talent has gone global; turnover is rising; and employee engagement is stagnant at best. How can companies attract, retain, and develop employees who can drive business results and have the data to back up these decisions? A recent PwC survey found more than 80% of respondents said that they needed talent-related insights to make business decisions. Yet most enterprises still base talent decisions on gut feeling. Few can offer analytic evidence to support their hunches. Now, finally, analytics are beginning to drive decisions about people. This is a must-read report for all HR leaders, HR practitioners, and business leaders.
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
Maßnahmen gegen den Fachkräftemangel in Europa in den Bereichen Mathematik, Informatik, Naturwissenschaft und Technik: Warum eine Strategie der Inklusion entscheidend ist.
Wenn wir den massiven Fachkräftemangel in den MINT-Berufen (Mathematik, Informatik, Naturwissenschaft und Technik) in Europa lindern wollen, müssen wir schleunigst damit beginnen, mehr Frauen einzustellen. Und wir müssen dabei an einem Strang ziehen. Zur Optimierung des MINT-Talentepools durch größere Diversität bedarf es jedoch mehr als nur ein wenig zusätzlicher Mühe bei der Personalanwerbung. Vor allem gilt es, ein Klima der Inklusion zu schaffen, das die Einstellung und Bindung von Frauen in der MINT-Branche begünstigt. Gleichzeitig müssen Unternehmen die Beseitigung von Vorurteilen und Barrieren zur Priorität erheben und zur Chefsache erklären; Führungskräfte müssen aktive Unterstützung leisten und institutionelle Verantwortung übernehmen. Des Weiteren ist es von wesentlicher Bedeutung, Frauen in diesen Berufen ein besseres Mentoring zu bieten und die Diversität weiter zu erhöhen. Denn es steht eine ganze Menge auf dem Spiel – und das betrifft nicht nur Ihr Unternehmen, sondern die Zukunft der Branche in ganz Europa.
Als Pionier auf dem Gebiet der Personaldienstleistungen und der Erforschung von Arbeitnehmervorlieben bietet Kelly Services eine umfassende Analyse, die verdeutlicht, weshalb es so wichtig ist, gegen die Unterrepräsentation von Frauen in Europas MINT-Branche anzugehen. Dabei untersuchen wir auch, welche Faktoren Unternehmen berücksichtigen müssen, um diese Spezialistinnen langfristig zu binden.
Neben der Analyse von Arbeitnehmervorlieben und psychographischen Einblicken auf Grundlage der Umfrageergebnisse aus dem Kelly Global Workforce Index von 2014 und 2015 werden in diesem Bericht auch Erkenntnisse aus der Kelly Free Agent Research-Studie von 2015 und sekundären Quellen berücksichtigt. Sofern nicht anders angegeben, stammen alle Statistiken aus aktuellen Arbeitsmarktstudien von Kelly.
The Kelly Global Workforce Index (KGWI) is an annual global survey that is the largest study of its kind. In 2015, Kelly collected feedback from 164,000 workers across 28 countries across the Americas, EMEA, and APAC regions and a multitude of industries and occupations.
This study is taking a high level look at:
- Work-Life Design as it pertains to the global worker today.
- Women in STEM Talent Gap - a study that at the gap of women talent in STEM – Science, Technology, Engineering and Math – fields.
- Career Management – specifically the emerging trend of do-it-yourself (“DIY”) career development – as it pertains to the global worker seeking to be as resilient as possible in today’s uncertain environment
- Collaborative Work Environment as it pertains to the global worker today.
Here is our second global report on the topic Women in STEM.
