Talent Acquisition

In the war for talent organizations must develop a multi-layered talent acquisition approach in order to gain a competitive edge and attract coveted passive candidates. A talent acquisition strategy should be high-touch—engaging with candidates throughout the entire lifecycle from application to hire to onboard. Technology powers organizations to elevate the candidate experience. Social media channels offer the opportunity to deliver engaging content and reinforce employment branding to top talent.

Resource Guide: Recruiting, Staffing & Search Case Study

Comerica, a national financial services company, gets onboard with RES.


In a climate of acquisitions and mergers, combined with an increasing difficulty and cost to find quality hourly candidates, Comerica Incorporated recognized the need to centralize its non-exempt recruiting process. The centralization effort would require a significant investment in technology as well as a commitment to transforming its entire recruitment process. Without such an effort, they would struggle to meet their strategic objectives of attracting, developing, and retaining a high volume of qualified employees.

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Projectix Applicant Tracking and Talent Management Expands HR Service Offering

ST. PETERSBURG, Fla., Sept. 29, 2005

First Advantage Corporation (NASDAQ: FADV), a global risk mitigation and business solutions provider, today announced that the company has acquired Recruiternet Inc

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HRO in Times of Terror

European and American HRO differ in attitudes towards security and safety.

by Jay Whitehead

July 7, 2005, London, England. It is morning rush hour in the most public transit-dependent city on Earth. Every day, nearly three million people use the London Undergrounds 274 stations.


At 9:13 a.m., a “code amber alert” shut down the system, station by station. Three bombs had exploded within 50 seconds: two on the Circle Line, one on the Picadilly Line. Around 10 a.m., a suicide bomber blew up a double-decker bus near Tavistock Square. Altogether, 56 people died and 700 were injured. Nearly all, except the bombers, were employees commuting to work.


Within minutes of the “amber alert” notification, Scotland Yard ordered surveillance videos from all public transit locations to be analyzed. Just one year before, a project to install 500,000 video systems had been completed. The suicide attacks would test the reliability of the in-station cameras. Within 24 hours of the attacks, police released blurry photos of the now-dead bombers, which were published worldwide.


Fourteen days later, four young terrorist wannabes carried explosives made from the same type of acetone and other household products–a copycat plan that had different results. None of the bombs exploded, and all four clueless suspects were caught on camera as they ran for the exits. Within seven days, they were all in police custody. None succeeded in becoming “one-unders,” the relatively genteel British version of a much more indelicate New York term for a subway suicide: “track pizza.”


The Underground itself only has about 4,000 dedicated employees. The railroad is really run by two outsourcers, known as Public-Private Partnership (PPP) companies, Metronet (a consortium of Balfour Beatty, WS Atkins, Bombardier, EDF Energy, and RWE Thames Water) and Tube Lines. The firms have more than 50,000 employees between them. Many of the video cameras that caught the bombers were PPP-run. Outsourcing European-style has always been more security-aware than the American flavor.

HRO providers in North America and Europe are learning from the London example.


To date in America, workforce security has been focused less on terrorism and more on gunplay from disgruntled workers or family members. Both HRO providers and American employers with whom I talk are rethinking this position in light of both 9/11 and the London attacks.


Terrorism in the American workplace has been essentially ignored in favor of far-too-frequent acts of workplace violence. Truth is, American workers often “go postal” (a crude reference to several recent cases of U.S. Postal Service employees shooting up a post office). It is the workplace equivalent of “road rage.” The reason behind these grisly temper tantrums: the broad availability of guns. The American Society of Safety Engineers reports that on-the-job shootings are the third-leading cause of on-the-job fatalities. In the nine months following the September 11, 2001, terrorist attack, www.workplaceviolence911.com reported that 34 people died from workplace gunplay. Three quarters of the acts were committed by current or former employees, and one quarter were domestic violence that spilled onto the job.


