人才招聘转型：招聘流程外包RPO时代来临（英文版）

TransformingTalentAcquisition:RecruitmentProcessOutsourcingComesofAgeIntroductionWhenrecruitmentprocessoutsourcing(RPO)wasintroducedsometwentyyearsago,providersfacedasteeplearningandawarenesscurve:organizationswerenotaccustomedtooutsourcingtheirrecruitmentfunction.Nonetheless,RPOswereabletohelpcompaniesgainsignificantcostsavings,improveproductivityandtransformtheirtalentacquisitionrelativelyquickly.Inevitably,theseimpressiveresultsledRPOtobepositionedasthesolutiontoeveryproblem.Afterafewdecadesofexperience,thepossibilitiesandlimitsofRPOaremuchclearer.Mistakeshavebeenmadebybothclientsandprovidersandlessonshavebeenlearned.Intheend,companiesofallsizesandindustrieshaveenjoyedextraordinarysuccessbyreplicatingspecificstrategiestoimproverecruitmentprocessesandresults.WhileRPOwasoncethoughtofsolelyasasolutionforhigh-volumepermanentplacement,today,itisabouttalentacquisitiontransformationwithdedicatedteamsofsourcers,technologyspecialists,industryanalystsandsocialmediaexperts.ThekeyistoharnessandleveragetheassetsRPOcanprovide;however,anorganizationmustfirstbepreparedforthattransformation.TransformingTalentAcquisition:RecruitmentProcessOutsourcingComesofAge|2TransformingTalentAcquisition:RecruitmentProcessOutsourcingComesofAge|2WILLYOUKNOWITWHENYOUSEEIT?RecruitmentProcessOutsourcing(RPO)programsoftenstartwithanexpectationoflowercost-of-hireandreducedtime-to-fillastheendgame.Thesegoalsarecertainlyworthyofachieving,buttheyarealsofinite.Whathappenswhenallpossiblecostsarereduced?Whathappenswhenallreasonableexpectationsfortime-to-fillhavebeenmet?Transformationrequiresnext-levelthinkingandactionbyboththeemployerandprovider.Conditionsoutsidetheemployer’scontrolsuchasunemployment,regulations,skillsgaps,technologyandtalentavailabilityhaveaconsiderableimpactoncosts.Ultimately,thetotalcostoftalentacquisitionisnotnecessarilyrelatedtobudgetorcompanydesires;itisdrivenbymarketandcandidateavailability.Therealquestionbecomes:Howdoyouusetheleversyouhavetomakeanimpact?Thisiswhereanevaluationoffactorssuchascandidatesatisfaction,brandtemperatureinthemarketandemployeeengagementcomeintoplay.AtransformationalRPOstrategywillhelpdeliveronmoreambitiousbusinessobjectiveswhilesimultaneouslysupportingthebroaderorganizationalmission.IndividualEmployersMaySeekTo:Bethe#1destinationemployerintheirspaceBuildhiringmanagercapacitytousetoolstoensuremoreaccurateandrealtimedataGlobalizecorporatecultureHirebrandambassadorsatalllevelsTHERPO-BUYINGWORLDISREADYFORMORETwentyyearsago,requestsforproposals(RFPs)lookedmorelikepurchaseordersversusstrategicrequests.Providerswereaskedtodeliveracertainnumberofcandidatesforaspecificsetofrolesaccordingtoaprescribedprocess.Today,RPOismoresophisticatedandsoareitsbuyers.Thetypicalismulti-country/multi-regionandfocusedonregulatory,communications,economicandculturalchallenges.Notonlyarebuyersmorelikelytoseeksolutionsthatinvolvesharedfinancialrisk(i.e.feesatrisk),butthereisanexpectationformoresophisticatedKeyPerformanceIndicators(KPI)thanrequiredofRPOsinyearspast.CustomersunderstandRPOhastheabilitytoscaleeffortsupordownbasedonmarkettrendsorproductioncyclesfarmoreeasilythanacompanycoulddoin-house.ItisincreasinglyexpectedthatRPOswillbedesignedtoaccountforthis,aswilltheirpricingstructures.Themarketisalsomorematurefromacandidateperspective.Becausecandidateshavesomanynewwaystoobtaininformationaboutjobopenings,providersmustcontinuouslystrivetoinnovateinsourcingandrecruiting.Inaddition,candidatesplaceahighvalueontheirexperienceduringthehiringprocess,whichcanhaveasignificantimpactoncompanyreputationandthesuccessofrecruitingefforts.SavvyemployersunderstandtheseneedsandlookforRPOstrategiesthatcantaketheirorganizationtothenextlevel|TransformingTalentAcquisition:RecruitmentProcessOutsourcingComesofAgeWHEREANORGANIZATIONISINTHEPROCESSMATTERSAnorganizationthatispre-RPO(meaningtheyhaveyettoutilizeRPO)isgoingtohaveadifferentlevelofreadinessthananorganizationinthemiddleofamulti-yearpartnership,oranorganizationthatisconsideringachange.ManpowerGrouprecentlyreleasedthewhitepaper“RecruitingStrategyMetrics:FromTransactionaltoTransformational,”whichoutlinesasequenceofthreetimehorizonscompaniesmustmovealongtobereadyfortransformationalmetrics.Thoseconceptsareusefulhereaswell:COMMONPRACTICE:Aplanningandpreparationphaseofgoal-settingandbaselinemeasurement.BESTPRACTICE:Amoresophisticatedperiodofstakeholderengagement,buy-inandadvancedmetrics.NEXTPRACTICE:Anambitious,visionarystatewheretheentireorganizationisalignedtotransformationalobjectives.ThesetimehorizonsareanappropriatereflectionoftheRPOlifecycle.Whileitmaybetemptingforanorganizationtotargetthemostinnovativepracticesoutofthegate,anemployerthatisnewtoRPOiswisetobeginwiththe“commonpractice”metricsandexpectations.Companiesmustmeasurebaselinedataaroundsourcing,recruiting,hiringandsatisfaction.Itisimportanttounderstandmarketcontext,overallbusinessobjectivesandthelandscapehiringmanagersareoperatingin.Thisestablishesabaselineofdataandprovidesastartingpointtotalentacquisitionleaderstocreateinternalbuy-inandengagement.Ultimately,itleadstoastrategythatcapturestheviewpointsandinsightsoffront-lineleadershipanddrivestowardorganization-levelgoals.TransformingTalentAcquisition:RecruitmentProcessOutsourcingComesofAge|4TRANSFORMATIONALSUCCESSFACTORSAbrilliantRPOplanwithunlimitedfundinginabuyer’smarketwillnotbringtransformationtoanorganizationthatisnotreadyforit.Itisessentialtounderstandtheconditionsthatallowforsuccessorfailure.Thefollowingelementscombinetoformanecosystemthatisconducivetotransformation:•CommittedLeaders•Buy-inandEngagement•EmbraceAgilityLeadershipP&laPnrocningess•AVisiblePlan•StandardizedProcesses•Employerbrand•CandidateexperienceBrandingntasuremeMe•UnderstandtheBaseline•ClearObjectives•HigherExpectationsRegardlessofthetimehorizonanorganizationisoperatingin,itisimportanttotakeadeeperlookintothesuccessfactorsandcoreelementsassociatedwithtalentacquisitiontransformation.LEADERSHIPLeadersareinthebestpositiontofosterthecultureofagilitythatwillbenecessaryfortransformation.Thisisbecausemanyoutsidefactorsaffecttalentacquisition,compellingshiftsintalentstrategies.Theseincludemarkettrends,economics,talentavailabilityandregulatorychanges,amongmanyothers.Companiesbestequippedtohandletalentshortagesembraceagilestructuresthatallowtalentacquisitionteamstopivotasnecessary.RPOprovidersshoulddriveagileexecutionbasedonmarketintelligenceandstrategicplanning.CommittedLeadersTransformingtalentacquisitionisabigeffortandneedstobedrivenfromthetop.Aninternalcommunicationsplanwithkeymessagesforleaderstoconsistentlydriveisessential|TransformingTalentAcquisition:RecruitmentProcessOutsourcingComesofAge