NIDM (National Institute Of Digital Marketing) Bangalore Is One Of The Leading & best Digital Marketing Institute In Bangalore, India And We Have Brand Value For The Quality Of Education Which We Provide.
www.nidmindia.com
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
2. The Recruiting
Challenge Map
Far from simply filling existing gaps as quickly and economically as
/02
possible, recruiting has become a high-stakes competition to foresee
economic conditions and business projections, estimate critical talent
gaps as early as possible, and source the highest-quality talent available.
anticipated future growth in hiring
Reasons for difficulties recruiting staff
87%
shortage
of skilled
recruiting staff
49%
salary
uncompetitive
30%
location
undesirable
19%
current
recruitment
process
73%
plan to increase
internal full-time hires
in the next 12 months
More than half (61%)
of organizations
experience difficulty
recruiting staff.
How companies intend to use an
outsourced recruitment firm
86%
sourcing,
screening,
testing
45%
applicant and
recruitment
performance
tracking
43%
reference
checking
17%
vendor
management
57%
plan to increase
contingent hires in
the next 12 months
Given the competitive landscape for attracting
quality talent, we expect more companies to
outsource recruitment; however it’s evident that many
organizations still do not have a strong understanding
of the outsourcing models available.
16%
on-boarding
Only 26% currently
outsource recruitment
More than half (58%) plan to
increase the use of recruitment firms
for new hires in the next 12 months
Only 46% are
familiar with RPO
3. preface
/03
Global Trends in RPO & Talent Recruitment 2014 was prepared by Kelly Outsourcing
and Consulting Group (KellyOCG®) in partnership with the Human Resource Outsourcing
Association (HROA), HR.com, the Shared Services & Outsourcing Network (SSON) and the
International Association of Outsourcing Professionals (IAOP) to provide a comprehensive overview
of the latest trends and insights from the global business community in regard to jobs, skills
development and recruitment.
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.
Pam Berklich
4. the recruiting challenge
Meeting the Recruiting Challenge: Even in
the face of economic recovery in many global
markets, recruiting top talent remains a major
concern; in particular, a shortage of skilled labor
continues to vex hiring managers.
/04
5. the recruiting challenge
Accessing quality talent remains a top concern
As many recent studies confirm, among the biggest challenges HR professionals face is
recruiting quality talent. The 2013 PwC CEO Survey reported more than half of US CEOs say a
shortage of skills is a potential threat to growth this year.
Respondents to our RPO survey report similar frustration. Sixty-one percent say they experience
difficulty recruiting staff, and of those 87 percent blame a shortage of skilled recruiting staff in
the roles required. Other critical challenges include being unable to offer a competitive salary
(49 percent) and offering an undesirable work location (30 percent)—both of which only sustain
the all-important challenge of attracting and retaining top talent.
Figure 1: Experiencing difficulties recruiting staff?
Figure 2: Reasons for difficulties recruiting staff
/05
7. the recruiting challenge
Serious headwinds for recruiting professionals
A shortage of high quality talent is a serious problem for over two-thirds of companies. Sixtyeight percent report talent shortages slow or stall the hiring process. Among other top factors
slowing the hiring process: hiring manager satisfaction (37 percent), time-to-hire (36 percent),
cost-to-hire (25 percent) and quality of recruiters (23 percent).
Not surprisingly more than a third (37 percent) report their organization’s average time-to-hire
is over 45 days, a statistic signaling that despite reports of high unemployment, a number of
roles are still very difficult to fill. (Time-to-hire is a difficult statistic to benchmark given variation
by type of hire, industry, company size, and outsourced vs. in-house recruiting. As a point of
comparison, however, the Society for Human Resources Management reports the average timeto-hire for large organizations—those with more than 1,000 employees—is 43 days. Time to hire
for small organizations—defined as having fewer than 1,000 employees—is 29 days.)
