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.

A Sweet RPO Package

Case Study: Hershey foods find success with RES.

by HROT Staff

After a thorough review of their Human Resources Strategic Plan for 2000, it was determined that in order for Hershey Foods Corporation to continue to attract and retain a talented, diverse workforce, it would need to implement new methodologies and state-of- the-art technology. Hershey has long been a household name when it comes to candy, but we needed to work on becoming an employer of choice, said Kerrie Wolfe, Manager, Strategic Staffing and Employee Integration, Hershey Foods Corporation. Not certain that their goals could be accomplished by only utilizing their internal resources, Hershey began researching available outsourcing capabilities, and by August 2001, they narrowed the list of vendors down to four and began the request for proposal process. Then in September of 2001, Hershey announced an Early Retirement Program that left their HR department sparse outsourcing the recruiting function couldnt have come at a better time with the selection of RES in February of 2002.

A month later, RES and Hershey began a complete assessment and analysis of the existing staffing processes and programs. Meanwhile, a team of three diverse RES recruiters was assigned to the Hershey program. Their task was to contact all hiring managers who had current job requisitions and determine where they were in the hiring process. The recruiters received approximately 75 requisitions within the first two weeks. Some of these jobs were in the final stage of the hiring process and required only administrative support, not RES recruiting expertisebut many did. A variety of recruiting strategies were developed to fill these requisitions with qualified applicants, including Internet postings, networking, the Hershey career site, and radio advertising.

Hershey also needed a fully-capable applicant tracking system (ATS). Such a system captures and tracks necessary data that allows reporting on a variety of performance initiatives such as time to fill, cost per hire, applicant source, etc. Understanding and reviewing these metrics is critical to evaluating the continuous design of a program and recognizing its overall success. The RES technology is amazing. It allows for a much more efficient flow of data as well as a quick glance at our performance initiatives, says Wolfe. I always know where we are excelling and where we have opportunities. Utilizing the information being gathered from the ongoing procedural assessment, the technology team began collaboration with Hershey to launch the development of a fully-customized ATS system.

Within five months, the system had been tested and was ready for launch. With the new system, hiring and HR managers would have the ability to input their open requisitions into the system, candidates and applicants would be managed, and RES dedicated recruiters would then review and interview qualified applicants to filter down to the top three to five, best fit applicants for hiring managers. With the entire recruiting process now online, all applicants (internal and external) could be reviewed in a single system. Managers were now able to review completed job applications, online questionnaires, and recruiter interview notes all in the new ATS. Applicants are fully processed through to the hire, and then all data is transferred to the Hershey HR database. Once a requisition is closed, the process does not end. The hiring manager would receive an e-mail alerting him or her to complete a customer survey on their experience with the system as well as the recruiter. Because retention is key, a survey is also sent to the new hire at three- and six-month intervals to track their performance and experience in the job.

During the first year of the relationship, the RES Hershey Talent Team assisted Hershey in managing and filling more than 400 positions. RES and Hershey agreed that the first year would be used to gather the data necessary to set a benchmark for future measurement and process improvement. With reductions in cost per hire of more than 30 percent and a reduction in time to fill of more than 19 percent, the new Hershey/RES recruitment solution was successful in its first year of implementation. Having one centralized process for all salaried hiring online, has moved Hershey into the forefront of the competition for talent, notes Wolfe. We have one central database so the hiring decision can be made more effectively, and we have full tracking and reporting capability as well.

Today, RES and Hershey continue to adjust the program as lessons are learned and improvement opportunities are recognized. Implementation of this system at Hersheys Chocolate World Visitor Center is planned for the future, as well as a planned migration to a new HRIS system, which is currently in development.

Continue reading →

Verity Finds True Savings With RPO

Case Study: After a major acquisition, this software company acquired some help for its hiring staff.

by HROT Staff

Verity Inc. is successful in enabling organizations to maximize the return on their intellectual capital investment with intellectual capital management (ICM) solutions, but they were in need of a hiring solution in the form of RPO. During Veritys formative years, the software developer managed their talent acquisition through a combination of in-house recruiting resources and external agencies. In early 2004, Verity acquired Cardiff Software. The purchase created new complexities around process, systems, geography, and culture. Further contributing to this complexity, Veritys tenured internal recruiting staff departed from the organization. Verity was left with a significant number of open positions, and largely dependent upon generalists and hiring managers to fill open positions with the support of external resources. Veritys cost per hire was estimated to be in the range of 17 to 19 percent (the national average is 14.6) with no tracking of metrics associated with hiring manager satisfaction or time required to present or hire candidates. Verity had more than 20 open jobs that were critical, with an additional 20 open positions across the organization. They turned to Accolo for help.

