To RPO or Not to RPO It s a

To RPO or Not to RPO It’s a Big Question Presented by Christine Nichlos Mary Claire Ryan 1

To RPO of Not To RPO It’s a Big Question Agenda • Your View • The Varying Types of RPO’s • Expected and Surprising Solutions • Building an Effective Recruitment Solution • Build It or Buy It • Success and Failures • Questions to Ponder • Pricing and General Contract terms Presenters: Christine Nichlos, President People Science Mary Claire Ryan, Partner in. Talent Consulting Group 2

To RPO or Not to RPO The Varying Types of RPO Short Term Project 1 st Degree RPO Specific job families Technology Provided Candidates While technology can provide many candidates, it’s main feature is also its drawback. There are simply still too many candidates left in the pool. Administrative only 2 nd Degree RPO Sourcing only Technology Provided Candidates with Short Screen This process provides a more focused pool than the technology alone originally provided. 3 rd Degree RPO Recruiter Provided Candidates In-depth live interviews result in delivery of the most qualified candidates. Recruiting only Enterprise wide Including contingent management Pilots 3

To RPO or Not to RPO Expected and Surprising Solutions While an RPO begins with pre-determined objectives based on the client’s needs, it brings resolve or, at minimum, increases efficiency to a host of recruiting challenges. Common Solutions Surprising Solutions Increase candidate pipeline Reach a better pool of candidates Reduce contingent spend Reduce reactive recruitment Continuous Candidate Relationship Management Increase referrals Handle high volume Recruitment Increase Talent Acquisition efficiency Streamline processes Broaden diversity candidate pool Shorten time to fill Provide competitor data Relieve just in time hiring pains Increase quality of candidate experience = saved customers Increase employee retention Decrease recruitment advertising spend Build Trust Provide metrics with large impact 4

To RPO or Not to RPO COE OR RPO Establishing an Effective Recruiting Solution The Recruiting Continuum is a trademarked process of All rights reserved 5

To RPO or Not to RPO COE OR RPO Measuring where you are Define and Attract Recruit Clear expectation of type of hire Documentation of a recruitment plan Effectiveness or presence of employment branding Tracking of recruiting results Documentation of advertising plan Measuring and monitoring of recruiting vehicles Employment website Social Presence Grade: Degree of Reactive (just in time) vs. pro-active Balance of passive and active seekers Amount of internal staff to perform effective recruiting Reliance on outsource vendors to supply candidates Candidate Processing Time to Hire The candidate experience Is it monitored, surveyed, documented? Review and re-adjusted processing The effects of your ATS from the candidate perspective Are you creating relationships? CRM- candidate relationship management Interview Effectiveness of candidate prescreen Assessment effectiveness Reporting Communication Knowledge of: Reporting of recruitment findings to hiring managers Cost of vacancy Cost of hire Candidate first touch to interview time Best recruiting vehicles Organization of interviews and methodologies Vendor spend Cost of interview time Interview scheduling Communication throughout Candidate decline amounts and reasons Cost of recruiting supplied to finance Communications between Hiring Managers and Recruiting Competing companies and compensations Declining candidates Grade: You can take this assessment online at www. people-science. com Grade: 6

To RPO or Not to RPO Based on your Assessment How will you fill the GAPS to reach 100% Efficiency? 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Define and Attract Recruiting Candidate Processing Interviewing Reporting Communications Essential to the success of the effort, is evaluation of each step as it relates to the end result, hires and employee retention. Close monitoring throughout the process allows for adjustments and increases efficiency throughout. Recruiting is most effective when a company clearly identifies its objectives and can close the gaps to reach optimum proficiency. 7

Based on your Assessment What do you keep, What do you COE or RPO Define and Attract Recruit Candidate Processing Interview Reporting Communication Clear Job descriptions Management of outsource vendors Monitor Time to Hire Create a thorough candidate pre-screen Vendor Spend Documentation of advertising plan Documentation of a recruitment plan Reporting of recruitment findings to hiring managers Employment branding Employment website Measure and monitoring of recruiting vehicles Social Presence Tracking of recruiting results Degree of Reactive (just in time) vs. pro-active Balance of passive and active seekers Amount of internal staff to perform effective recruiting Manage candidate experience Review and re-adjust processing Evaluate ATS from the candidate perspective Perform CRMcandidate relationship management Assure positive candidate experience Track or reduce time to hire Purple: Keep in Talent Acquisition Fully utilize ATS Green: Give to COE or RPO Assessment effectiveness Candidate first touch to interview time Monitor and adjust interviews and methodologies Track cost of interview time Perform a thorough prescreen Time to hire Cost of vacancy Cost of hire Best recruiting vehicles Candidate decline amounts and reasons Cost of recruiting supplied to finance Communications between Hiring Managers and recruiting Competing companies and compensations Perform interviews Interview scheduling Communicate findings – create candidate overviews Decline candidates Grade: 30 Grade: 40 Grade: 60 Grade: 40 Grade: 70 8

To RPO or Not to RPO Build It or Buy It Based on optimizing efficiencies, build a list of what you need then compare advantages to building or buying Factors to Consider Building Buying In house view of daily activities Shared best practices Build internal SLA’s should assure expectations are met Scalability Internal skill sets must meet needs Overall pricing Get the right vendor Provide champions/sponsors of the partnership Choose the right partner 9

Success and Failures of the Models Where it hasn’t worked Where it has worked Based optimizing efficiencies, build Clear expectations set of list of what you need Underpriced Then compare advantages to building or buying Vendor or Partner underestimates work Ties into the Talent Team’s mission Factors to Consider. Supporters / Champions Client company overestimates work It has Overestimation of reaching milestones Transition is well planned Wrong skill set of provider or inside staff chosen Project well managed Process heavy design Recruitment heavy design Company’s internal HR team is totally opposed to the partnership Undermanaged New management arrives with new – different expectations Buy-in gained at all levels and business lines Appropriate balance of process and recruitment within design Escalation is seldom needed Client Company and Provider are both well incentivized towards the same goals High trust level within the partnership Unexpected is expected 10

Additional Questions to Ponder • • • • How does your organization handle change management How long do you have to implement: timing is everything Should you pilot a scope of recruitment first Is there an exit strategy What do you really hope to gain How will you re-organize your internal TA team Should you use a consultant to help you decide Should you issue RFI’s or RFP’s How/where does your current ATS fit in Who will be your internal champions Who will be your internal road blockers Is Finance on your side Do you know your current cost 11

Pricing, Savings, Contract Terms Pricing Models Per instance models Administrative and per hire models SLA dependent discounts Guarantees Average Savings Price for hire Cost of vacancy Employee retention Contracts Length and intention Origin to execution time 12

To RPO or Not to RPO Do you have Questions Presented by Christine Nichlos christinen@people-science. com www. people-science. com Mary Claire Ryan maryclaire. ryan@consultingintalent. com www. consultingintalent. com 13