Figure 3: Average time-to-hire
Figure 4: Conditions that slow or stall the hiring process
/07
8. 70
60
50
40
30
20
10
0
the recruiting challenge
/08
Figure 3:
Figure 4:
Average time-to-hire
Conditions that slow or stall the hiring process
80%
70%
30% | 30 days or less
60%
34% | 31– 45 days
50%
29% | 46 –90 days
40%
8%
30%
| Over 90 days
20%
10%
68%
Quality
of hires
37%
Hiring
manager
satisfaction
36%
Time
to hire
25%
Cost
to hire
23%
Quality of
recruiters
18%
16%
14%
Poor
Technology Performance
processes effectiveness monitoring
0%
9. the recruiting challenge
Outsourcing HR functions still not practiced by most
Despite the growing complexity of HR functions, most companies still do not outsource HR
functions. Only 36 percent say they outsource part or all of the HR function. Among companies
that do outsource HR services, the categories most likely to be outsourced include payroll
(56 percent), recruitment (49 percent) and benefits (40 percent). (This relatively low level of
outsourcing may be attributed to the composition of our respondents, who are more heavily
weighted to small and mid-size companies.)
Figure 5: Outsource part or all of the HR function
Figure 6: HR functions currently outsourced
/09
10. 50
40
the recruiting challenge
/10
30
20
10
0
Figure 5:
Figure 6:
Outsource part or all of
the HR function (% Yes)
HR functions currently outsourced
60%
50%
40%
30%
36%
20%
10%
56%
Payroll
49%
Recruitment
40%
Benefits
20%
19%
Training Compensation
16%
HRIS
9%
Performance
Management
0%
11. hiring intentions
Global Hiring Intentions: Hiring appears
robust for the coming year, both for
internal full-time labor as well as
contingent hires.
/11
12. hiring intentions
Global hiring intentions
Nearly three quarters (73 percent) of companies surveyed plan to increase the number
of internal full-time hires in next 12 months, and 57 percent plan to increase the number of
contingent hires.
These numbers show robust hiring growth will continue across the globe in the coming year—
despite reported high levels of unemployment. This contradiction is something we at
KellyOCG have written about at length.
In the industrialized world, 40 million workers are unemployed according to the International
Labour Organization—yet more than ever, companies are suffering critical shortages of key
talent across the globe. A 2012 study from Oxford Economics shows the imbalance of talent
supply and demand across the globe will deteriorate over the next ten years due to shortages
in particular disciplines (e.g. so-called STEM jobs), as well as regional imbalances of labor
supply and demand. In particular regions, severe talent shortages will define the next decade.
For example, in the developed Asian economies the demand for talent in the business services
sector will increase by over 50 percent, while the demand for talent in life sciences within
/12
13. hiring intentions
the same region will rise by only 8.2 percent. In North America, the energy sector will
require a 22.7 percent bigger workforce, while the demand for talent in financial services will
drop eight percent.
Even in the face of relatively high levels of unemployment, recruiting professionals are still vying
to capture top talent—a heated competition that will not abate anytime soon.
Figure 7: Plan to increase number of internal full-time hires in the next 12 months?
Figure 8: Plan to increase number of contingent hires in the next 12 months?
/13
14. hiring intentions
/14
Figure 7:
Figure 8:
Plan to increase number of internal
full-time hires in the next 12 months?
Plan to increase number of contingent
hires in the next 12 months?
73%
57%
15. understanding HR outsourcing
Understanding HR Outsourcing: As complexity
of the talent management function grows,
companies rely on outsourcing to fill gaps—
particularly recruiting high-value professionals.
/15
16. understanding HR outsourcing
Outsourcing HR and recruitment
We asked companies whether they outsource HR activities. Specifically, we wanted to
understand to what extent companies outsource parts and portions of recruiting to multiple
vendors (e.g. screening, sourcing, assessments, interviewing), as well as whether companies are
using end-to-end recruitment process outsourcing (i.e. outsourcing the entire recruiting process
to a single vendor).
The complexity of the HR function—as well as the pressure to attract and retain high-value
workers—continues to stretch the resources and technology of in-house HR departments.
Not surprisingly, well over half (58 percent) plan to use third-party recruiting firms to engage
hires in next 12 months. Of those using recruitment firms to augment recruiting needs, the
most common applications include sourcing, screening and testing (86 percent), applicant and
recruitment performance tracking (45 percent) and reference checking (43 percent).