Ironically, the fact that Americans fear being shot at work much more than they fear terrorists goes back to citizens’ legal right to bear arms–a holdover from the frontier days when we had to fight off thieves, animals, or the British. Today, our cops control crooks, we have domesticated all the animals, and the British are our allies. That is why it seems overwhelmingly stupid that 44 million Americans own 192 million firearms, 65 million of which are handguns.


For employers, electronic background checks seem to be today’s weapon of choice against violent employees. But they give precious little insight into who will “go postal.” Video surveillance gets closer to the heart of protecting employees–from both a rogue rifleman and acts of mass terror. And it brings the $59 billion HRO market closer in alliance with the $95 billion worldwide private security industry. It seems to me that these two industries need to get to know each other better. Oh yeah, and Americans need to start getting rid of their guns.

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Politics as Usual

Outsourcing gets caught in bureaucratic red tape.

by Glenn Davidson

A recurring theme of this column has been that the rationales for HRO go well beyond cost savings and grow deeper year by year. This summer, the City of Chicago provided yet another reason why recruitment process outsourcing is a good idea–because it helps avoid all criticisms about patronage-based hiring.

Since 1973, the City of Chicago has operated under a legal requirement–known as the Shakman Decree–that it cannot make politics a factor in the hiring, firing, promotion, or transfer for the vast majority of city employees. Think for a minute about the vagueness of the word politics when you consider how difficult it is to operate under this decree. Must it be election politics or can office politics apply? And since when is it possible to completely divorce government from politics?

Imagine inheriting a traditional political machine and now having to take all politics out of the equation. The city was an old fashioned one-stop shop for its own services. It employed its own janitorial services. It maintained tow trucks and owned dozens of parking lots. Need something shipped from one city office location to another? You would have to use a city-owned truck and a city-employed trucker. Now take these tens of thousands of employees and demand that none of the hiring and firing decisions may be touched by “politics.”

When Mayor Richard M. Daley was first elected in 1989, he saw this vast edifice of bureaucracy and legal straitjackets and decided it was time that the city got back to core competencies. The mayor began a process-by-process overhaul of city government, outsourcing dozens of functions that were costing taxpayers money and making the day-to-day operations of Chicago unwieldy.

But in politics, there is always a backlash, and this one took on a new name: pinstripe patronage. The argument was that Mayor Daley was circumventing the Shakman Decree by taking government hiring out of city hands and using the power of government contracting to advance and protect his own power. Opponents of the mayor decried the way unions were being hurt by privatization. They scrutinized campaign contributions, and most recently, they found a series of violations in the way some city programs were operated, touching off a federal probe. During the past several years, the citys momentum for outsourcing has slowed and some city services, mostly for political reasons, have been brought back in-house.

Just to prove that you can’t win by caving to your opposition, now the mayor’s office is being investigated by federal authorities for violating the Shakman Decree and favoring campaign workers for city positions. Damned if you do or don’t. The mayor’s office is now under siege both for outsourcing and insourcing, with every step it takes examined under a microscope.

Whether some city-run or privatized services were tainted by corruption is for the courts and the Chicago voters to decide. But one thing is clear to any informed observer of the city’s outsourcing efforts–the mayor had it right the first time.

Privatization saved city taxpayers millions of dollars and vastly improved city services. Are there political risks to outsourcing? Certainly. But as the Mayor’s office has learned all too keenly, there are equal or even greater risks if you don’t outsource. Critics are critics and they will find a way to pick fault one way or another. Therefore, it is best to go with the course you know is right.

Fortunately for the City of Chicago, Mayor Daley now recognizes that taking his foot off the accelerator was a mistake. In the wake of the recent Shakman Decree allegations, the mayor announced that the city plans to create an independent board to oversee all of its hiring. While this board isn’t technically an outsourcing partner, it will be so similar in scope to a shared-services organization that the difference will be purely semantic.

According to a July 20, 2005, Chicago Sun-Times report, Mayor Daley has been pushing his staff since May to come up with forward-looking, aggressive proposals. One unnamed Daley advisor was quoted as saying, “This is going to stun people. Hes through nibbling at the margins.”

Mayor Daley’s experience is a good lesson for all managers. Once youve determined that outsourcing is the right thing to do, go full speed ahead. After all, would you rather defend a bold new course with proven results or a system you never wanted in the first place?

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Identifying the Top Trends Shaping the RPO Market

Sue Marks of Pinstripe continues her conversation on recruitment process outsourcing.

by Joseph Vales, Kerry Ann Vales

Sue Marks’ foresight and focus on staffing issues has made her an outsourcing visionary with an entrepreneur’s passion that has helped to shape and define the future of the recruitment process outsourcing (RPO) market. Through her talent acquisition firm, Pinstripe, Sue now leads a team that has successfully structured hundreds of major staffing transactions and strategic alliances using her groundbreaking R2R (Requisition-to-Results) approach. In Part Two of our interview with Sue, she discusses the top trends driving successful RPO transactions and what RPO providers need to do to differentiate themselves in the marketplace.

Why is RPO getting so much attention these days?

SM: RPO cuts costs and improves hiring results. It’s as simple as that. But at a deeper level, driven by accelerating global competition, organizations feel a need for agility like never before. They must improve performance, mitigate risk, and reduce cost all at the same time. Given the forecasted labor shortages and the corresponding rising recruitment challenges, companies are looking to RPO not just to supplement, but rather to transform their talent acquisition and management functions. Executive teams are looking to their chief human resources executive to maintain and improve their business’s organizational capability and intellectual capital. In most organizations 80 percent of costs are people costs. A firms overall performance could improve drastically if their workforce had the skills, motivation, and training necessary to improve the day to day execution of their responsibilities by just 20 to 25 percent. RPO, or R2R as we call it, provides a huge opportunity to do that by improving competitive advantage with
innovative actions. It can’t help but draw attention with numbers like that.

JV: How will the use of RPO unfold in the market?

SM: Buyers will begin to realize that they can improve ROI by extending the value chain covered in RPO deals. Thats why Pinstripe’s flagship product is R2R, not simply RPO. The most astute buyers and providers know that winning the war for talent on both fronts-acquisition and retention-wins the game and reduces the need for recruiting simply to replace the churn of turnover. Early adopters are moving towards a true “end-to-end” definition of talent acquisition that extends beyond the point of hire through training. These buyers are designing their programs under this new model, believing they can capture the greatest ROI and transformational impact if they do so. They are moving from outsourcing simple “recruiting” to the real talent acquisition and management value chain, which extends through initial on-boarding, orientation, and training. Our model itself is a 1,100-step process that transforms RPO to R2R, and then to organizational ROIgiving early adopters a major competitive advantage. Over time, late adopters will be moved by competitive pressures and cost drivers and embrace RPO. We believe that after payroll and benefits, recruitment will be the third most frequently outsourced HR function.

JV: Do you think it will be the larger RPO firms or the more intimate ones that will be in highest demand?

SM: The RPO firms that help their clients win in the market will be the ones that win in the RPO marketplace. As buyers continue to feel pressure to drive throughput and improve service levels, they will increasingly look to RPO firms that can bring world-class processes and change management tools to their organization. Buyers will begin to demand significant domain expertise from their providers, fueling an industry trend towards verticalization. The provider’s ability to “see around corners” for clients, their ability to harness technological innovation, and, finally, their ability to really execute and get real HR and business results is what the market leading RPO provider will offer. Providers that have “organizational DNA” composed of Six Sigma process excellence and true BPO expertise will trump those that are simply high-volume recruiting firms. Providers will need to have the ability to help the client transform business processes, and as the talent gap continues to grow, RPO providers will have to rise above the mundane, same old, same old ways of sourcing and moving talent through the value chain from beginning to end. The RPOs that understand their clients businesses-marketing, branding, process, supply chain, metrics, etc.-will be the ones that thrive.

