With Jeanne MacDonald, President of Global RPO Solutions, Korn Ferry
Ultimately, talent acquisition professionals have one clear goal: to get the right talent in the right place at the right time to achieve business needs. Unfortunately, many companies take a “whack-a-mole” approach by working to fill one open position and then jumping right to another, neglecting to see how the hires fit into the company’s long-term strategy.
There is a better way.
Korn Ferry’s President of Global RPO Solutions, Jeanne MacDonald, talks about the three questions talent acquisition professionals must ask themselves to construct a strategy for finding and keeping the right talent.
With Miguel Terrizzano, President of Pierpoint International
The U.S. unemployment rate is currently hovering around a 50-year low. During that half-century, the population has grown by approximately 120 million people. The economy has shifted from a manufacturing economy to a service one, and is headed toward what Miguel Terrizzano, president of Pierpoint International, calls an innovation economy. Organizations have de-constructed corporate hierarchy, employ technologies to embrace non-traditional workers, and are expanding their searches beyond the boarder of their own industries to find talent. What does this all mean? Here, Terrizzano explains how HR and organizations can get ahead in an ever-changing workforce.
New research shows the drivers of RPO are changing as the market matures.
By Nikki Edwards
Fact: The world of work is changing, and so is the world of recruitment. The accelerating pace of technological advancement and the global shortage of talent are probably the two most significant factors driving that change. So too are preferences for a more consumerized and personalized experience and having a social media presence. Alongside are the complexities of working with a multigenerational workforce, an aging workforce, economic and political uncertainty, and the emergence of next-generation industries and jobs.
With Kristin Shulman, Head of Digital Marketing and Brand, Allegis Global Solutions
In today’s global economy, five generations are working side by side for the first time in history—each with its own skillsets, communication preferences, and leadership styles. Faced with this increasingly diverse talent pool, immense technological innovation, and the growing expectation of a consumer-like experience, organisations must adopt a flexible, adaptive approach to recruitment or risk getting left behind. Partnering with an RPO firm that provides a consultative approach could be the secret ingredient to succeeding in the war for talent.
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.
By Jeanne MacDonald, President, Global RPO Solutions, Korn Ferry
It’s a proven fact. Having the right talent in the right roles is the key to an organization’s financial success. All too often however, those in the talent acquisition space are too pressured by deadlines and cost cutting to effectively hire the best people who can grow the business long-term.
And while many HR leaders think they can save money by keeping all recruiting functions in house, it’s a long-term strategy that could ultimately cost companies millions of dollars in terms of lost opportunity, due to less-than-stellar talent decisions.
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.
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.
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