Figure 9: Plan to increase use of outside recruitment firms to recruit anticipated hires in next 12 months?
Figure 10: How will you use an outsourced recruiting firm for hiring in next 12 months?
/16
17. 100
80
understanding HR outsourcing
/17
60
40
20
0
Figure 9:
Figure 10:
Plan to increase use of outside
recruitment firms to recruit
anticipated hires in next 12 months?
How will you use an outsourced recruiting firm
for hiring in next 12 months?
100%
80%
60%
58%
40%
20%
86%
Sourcing,
screening,
testing
45%
Applicant and
recruitment
performance
tracking
43%
Reference
checking
17%
Vendor
management
16%
On-boarding
0%
18. understanding HR outsourcing
In this case, third-party recruiting is a carved-out function, a tactic applied to parts and portions
of the recruiting function. Almost 70 percent use outsourced recruiting for less than a quarter of
their hiring—meaning outside assistance is likely only used for particularly challenging hires.
The majority of recruiting is still conducted within country borders. More than half of
respondents (56 percent) say less than 10 percent of vacancies are filled cross-borders.
Figure 11: Portion of vacancies filled through a third-party provider
Figure 12: Portion of vacancies filled through cross-border recruitment activities
/18
19. understanding HR outsourcing
/19
Figure 11:
Figure 12:
Portion of vacancies filled through
a third-party provider
Portion of vacancies filled through
cross-border recruitment activities
36% | Less than 10%
56% | Less than 10%
33% | 10%–25%
24% | 10%–25%
12% | 26%–50%
10% | 26%–50%
12% | 51%–75%
6%
| 51%–75%
7%
3%
| 76%–100%
| 76%–100%
20. understanding HR outsourcing
One step beyond external recruiting support is recruitment process outsourcing (RPO), which
was first introduced nearly 20 years ago. An RPO—typically a third-party vendor—manages the
end-to-end recruiting process, including on-boarding of new hires. It differs from traditional
staffing and recruitment outsourcing because (a) it assumes full ownership of the recruitment
process, including strategy, systems, methodology, and technology and (b) unlike traditional
outsourcing, the full continuum of recruiting activities (for all or a select group of skill sets) is
handled by a single vendor, which is solely responsible for delivering results.
In the hunt for high-value talent—and in particular so-called “knowledge workers” who work in
fields like engineering, technology and the sciences—companies are turning to RPO providers
to outmaneuver the competition. RPOs offer dedicated infrastructure and expertise to find and
secure scarce talent, and in many cases operate across multiple employment markets.
Familiarity with RPOs is still not the norm. Fifty-four percent say they are only somewhat familiar
or not at all familiar with RPOs. And only 26 percent fully outsource their recruiting/hiring
process using an RPO model.
/20
21. understanding HR outsourcing
Overwhelmingly companies that outsource recruiting services hire vendors on a stand-alone
contract, separate from other HR outsourcing services (68 percent use a separate provider).
Companies are most likely to use a third-party recruiting firm to hire professional staff (50
percent), though third-party recruiting is also common in hiring temporary or contingent labor
(36 percent).
Figure 13: How familiar are you with Recruitment Process Outsourcing (RPO)?
Figure 14: Currently outsource recruiting/hiring process.
Figure 15: Is recruitment outsourced as part of an HR outsourcing contract, or do you use a separate provider?
Figure 16: Do you outsource recruiting company-wide?
Figure 17: Do you outsource recruiting of professional talent?
/21
22. understanding HR outsourcing
/22
Figure 13:
Figure 14:
Figure 15:
Figure 16:
Figure 17:
How familiar are you
with Recruitment
Process Outsourcing
(RPO)?
Currently outsource
recruiting/hiring
process
(% Yes)
Is recruitment
outsourced as part
of an HR outsourcing
contract, or do you
use a separate
provider?