JV: How do you see the use of physical supply chain techniques affecting the future marketplace?

The physical supply chain is a key driver and competitive advantage for organizations like Wal-Mart. However, in a world where competitive advantage doesn’t last long, where products can be replicated with relative ease and cranked out quickly in low-cost manufacturing countries, knowledge and innovation-the purview of an organizations people-make the difference. Almost no one today is thinking of labor-based supply chains the models simply do not exist. IBM recently announced a labor supply chain initiative that they estimate will save them hundreds of millions of dollars annually. Where firms like IBM go, the rest of the world will follow. RPO providers with VMS [vendor management system] and supply chain management expertise will be the big winners here as they help organizations plan and deploy their total workforce. Adapting demand-driven supply chain techniques will help clients achieve significant business performance improvements. Process and technology innovations in this area will bring some organizations closer to the goal of “Total Workforce Management.”

JV: Taking on a new venture like RPO is a big step for some companies entering into this market for the first time. How will providers ease the minds of new buyers?

SM: Risk mitigation is a huge issue. With industry scrutiny, an unforgiving regulatory environment, Sarbanes-Oxley risk management is taking a bigger and bigger piece of executive managements attention today. RPO providers must be true experts at process excellence and internal controls to help their clients manage and reduce risk today. With technology access and optimization, business process integration and centralization, business flexibility, business expansion and speed to generation of new revenue streams, and regulatory compliance-some companies and individuals worry they will “lose control” if they outsource.

In our view, if they are really honest about what is happening today in their organizations, they don’t have good baselines of how they are spending their time and money and efforts now. If done properly, organizations gain better control. In a properly conceived and executed outsourced environment, they will have clear processes and better performance metrics than they’ve ever had. They can reprioritize quickly and change focus areas, and with that control, they will have minimized their risk.

JV: RPO has yet to break into the global marketplace. Do you see offshoring in its future, and how will it fare?

SM: RPOs need to have refined standardized processes, extraordinary training, quality control mechanisms, and global management and technology capabilities to support clients’ global needs and extended value chains. Contracts for recruitment process outsourcing will begin to contain an offshore component, taking advantage of the time difference and labor arbitrage. Corporate culture match will become a legitimate buying point in outsourcing contracts, knowing how hard they are to start and how much harder contracts are to unwind.

Cost isn’t the only measurement; organizations must contract for service levels as well. And those service level agreements must be balanced in a way that holds providers and buyers accountable for the robustness of the partnership and their results. Governance of relationships will evolve. Those relationships with the best culture match will have the best channels of communication. When outsourcing deals fail, most people believe it is poor performance on the part of the provider. But the root cause can almost always be traced to poor communication.

JV: What benefits should an organization expect to achieve from an RPO provider?

SM: At the end of the day, the three most important things a buyer should be confident they will get from their RPO provider are: performance improvement, organizational flexibility, and cost savings. While RPO is process-centric, and process excellence is paramount-process is about doing things right-smart buyers will realize they first need to be doing the right things. It’s all about execution. Business value will be driven by the real melding of people, process, and technology in a way that seamlessly integrates into the client organization through a mix of delivery methods and geographies.

Sue Marks is the CEO of Pinstripe. For more information she can be reached by telephone at 1-877- 797-3379 or by email at smarks@pinstripetalent.com.

This article was co-authored by Kerry Ann Vales. For more information she can be reached at KAVales@aol.com.

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Recruitment specialist the hotgroup plc today announces the acquisition of Profiles Resource Management Ltd (PRM) for 750,0001 in a cash buyout. PRM provides outsourced recruitment services2 to some of the UKs leading employers. This acquisition adds a new capability to the hotgroups services, representing a strategic move into HR managed services which will complement its existing online and traditional recruitment capabilities.

