THE RPO SWOT

Posted by PeopleStrong under Recruitment Process Outsourcing

Many a times an outsourcing deal fails because the outsourcing organization does not have a clear strategy in place and the benefits that it wants to draw from the engagement are not clealy identified. RPO, like all other outsourcing models, has its share of Strengths, Weaknesses, Opportunities and Threats. The figure below illustrates them.

The core promise of RPO is that it makes recruitment process driven with SLAs and reverse SLAs. Cost reduction and lesser time to hire is what processes and SLAs bring about.

Engaging with one provider for all the recruitment needs seems like putting all your eggs in the same basket. This can become a single point of failure if the engagement rules are not set out well. One must not also expect the cost savings to happen too fast and must let the engagement to mature.

The client must be clear and the vendor must be competent enough to realise the full potential of the partnership.

-Pankaj Bansal, Co-founder and CEO

Key requirements/must haves for a Recruitment Process Outsourcing(RPO) service providers

Posted by PeopleStrong under Recruitment Process Outsourcing, Thought Leadership

Recruitment Process Outsourcing (RPO) is the new buzzword in the town and every run of the mill recruitment/placement company is trying to project itself as an RPOprovider. The thing that differentiates RPO provider is that an RPO provider assusmes ownership of the design and management of the recruitment process and also responsibility of results. This is not the same with other recruitment providers.

While developing an RPO solution, the service provider has roll up his sleeves and be ready to get his hands dirty and understand what the organization is all about. An RPO provider has to get its arms around everything from Branding, Developing a sourcing strategy to On-boarding and Career Management. The service provider must understand the Client’s Businesses-marketing, branding, process, supply chain, metrics, etc.-to provide a world class solution. This may sometimes even require the service provider to completely re-engineer the candidate selection process.

The ideal ‘RPO’ is the one that gives you:

• Refined standardized processes (organization context and measurable hiring process),
• Contextual training (converting an average recruiter to a strong recruiter),
• Quality control mechanisms (SLA’s with clients and on time, every time),
• Strong TFT – Technology for talent to support clients’ specialized needs and extended value chains. It is well beyond just a process automation.

RPOs that would have the above highlighted awesome foursome would only be able bring along measurable results and bring along the real value add to the recruitment process of an organization.

-Shelly Singh, Co-founder and VP

Getting the Right Talent for your organization

Posted by PeopleStrong under Recruitment Process Outsourcing, Thought Leadership

Employer brand is generally viewed as synonymous to HR practices of the company and the ‘Best Companies to Work for’ 2010 study clearly indicates that work culture is amongst the top 3 factors. The study however also indicates that compensation is a parallel theme that runs with the employees.

We believe that good HR does get a premium on attracting better talent but not in terms of lower compensation of hires. Scenario in recession times though may be different as people would like to work for secure jobs!

“Leverage employer brand to get Better talent in door.”

Above statement is an end however the mean lies somewhere else. For instance the cost per hire will be impacted by HR processes, actions and programs that will reduce the sourcing and process costs. Therefore innovating ways of hiring like RPO (Recruitment Process Outsourcing) will enable effective and lower costs per hire.

Brand and right process will together get the right talent in the door and will facilitate cost improvements in hiring which does not mean hiring people at lower salaries but at a more effective cost.

-Pankaj Bansal, Co-founder and CEO