Do you outsource
recruiting
company-wide?
(% Yes)
Do you outsource
recruiting of
professional talent?
(% Yes)
26%
14% | Not at all
40% | Somewhat familiar
25% | Familiar/
knowledgeable
21% | Very familiar
40%
32% | Part of an HR
outsourcing contract
68% | Separate provider
of recruitment
outsourcing
50%
23. Growth of recruitment outsourcing
Growth of recruitment outsourcing
Of those respondents who do not currently outsource a whole or part of the recruiting function,
40 percent indicate they would like to do so in the future. Areas of particular interest for
outsourcing include professional recruiting (48 percent), contingent or temporary labor (38
percent) and outsourcing all recruiting responsibilities (34 percent).
Overwhelmingly respondents cite “faster time-to-hire” as the key benefit of a third-party
recruiter partnership, followed by integrating multiple sourcing channels (58 percent) and lower
cost to recruit (51 percent).
These findings support a more general, growing interest among global companies to adopt
a talent supply chain management mindset. As the name suggests, talent supply chain
management (TSCM) is much like traditional supply chain management: directing a network
of suppliers and resources to ensure the optimal mix of price, access and risk. The high level
of interest in recruitment process outsourcing—including professional recruiting as well as
contingent and temporary labor staffing—demonstrates a greater degree of sophistication
about balancing the cost of recruitment against other critical variables, particularly access.
/23
24. Growth of recruitment outsourcing
Whereas a decade ago outsourcing was usually a cost-savings tactic, in the future talent-related
outsourcing is as likely to be related to accessing top-flight talent or improving time-to-hire
ratios. In fact, in a 2013 Talent Supply Chain study sponsored by Kelly Services, companies
defined as best-in-class were three times more likely to ‘strongly agree’ they take greater risks
to secure the talent they need, and two times more likely to ‘strongly agree’ accessing high
quality talent when needed is more important than cost.
Figure 18: Would consider outsourcing part or all of recruitment process in future
Figure 19: Are there particular areas of the recruitment process you would outsource?
Figure 20: If yes, what would you expect a vendor/partner to help you achieve?
/24
25. 100
50
Growth of recruitment outsourcing
40
60
30
40
20
20
10 Figure 19:
Figure 18:
Would consider
outsourcing part or
all of recruitment
process in future
(% Yes)
0
/25
80
Figure 20:
Are there particular areas of the recruitment
process you would outsource?
0
If yes, what would you expect a
vendor/partner to help you achieve?
50%
40%
34%
Company-wide
Responses only by those who may outsource recruiting in future.
40%
10%
38%
Contingent/
temporary
60%
20%
48%
Professional
80%
30%
40%
100%
20%
0%
88%
Faster time
to hire
58%
Integrate
multiple
sourcing
channels
51%
Lower
cost of
recruitment
32%
Manage
or limit
number of
third party
providers
Responses only by those who may outsource recruiting in future.
27%
Gain
access to
technology
0%
26. conclusion
/26
Growing the range & depth of the recruiting expertise
For many global organizations, recruiting the right talent at the right time is the single most
Far from simply filling
influential factor driving growth and innovation. In the 20th century, capital was the basis of
existing gaps as quickly and
advantage, but in the 21st century, talent will drive global advantage.
economically as possible,
recruiting has become a high-
Far from simply filling existing gaps as quickly and economically as possible, recruiting has
stakes competition to foresee
become a high-stakes competition to foresee economic conditions and business projections,
economic conditions and
estimate critical talent gaps as early as possible, and source the highest-quality talent available.
business projections, estimate
All of this is part of a larger trend toward managing talent needs holistically across all categories
critical talent gaps as early
of work—a discipline called talent supply chain management.
as possible, and source the
highest-quality talent available.
