International employment laws and regulations vary widely—even among the countries within the EMEA region.
By Simon Kent
Whilst companies may wish to view their businesses as covering a unified EMEA region, employment law means that such unity can only ever be superficial. Even without the complexities of Brexit, deploying a consistent set of employment policies can seem impossible. “Some inward investors might consider Europe to be a single territory for business purposes,” says Helga Breen, head of the employment practice in London at global legal business DWF. “The reality is that each country has its own legal and regulatory framework and societal and cultural norms.”
RPO partnerships are moving beyond the transactional and entering the realm of the strategic.
By Simon Kent
The days of using an RPO provider to simply deal with the grunt work of recruiting people into an organisation are over. Today’s competitive market—both in terms of the employment market where talent is scarcer than ever and the RPO market itself—means providers must demonstrate that they can bring extra value to the organisations with which they are working. Achieving this means becoming a specialist in more than recruitment alone.
View the results of this year’s RPO Baker’s Dozen ranking.
By The Editors
HRO Today’s Baker’s Dozen Customer Satisfaction Ratings are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion of the HRO Today staff. We collect feedback annually through an online survey which we distribute to buyers directly through our own mailing lists and indirectly through service providers. Once collected, response data for all providers with a statistically significant sample size are loaded into the HRO Today database for analysis.
The expectations that surround best-in-class recruiting have shifted dramatically during the first part of the twenty-first century. As recently as a decade ago, an effective recruitment process outsourcing (RPO) relationship was regarded as a ‘service.’ The traditional service level agreements (SLAs) related to time-to-fill, satisfaction surveys, and the link – as opposed to true business outcomes measured by increased sales and margin performance – reduced the partnership to something much more transactional.
But recruiting is complicated, it’s nuanced, it’s fluid. Like any great relationship, provider and client will work better and more closely together when they have a shared mutual interest, and the results will follow.
RPO gainsharing is designed to get the provider and the client working together differently, and more closely. This happens easily when there is mutual investment and commitment to one another, closer communication, and less dancing around each other. The level of business intimacy found in other working relationships, like the CEO with her COO or a manger with his director, is hard to replicate. Gainsharing is a way to drive the kind of intimacy and collaboration that real partners share, as touched upon in this report.
Generating buzz on social media helps hire masses of people in new markets.
By Tierney McAfee
Social media is not just changing the way people communicate—it’s changing the way organizations recruit.
Algorithmic advertising helps HR leaders find the best candidates, far and wide.
By Tierney McAfee
Retail companies have long been using targeted online advertising to find and engage the right buyers for the right products. Now, HR leaders are applying the same data-driven approach to recruitment—to great efficiency and success.
HRO Today Flash Reports are a series of ongoing research initiatives that address today’s topics of interest in the HR community. HRO Today Flash Reports are focused briefs that can support business decisions and further discussion among industry practitioners and thought leaders. This report addresses the North American market.
This report examines the types of inappropriate workplace behaviors reported, preventative measures being taken and the tools used to facilitate misconduct reporting.
This study was sponsored by FirstVoice, a misconduct reporting and management software solution that enables organizations to prevent, report and resolve toxic behaviors in the workplace.
The expectations that surround best-in-class recruiting have shifted dramatically during the first part of the twenty-first century. As recently as a decade ago, an effective recruitment process outsourcing (RPO) relationship was regarded as a ‘service.’ The traditional service level agreements (SLAs) related to time-to-fill, satisfaction surveys, and the like – as opposed to true business outcomes measured by increased sales and margin performance – reduced the partnership to something much more transactional.
Today, by contrast, a more effective framework for RPO partnerships can be found in increasingly consultative relationships. Under these constructs, clients assess providers by the yardstick of investment made and business value delivered, rather than just costs saved. The determination of success comes in the context of longer-term partnerships guided by strategic consensus. Such partnerships can deliver cultural transformation and profound, bottom-line outcomes that transcend the simpler cost savings models.
For most enterprises, the days of commoditized hiring are gone. No bots surfing resumes are going to provide the necessary combination of nuance and discipline to effectively recruit for both current productivity and longer-term growth. A major challenge for RPO providers seeking to persuade clients about the value of these partnership models is the ability to communicate what is required of both parties in order to realize this new value potential. In a plugged-in, tweet-fast world, the tension between the press for timeliness and a more rigorous definition of ‘value’ needs to be rethought – and renegotiated. It means using more than short-term key performance indicators like tracking time-to-fill statistics or submit-to-hire ratios.
Keeping candidates engaged throughout the recruitment process is more important now than ever.
By Marta Chmielowicz
It’s called “ghosting”—suddenly ending all communication with no warning. While the practice is a common event in today’s dating scene, it is making its way into the business world. And it is something that both recruiters and job candidates are guilty of: Hiring managers have long allowed applicants to fall into the recruitment “black hole” and candidates are now starting to return the favor by skipping interviews, ignoring job offers, not showing up for start dates, and even quitting without a word. In fact, research from Randstad US finds that 66 percent of U.S. managers report being ghosted by candidates who initially accepted a job offer, but disappeared before the start date.
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