In January 2005, Accolo and Verity executed a long-term contract with defined service level agreements (SLAs) and an additional on-site Accolo consultant who serves as the program manager. The implementation of SLAs ensured Verity receives top-tier recruiting service. SLAs measured time to introduce the hired candidate, hiring manager satisfaction, candidate satisfaction, and cost-per-hire, and includes components related to quality, speed, and cost, and contains meaningful penalties and bonuses for results. Through Accolos unique recruiting methodology and proprietary enabling technology, Verity was able to reduce their recruiting costs to 8.8 percent of compensation hired, time to introduce to 5.2 days, and determine that hiring manager satisfaction had improved significantly. In less than two weeks, Verity had a complete integrated recruitment department delivering results on all jobs. This consisted of on-site staff, a technology backbone to drive referrals and manage all applicant tracking, inclusion of all candidate sources, and a high degree of hiring manager TLC. There was also a measurable reduction of agency usage, resulting in estimated cost savings of $175,000 in Q4 2004 alone. RPO introduced standardization of the recruitment process including diversity sourcing for all jobs and tracking for EEOC complianceallowing Verity to limit exposure to legal actions.

Continue reading →

Back to the RPO Future

Industry experts give their insight into the future of recruitment and recruitment process outsourcing.

by Denise Doig

A few years ago, recruitment process outsourcing (RPO) was just another acronym being thrown around. Yes, there were a few early adopters who had the foresight to outsource their recruitment needs to an outside provider. But the past year has marked an explosion in the industry on multiple fronts: More companies are taking the plunge and outsourcing some or all of their recruitment processes; more staffing and recruiting companies are broadening their services to offer end-to-end RPO; and HR professionals are establishing associations, like the RPO Alliance and RPO Association, to develop standards and best practices.

What is the drive for this RPO growth? With U.S. job unemployment at its lowest point in four years, many of the hiring freezes and downsizings that were instituted due to the economy are being rolled back. Companies large, small, and in betweenare desperate to find the right people as quickly as possible. Many of these companies are seeking relief from the headaches associated with finding qualified candidates, scheduling the interview process, screening potential hires, assembling offer packages, bringing new employees on board, and simultaneously keeping record of the entire process. They are turning to RPO, which has been shown to save time, money, and aggravation. This years first RPO Bakers Dozen is a perfect example of the change in the industry. Many of the providers on the list can boast of an increasing number of contracts with broader and better results.

ADDRESSING THE SHRINKING WORKFORCE
With predictions that the United States is facing a labor shortage sooner rather than later, the recruiting and staffing field will more than likely be affected. But in what ways? Brian Margarita, CEO of TalentFuse, states, Recruiting and staffing should be very well situated to grow a lot, as long as we can find the internal talent who are going to find the candidates for our clients. As baby boomers rapidly approach retirement, there needs to be a well-educated, well-trained, and skillful labor force to take their place. There has been great debate if future generations will meet the necessary qualifica- tions for employment or if America will increasingly need to look to overseas workers to meet workforce needs.

Steven Berchem, VP of Communications and Research for the American Staffing Association notes, There just arent enough skills in this country to meet the growing needs of businesses and some of that comes back to our education system. There are two parts here: Do they have the skills and do they meet the customer requirements?

How can companies and recruitment professionals prepare themselves for these inevitable changes? As it becomes increasingly difficult to find qualified candidates, companies and their recruitment partners will have to think of innovative ways to search, source, screen, and hire employees. With the coming labor shortage, companies are not going to be able to be reactive in terms of how they go about identifying candidates. Being on job boards and doing the things they have traditionally done are just not going to work for them anymore, says Terry Terhark, President of The Right Thing. Theyre going to have to develop strategies that are a bit more far reaching and a bit more proactive in terms of going after those candidates who meet their profile. Companies and recruitment providers alike have to be prepared for this change in the availability, demographics, and quality of potential employees.

When asked how RPO providers might address the potential labor shortage, Berchem had several suggestions: Employers are going to have to look to seniors or older workers to fill their needs. Older workers may not want to work full-time, they may not want to work on a continuous basis, and they want breaks in their time. Employers are also going to have to look at recruiting for a more diverse workforce, particularly with Spanish-speaking populations. Other strategies include alternate workforces such as contingent, home workers, and temporaries.