Recruitment process outsourcing is experiencing rapid growth3 and the acquisition of PRM builds on the hotgroups strategy of deploying technology to increase efficiency in the recruitment process for employers

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Cyberonics Grows by More than Fifty Percent with the Help of The RightThing

– The RightThing Screens 20,000 applicants resulting in 200 hires –

Findlay, Ohio – August 8, 2005 -The Right Thing Inc., an end-to-end provider of employment process outsourcing, today announced the successful completion of its agreement with Cyberonics (NASDQ: CYBX) to hire a fully qualified team for its recently FDA-approved VNS Therapy System for treatment resistant depression. Resulting in a national team of more than 200 new personnel, The RightThing Inc

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TalentTrack Secures New Critical Care Nursing Project To Support Shands Jacksonville National Recruitment Efforts

[Toledo, OH – July26, 2005] – TalentTrack announced today that it has won a contract to provide recruitment process outsourcing services to Shands Jacksonville, a Level I Trauma Center with over 4000 employees.

Under the terms of the contract, TalentTrack will provide complete end-to-end recruitment outsourcing services for the hiring of critical care nurses for their trauma service. According to Mark Melfi, Executive Vice President of TalentTrack, “We are excited to begin this new partnership with Shands Jacksonville and look forward to helping them achieve their hiring goals by placing top nursing talent into their organization in a timely and cost effective manner

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Caterpillar Chooses Kenexa for Survey Services

Kenexa (NASDAQ: KNXA), a provider of talent acquisition and retention solutions, announced that it will be providing Caterpillars workforce with a comprehensive survey offering to gather valuable employee feedback. Caterpillar is Continue reading →

The Baker’s Dozen: Recruitment

The Top 13 RPO providers

by Denise Doig

Since 2003, HRO Today has compiled a list of the top recruitment process outsourcing (RPO) providers. RPO covers a wide space in HRO. On a broad level, RPO includes recruitment, staffing, and search. But a closer look reveals the related areas that make up RPO: sourcing; screening; testing; interviewing; background checks and drug testing; hiring; coordinating offer letters; on-boarding; maintaining applicant tracking logs, requisition, and candidate files; and training all fall under the full-service RPO umbrella.

As our faithful readers already know, making lists is one of our favorite pasttimes. So its no surprise that this year we have kicked it up a notch. As RPO gets bigger and better, so does our coverage of the market. In the past, listings of the 13 major RPO players included the usual suspects and excluded some interesting up and comers. During our first year, we identified the whales in RPOs water, and even left some space for the guppies. Last year, we expanded on this concept by contacting providers who offered nationwide RPO services, had at least one major client, and placed, at a minimum, 100 employees through RPO. We also surveyed buyers to find out what their needs were.

This year, we upped the ante and decided that 2005 would be the year of the Bakers Dozen. This time around we have taken a more scientific approach. By including actual rankings with real numbers, we have compiled the top 13 full-service RPO providers some new, some old. These are the 13 outsourcers who are engaged in areas of full-service RPO. We contacted 23 recruitment providers to gather some key data and facts about themselves and their major competitors, which helped to determine the final 13. We also included some interesting user feedback, a variety of case studies, a look at what to expect for the future of RPO, and an introduction to the new RPO associationthe RPO Alliance.

Methodology: This list was developed by contacting 23 of the largest RPO providers and requesting the following information: number of full-service RPOs that they executed in 2004; estimates on the number of full-service RPOs their top 10 to15 competitors executed in 2004; and a ranking of their top 10 to15 competitors by market size. For those companies that could provide us with accurate audits of their 2004 recruitments (required for publicly traded companies under Sarbanes-Oxley), that number was the final number used in determining the rankings. For those companies that were privately held and could not provide independent audits, we averaged the number they provided us with the overall average of their competitors estimates (industry average) to determine a final number of employees placed through RPO. We then compared their rank based on the average number of employees recruited with their rank based on their competitors estimates of market share. This enabled us to ensure that, although the final number of recruited employees may not be exact, the RPO companys relative rankings within the list are. 


