人才招聘转型：招聘流程外包RPO时代来临（英文版）.pdf

Transforming Talent Acquisition: Recruitment Process Outsourcing Comes of AgeWendy Wick Vice President, RPO Client DeliveryTransforming Talent Acquisition: Recruitment Process Outsourcing Comes of Age | 2 When recruitment process outsourcing (RPO) was introduced some twenty years ago, providers faced a steep learning and awareness curve: organizations were not accustomed to outsourcing their recruitment function. Nonetheless, RPOs were able to help companies gain significant cost savings, improve productivity and transform their talent acquisition relatively quickly. Inevitably, these impressive results led RPO to be positioned as the solution to every problem. After a few decades of experience, the possibilities and limits of RPO are much clearer. Mistakes have been made by both clients and providers and lessons have been learned. In the end, companies of all sizes and industries have enjoyed extraordinary success by replicating specific strategies to improve recruitment processes and results. While RPO was once thought of solely as a solution for high-volume permanent placement, today, it is about talent acquisition transformation with dedicated teams of sourcers, technology specialists, industry analysts and social media experts. The key is to harness and leverage the assets RPO can provide; however, an organization must first be prepared for that transformation.IntroductionTransforming Talent Acquisition: Recruitment Process Outsourcing Comes of Age | 2 3 | Transforming Talent Acquisition: Recruitment Process Outsourcing Comes of AgeWILL YOU KNOW IT WHEN YOU SEE IT?Recruitment Process Outsourcing (RPO) programs often start with an expectation of lower cost-of-hire and reduced time-to-fill as the endgame. These goals are certainly worthy of achieving, but they are also finite. What happens when all possible costs are reduced? What happens when all reasonable expectations for time-to-fill have been met? Transformation requires next-level thinking and action by both the employer and provider.Conditions outside the employer’s control such as unemployment, regulations, skills gaps, technology and talent availability have a considerable impact on costs. Ultimately, the total cost of talent acquisition is not necessarily related to budget or company desires; it is driven by market and candidate availability. The real question becomes: How do you use the levers you have to make an impact? This is where an evaluation of factors such as candidate satisfaction, brand temperature in the market and employee engagement come into play. A transformational RPO strategy will help deliver on more ambitious business objectives while simultaneously supporting the broader organizational mission. THE RPO-BUYING WORLD IS READY FOR MORETwenty years ago, requests for proposals (RFPs) looked more like purchase orders versus strategic requests. Providers were asked to deliver a certain number of candidates for a specific set of roles according to a prescribed process. Today, RPO is more sophisticated and so are its buyers. The typical is multi-country/multi-region and focused on regulatory, communications, economic and cultural challenges. Not only are buyers more likely to seek solutions that involve shared financial risk (i.e. fees at risk), but there is an expectation for more sophisticated Key Performance Indicators (KPI) than required of RPOs in years past. Customers understand RPO has the ability to scale efforts up or down based on market trends or production cycles far more easily than a company could do in-house. It is increasingly expected that RPOs will be designed to account for this, as will their pricing structures. The market is also more mature from a candidate perspective. Because candidates have so many new ways to obtain information about job openings, providers must continuously strive to innovate in sourcing and recruiting. In addition, candidates place a high value on their experience during the hiring process, which can have a significant impact on company reputation and the success of recruiting efforts. Savvy employers understand these needs and look for RPO strategies that can take their organization to the next level. Be the #1 destination employer in their spaceBuild hiring manager capacity to use tools to ensure more accurate and real time dataGlobalize corporate cultureHire brand ambassadors at all levelsIndividual Employers May Seek To:Transforming Talent Acquisition: Recruitment Process Outsourcing Comes of Age | 4 An organization that is pre-RPO (meaning they have yet to utilize RPO) is going to have a different level of readiness than an organization in the middle of a multi-year partnership, or an organization that is considering a change. ManpowerGroup recently released the white paper “Recruiting Strategy Metrics: From Transactional to Transformational,” which ou。