ALTERNATE WORKFORCE STRATEGIES
In late 2004, IDC released a study about the increased use of home sourcing, which found that there were 100,000 home-based workers or remote agents in the United States and that number was growing. The airline Jet Blue, for example, began with 30 virtual employees in December 1999 and, less than six years later, that number has increased 30-fold to 900 home agents. Companies are seeing increases in productivity, work quality, and retention, and employees are satisfied with the flexibility that home sourcing allows. Another area of rapid growth is the contingent workertemps, consultants, or contractors who are brought on temporarily for specific projects. Contingent workers are expected to make up 25 percent of the U.S. workforce in the next five years. With the inclusion of home-based workers and contingent workers, there will be a growth in the talent pool.

RPO offers an opportunity for companies to better reach this pool of candidates, if, notes Karen Browne, Vice President of Operations for PeopleScout, the RPO providers learn how to source, screen, and manage these types of candidates. While the increase in the candidate pool is really going to be helped by the home employee, the one thing that RPOs are going to be required to do is also to have the technical ability to assess the talent in terms of the recruiting strategy. Of course, there are some drawbacks to this alternate workforcesuch as tracking employee time, managing work quality and performance, and legal issues such as workplace safetybut one of the advantages of outsourcing is that providers take on part of the responsibility for some of these issues.

Another growing staffing trend is temp-topermanent arrangements. Due to negative hiring experiences or an interest in flexibility, some organizations want to test drive potential employees. There is tremendous interest on the part of customers in temp-to-hire arrangements, so that businesses are using staffing firms as a way to not only recruit employees but also try them out in their roles first before actually making a hiring decision. Thats shown a lot of growth this year and promises to continue, says ASAs Berchem.

RPO FOR THE MID MARKET
Although many of the first adopters of RPO were global giants (like Kellogg and Hershey), RPO is not for the enterprise market alone. With the industry offering a growing pool of RPO providers, who now have measurable results and client references, many mid-market businesses are matching themselves with mid-sized or even regional providers.

What were hearing from large and small staffing firms is a shift away from an emphasis on the high-volume, low-margin business to greater emphasis on mid- and small-market employers. There is greater opportunity for growth there. With that shift in [consumer] interest, the sales interest will follow, says Berchem. According to Browne, RPO providers are also having increasing experience working with mid-market buyers, We see more mid-volume employers, and even our high-volume employers are moving us into some of the mid-volume positions.

Terhark has some tips for mid-market buyers looking to outsource their recruitment functions. As long as the company can do its proper research in terms of what specifically theyre looking for, in terms of outsourcing, they should be able find a provider that meets their philosophical as well as their real needs. Sometimes the larger firms arent the best to serve the mid-sized company, but there are plenty of firms out there who do high-quality work and will be more than happy to work with mid-sized organizations.

As RPO continues to grow and evolve, advisors recommend that potential buyers take the time to make sure their arrangement is best suited to their needs. Clearly define your organizations needs and goals. Then find an experienced provider who can not only meet those needs but also take you to the next level as your organization continues to grow. And buyers beware: A big name doesnt necessarily mean big resultslook for companies that can give you references that are applicable to your company (size, scope, industry, and/or culture.)

Perhaps most critical to successful RPO and improving your companys workforce and employee retention is having a good understanding of your current recruitment processes and future needs and goals. Companies should be well documented in what they hope to achieve through outsourcing, states Terhark, meaning that they should have good process already. If they outsource a bad process, their provider may have some of the same bad results. He also emphasizes that cost should not be the main driver in RPOits access to a better talent pool and improvements in efficiency. Browne adds, Its important for organizations to piece off what they are going to outsource, clearly understand what is the return on investment in terms of partnering, and make sure that they partner with someone who is very clear and metric based.

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. 

1. KENEXA < ?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

Employees Placed Through RPO: 28,000

www.kenexa.com

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, < ?xml:namespace prefix = st1 ns = "urn:schemas-microsoft-com:office:smarttags" />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.

 

2. KELLY HRFIRST

Employees Placed Through RPO: 15,000

www.kellyhrfirst.com

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.

 

3. SPHERION

Employees Placed Through RPO: 12,000

www.spherion.com

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.

 

4. HYRIAN

Employees Placed Through RPO: 8,300

www.hyrian.com

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.

 

5. YOH HR SOLUTIONS

Employees Placed Through RPO: 5,350

www.yoh.com

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.

 

6. STRAIGHTSOURCE

Employees Placed Through RPO: 5,200

www.straightsource.com

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.

 

7. THE RIGHTTHING, INC.

Employees Placed Through RPO: 4,150

www.rightthinginc.com

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.

 

8. RECRUITMENT ENHANCEMENT SERVICES (RES)

Employees Placed Through RPO: 4,000

www.resjobs.com

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.

 

9. ADECCO

Employees Placed Through RPO: 4,000

www.adecco.com

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.