Employees Placed Through RPO: 28,000


Kenexa is a global provider of employment process outsourcing (EPO) offering outsourcing, employee research, and software to help companies hire and retain a productive workforce. Kenexa manages staffing operations and recruiting campaigns for Fortune 500 and mid-sized companies, managing some of the employment process or the entire staffing processes. Kenexa provides single-source accountability rather than partnering with external sub-contractors, avoiding potential issues that can arise from the use of multiple providers. Kenexas EPO strategy reduces operating costs, focuses on the core of the business, creates a variable cost structure, improves quality, expedites speed to market, fosters innovation, and accesses best in class expertise and technology.

RPO Client(s): Schering Plough, StorageTek, Corning, Microsoft, Teva Pharmaceuticals USA

Services: Requisition Development, Sourcing, Screening, Process Management, Administration, Skills Testing, Behavioral Assessment, Applicant Tracking, Employee Referral Program Administration, Employment Advertising Strategy, EEO Program

Development and Reporting, On-Boarding and Ongoing Retention Programs.

Most Common Metrics: Time to fill, cost per hire, diversity indices, source effectiveness, employee referral, funnel ratios, compensation metrics, and workforce planning metrics.



Employees Placed Through RPO: 15,000


HRfirst, a Kelly Services company, is a recruitment process outsourcing and consulting company that provides flexible, innovative recruitment strategies and technologies that improve and accelerate the hiring process, saving clients time and money.

RPO Client(s): Large companies in a number of different industries including an international beverage distribution company, a Fortune 100 financial services company, and a pharmaceutical giant

Services: End to End Hiring Programs–appointment of a dedicated program team; design and install a customized candidate sourcing strategy; hiring process re-engineering; recruitment technology assessment and recommendations; integrated applicant tracking and requisition approval processes; management of all candidate and hiring community communications; candidate offer management; conduct all post-offer screening activity; establishment and management of hiring program partners; and complete ongoing management of client hiring program. Customized Mission Critical Hiring Projects–augmenting the clients internal recruitment function; outsourcing of hiring for specific skill sets or geographic regions for clients (usually for a specified time period involving volume hiring conditions); consulting and program management services; technology consulting; workforce planning consulting; assessment consulting; management of client employee referral programs; management of campus recruitment programs; management of leadership development programs; and design and management of employee retention programs.

Most Common Metrics: Cycle time to hire, requisition span, aging, diversity of applicant flow, cost per hire, effectiveness of hiring source, and client and new hire satisfaction.



Employees Placed Through RPO: 12,000


Spherion is a publicly traded corporation with more than 2,150 recruiters operating throughout 700 locations in the United States and Canada. Their broad-based experience in staffing, recruiting, and workforce management is founded on an in-depth understanding of the workforce and the issues that drive performance. It is these core competencies that Spherion offers to clients who want to more effectively plan, acquire, and optimize talent to improve their bottom line. Spherion has the ability to deploy various RPO delivery models, ranging from low-touch engagements based on standardized sourcing and recruiting workflows, to co-sourced and high-touch models consisting of customized hiring processes, Spherion or client-specific technology, and potential full ownership of an end-to-end hiring process. Their flexibility is further enhanced by the ability to work within multiple technology environments, including Brass Ring, Peoplesoft, eRecruit, Taleo, Recruitmax, and others. Spherion has been delivering clients BPO since 1990 and RPO solutions since 2001.