Outsourcing recruiting is no longer primarily about carving out an existing internal function
and giving it to the lowest-cost provider. Rather, outsourcing recruiting allows organizations to
access niche expertise that is simply too difficult or too expensive to grow in house. Third-party
recruiters and RPOs offer companies expertise in particular disciplines or geographies, import
effective processes and procedures, and present regulatory and risk-management expertise.
What’s more, RPOs allow companies to make intentional decisions about whether to prioritize
cost savings, access to talent or risk-control (or some optimized mix of the three) depending on
the category of work and area of expertise.
27. conclusion
Companies we surveyed are optimistic about the benefits of outsourced recruiting. Eightyeight percent believe outsourced recruiting offers faster time-to-hire, 58 percent say outside
providers integrate multiple sourcing channels, and 51 percent cite lower cost of recruitment
using a third-party provider.
Despite the opportunity, it’s evident from the survey that many organizations still do not have
a strong understanding of the outsourcing models available, nor the opportunities therein.
Only 26 percent are currently outsourcing the recruiting/hiring process using something like
an RPO model, and 54 percent report being only somewhat familiar or not at all
familiar with RPOs.
Given apparently strong growth in hiring (73 percent to increase number of internal,
full-time hires and 57 percent to increase contingent hires in the coming 12 months), and
the competitive landscape for attracting quality talent, we expect organizations may
increasingly look to external recruiting partners to augment their own capabilities or fully
outsource the recruiting function in the years ahead.
/27
28. methodology
/28
RESPONDENT PROFILE
A total of 385 individuals responded to the 2013 Global RPO survey. Respondents hailed from
a broad range of industry sectors across the Americas (60 percent), Europe, Middle East and
Africa (EMEA) (17 percent), and Asia Pacific (30 percent). Participants also represent a broad
60
25
50
20
cross-section of industry sectors, including professional services, information technology,
40
15
financial services, retail, manufacturing and life sciences.
30
10
20
The largest share of respondents (63 percent) had fewer than 500 employees within their
5
10
organizations, while 16 percent had0
from 1,000 to 5,000, and 14 percent had more than 5,000.
0
The Americas
EMEA
Asia-Pacific
Automotive
Business Services
Chemical/Petrochemicals Gas
Education
Energy, Oil & Services
Financial Tech Manufacturing
Food & Beverage
High
IT&TSciences
Life Other/Non-specified
Retail
1: Respondents’ regions
of responsibility
2: Industry sectors
3: Size of organization
60%
25%
20%
Less than 500
15%
40%
501–1,000
1,000–5,000
10%
20%
More than 5,000
Respondents could select more than
one region so totals exceed 100%
Other/
Non-specified
Retail
Life Sciences
IT&T
High-tech
Food &
Beverage
Financial
Services
Energy,
Oil & Gas
Education
Chemical/
Petrochemicals
Business
Services
0
Automotive
Asia-Pacific
EMEA
The Americas
5%
0%
Based on number of
full-time employees
29. For more thought leadership go to talentproject.com
About the Author
PAM BERKLICH is the Senior Vice President, Direct Hire Practices, KellyOCG.
Pam leads the Direct Hire Practices which includes Recruitment Process Outsourcing
(RPO), Executive Search services, and Talent Sourcing services and Direct Hire for
Kelly’s clients globally.
About KellyOCG
KellyOCG® is the Outsourcing and Consulting Group of workforce solutions provider Kelly Services, Inc. KellyOCG is a
global leader in innovative talent management solutions in the areas of Recruitment Process Outsourcing (RPO), Business
Process Outsourcing (BPO), Contingent Workforce Outsourcing (CWO), including Independent Contractor Solutions,
Human Resources Consulting, Career Transition and Executive Coaching, and Executive Search.
KellyOCG was named in the International Association of Outsourcing Professionals® 2013 Global
Outsourcing 100® list, an annual ranking of the world’s best outsourcing service providers and advisors.
Further information about KellyOCG may be found at kellyocg.com.
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