 

10. FUTURESTEP, A KORN/FERRY INTERNATIONAL COMPANY

Employees Placed Through RPO: 3,500

www.kornferry.com

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

S

Continue reading →

Global Manpower Employment Outlook Survey Indicates Improved Hiring Activity Ahead for Q3 in Germany, Stable Outlook in the U.S.

< ?xml:namespace prefix = st1 ns = "urn:schemas-microsoft-com:office:smarttags" />India Has Strongest Employment Prospects of 23 Countries Surveyed< ?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />

Continue reading →

Time Warner Selects Pilat HR Solutions to Manage Talent

LEBANON, New Jersey (June 14, 2005) – – Pilat HR Solutions, a leading provider of talent management consulting and software, announced today the signing of an agreement with Time Warner Inc. (New York, NY), a leading global media and entertainment company, to provide them with HR PulseT, a web-based human resource system. This configurable software will provide Time Warner with an enterprise-wide succession planning solution.

“This agreement underscores the enterprise-wide capabilities that the HR PulseT software can address

Continue reading →

Time Warner Selects Pilat HR Solutions to Manage Talent

    LEBANON, N.J., June 14 /PRNewswire/ — Pilat HR Solutions, a leading
provider of talent management consulting and software, announced today the
signing of an agreement with Time Warner Inc. (New York, NY), a leading global
media and entertainment company, to provide them with HR Pulse(TM), a
web-based human resource system. This configurable software will provide Time
Warner with an enterprise-wide succession planning solution.
    “This agreement underscores the enterprise-wide capabilities that the HR
Pulse(TM) software can address

Continue reading →

DDC HRO and Black Mountain Create Asia Pacific HR BPO Solutions Alliance

(New York, NY and Hong Kong) June 14, 2005 — DDC HRO (www.ddchro.com), a leading provider and enabler of data processing and human capital business process outsourcing solutions, and part of the DDC Group of Companies (www.datacapture.com/DDCbrochure.html), today announced a strategic alliance with Black Mountain Human Resources (Continue reading →

Thales Navigation Selects Peopleclicks Recruitment Management System and Affirmative Action Solutions

Implementation of RMS Reduces Screening Candidates From Sixty Days to A Matter of Minutes

RALEIGH, N.C., June 8, 2005 Peopleclick Inc., the leading total workforce acquisition provider for global companies, announced today that Thales Navigation, one of the worlds leading innovators of global satellite positioning, navigation and guidance equipment, has implemented its Recruitment Management System (RMS) and Affirmative Action (AA) Solutions.

With employees in 14 locations worldwide, Thales Navigation needed an automated applicant tracking system to simplify its recruiting process, including resume routing, tracking and documentation

Continue reading →

DDC HRO and Headway Corporate Resources Join Forces in Major Onshore-Offshore HR BPO Solutions Alliance

(New York, NY) June 7, 2005 — DDC HRO, a leading provider and enabler of data processing and human capital BPO solutions and part of the DDC Group of Companies, and Headway Corporate Resources, a leading provider of human resources staffing, recruiting and workforce management solutions, announced today a first-of-kind strategic alliance to leverage their respective onshore and offshore resources in broadening the range of human capital BPO solutions for onshore clients. The joint offering brings together best-of-class providers in their respective fields and a single-source business solution for both onshore clients and recruiters in the field.< ?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /?>

The DDC HRO-Headway BPO alliance leverages DDC core competencies in document management, data processing and offshore staffing & technology solutions with Headway's suite of HR Solutions – creating a powerful, single-source onshore-offshore BPO solutions suite. The alliance is the largest industry step toward global sourcing of human capital solutions for onshore clients, viewing the< ?xml:namespace prefix = st1 ns = "urn:schemas-microsoft-com:office:smarttags" /?>< ?XML:NAMESPACE PREFIX = U1 /?>U.S. recruitment process and the delivery of customer support solutions from a fresh global perspective. The organizations' combined resources total more than 7,000 staff members, equally divided between onshore and offshore locations, including the Philippines where DDC's main offshore operations are located.

The multi-region, multi-location offering combines multiple operating strengths and common global initiatives. Overlap as between the organizations is minimal but the synergies are seen as substantial in terms of comprehensive suite of business solutions that will result from the alliance, and the opportunity for onshore collaboration in the areas of cross-marketing and sales.

The scale of the alliance and the parity of its onshore-offshore staffing resources is aligned with the organizations' collective view on the long-term competitive benefits of this hybrid onshore-offshore operating model. Both organizations benefit from flat management structures and customer-centric philosophies on customer service and adding value.

Continue reading →