RPO Client(s): Eastman Kodak, Agilent, Citrix, 180 Connect, W. W. Grainger, Capital One, Cisco

Services: Solution Consulting Methodology and Business Case Development, Due Diligence and Implementation, Sourcing and Pre-recruitment Pipeline Services, Screening, Assessment Testing, Behavioral Interviews, Scheduling and Interview Administration, Background Investigation and Compliance Management, Offer and On-boarding Management and Orientation Training, 24/7 Report and Analysis Platform, Process and Performance Management, Applicant Tracking System (ATS) Technology Integration Policy, Total Workforce Acquisition, Account Governance.

Most Common Metrics: Source effectiveness; time to fill; interview to hire ratio; offer acceptance rate; time to start; diversity; pay rate analysis; user satisfactionresponsiveness, addressing problems, documentation, slate quality, candidate experience; business relationsease of doing business, account management, account support; and cost containment and cost reduction goals.



Employees Placed Through RPO: 8,300


Hyrian provides nationwide, end-to-end, long-term RPO programs exclusively to Fortune 500 and Global 1000 companies. Hyrian covers the entire recruitment process from job design, requisition management, sourcing, applicant screening, background checking, and on-boarding, and even post-hire employee retention. Their programs are transformational rather than transactional in nature, allowing companies to improve the quality of hires as well as service levels to hiring managers and candidates, while reducing cost. Hyrians Distributed Recruiting model combines supply chain, capacity planning, assembly line, and quality-control practices adapted from the manufacturing industry for a scientific and proactive approach to large-scale, complex recruitment. Because Hyrians programs are all large and long-term, they are all custom-built, seamless, and branded for the client.

RPO Client(s): UnitedHealth Group, American Express Financial Advisors

Services: Strategy, Sourcing, Screening, Selection, and Start. Represent approximately 30 discreet steps in the hiring process.

Most Common Metrics: Overall cost (staffing efficiency ratio), cycle time (requisition approval to offer acceptance), offer-toacceptance ratio, source effectiveness, hires per month, and requisition agings. Additionally, Hyrian maintains an internal quality assurance department to measure the quality of processes. Quality assurance staff gather satisfaction data from the end-user (hiring managers) for reporting on recruiter responsiveness, professionalism, speed, flexibility, and overall service level.



Employees Placed Through RPO: 5,350


Yoh HR Solutions is a unit of Yoh, a leading provider of high-impact talent and outsourcing services in the United States with more than $415 million in total sales. Operating from more than 80 locations in North America and Europe, Yoh delivers long- and shortterm temporary and direct placement of technology and professional personnel, as well as managed staffing services, for the telecommunications, scientific, information technology, and engineering communities.

RPO Client(s): General Electric (Yoh currently supports five business clusters representing nine major business units in more than 200 domestic locations), Andrew Jergens Company

Services: Recruitment Strategy Design, Job Posting, Sourcing/Mining/Networking, Advertising, Recruiting, Slate Development, Interview and Travel Logistics, Candidate Data (EEO-1) and ATS Administration, Visa Processing, Job Folder/Candidate Disposition, On-boarding/Orientation, HRIS On-boarding, HRIS Administration, and Co-op and Intern Program Management.

Most Common Metrics: Cost per hire, cycle time to fill, and percentage of candidate diversity per slate.



Employees Placed Through RPO: 5,200


Entrenched in recruitment process outsourcing for more than 10 years, StraightSource brings a tradition of success to the recruitment processfrom pre-hire to post-hire. The company fortifies the HR function with increased value, reduced costs, improved hires, and more control. Their flexible service delivery model is designed to consistently execute a high-quality recruitment process so that client organizations are synchronized to meet ever-changing recruitment and hiring needs.

RPO Client(s): UnitedHealth Group, Express Scripts Inc., Allstate Insurance Company S

ervices: Recruitment Strategy, Job Analysis, Selection Process Design, Selection Process Validation, Candidate Generation, Applicant Processing/Selection, Search, Recruitment Management System (RMS), Recruitment Administration, Background/Drug Screening, EEOC/DOL/OFCCP Compliance and Reporting, WOTC Tax Credit Reporting, Contingent/Temporary Labor Consulting, Metrics/Analysis.

Most Common Metrics: Financial, retention, hire quality, fill rates, cycle time, hiring ratios, and channel effectiveness.



Employees Placed Through RPO: 4,150


The RightThing, Inc. has provided end-to-end recruitment, staffing, and employment process solutions and recruitment process outsourcing services in the HR marketplace for more than 15 years. The RightThing was founded in 2003 by the original Selective Staffing team, which was acquired by Aon Consulting in 1988. The RightThing is focused on assisting organizations in accomplishing their hiring goals and objectives through streamlining the administration of the front end of the hiring process through outsourcing or providing staffing process re-design work. They work as an extension of the clients HR team to meet hiring demands. The RightThing provides exclusive hiring services to Fortune 2000 companies for a wide-range of hiring needs. They have worked within more than 10 industries for 200 client companies to process more than 12 million candidates in North America.

RPO Client(s): Cyberonics, Merck & Co., Kelloggs, Abbott Labs, Waste Management, GE, TAP Pharmaceuticals, U.S. Steel, Sky Financial, Cardinal Health, Pfizer Pharmaceuticals, Velcro

Services: Staffing, Process Consulting, Candidate Recruitment/Sourcing, Applicant Intake, Screening, Testing, Interviewing, Candidate Correspondence, Data Management/Reporting.

Most Common Metrics: Candidate satisfaction, overall cycle time, hiring manager satisfaction, and interview-to-hire-ratio.



Employees Placed Through RPO: 4,000


Headquartered in Houston, Texas, RES is the recruitment outsourcing division of Bernard HODES Group. RES was an early adopter of RPO and entered the fields of recruitment outsourcing and applicant management in 1983. With outstanding talent, innovative processes, powerful creativity, and state-of-the-art technology, RES produces exceptional results for a wide variety of clients. Whether utilizing RES as a complete recruitment services outsourcing provider, or choosing from an array of project options, buyers are assured of customized, quality service based on best practices.

RPO Client(s): Kellogg Company, The Hershey Company, Comerica, Hexion Specialty Chemicals (formerly Borden Chemicals)

Services: Hiring Process Re-Engineering, Staffing Technology, Recruitment Marketing/Branding.

Most Common Metrics: Quality, speed, efficiency, cost per hire, time to submit, time to fill, fill ratio, and customer satisfaction.



Employees Placed Through RPO: 4,000


This global HR Services company is active in temporary and permanent staffing, outplacement, career services, and HR outsourcing. The Adecco Group operates from more than 6,000 offices in 70 countries and territories, servicing hundreds of thousands of clients and around 4 million temporary associates each year. In 2004, Adecco generated revenues of 17.2 billion euros. The Adecco group is comprised of three staffing and career management services divisions: Adecco, Ajilon, and Lee Hecht Harrison.

RPO Client(s): General Electric, Renault, Robert Bosch, Citicorp

Services: Screening, Testing, Candidate Administration, Requisitions, Hiring, Database Management, Sourcing, Training, Supplier Management.

Most Common Metric: Success rates, attrition rates, process efficiency, user satisfaction, and candidate satisfaction.



Employees Placed Through RPO: 3,500


Futurestep provides specialized services to clients looking to outsource some or all of their HR recruitment functions worldwide. With fully integrated, single-source solutions, Futurestep leverages its proprietary Enterprise Recruitment Methodology, world-class technology, and international brand to transform the clients current processes. Operating as the clients internal recruitment function, Futurestep will work closely with the client to improve the recruiting efficiencies of quality of hire, speed of delivery, and cost containment. Improvements are measured and monitored through real time metrics then tied to strict service level agreements. On an ongoing basis, Futurestep will act as a strategic partner in continuously recognizing best practices to tactically elevate the client internal processes and to promote the company as an employer of choice.

RPO Client(s): Confidential


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