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Archive for the ‘RPO’ Category

The “R” in RPO

Monday, April 30th, 2012

Recently I heard a representative from a competitor billing themselves as an Industry “Expert” speaking about RPO. The entire discussion was around a specific boxed process propped up by technology that is supposedly the greatest thing since sliced bread. He completely downplayed the need for talented recruiters. It took every bit of strength I had not to stand up and tell him he was crazy! When did a client’s corporate culture and their business objectives become irrelevant? I will save the importance of customization and optimization for another time. The frustration I felt was mostly a result of the lack of importance placed on recruitment and true talent sourcing. Will RPO become a solution where smoke and mirrors are more important than results?

You wouldn’t know it by watching the news but we are in a very competitive market for talent. I think it is important to remember the first letter of the RPO acronym stands for, RECRUITMENT. The “P” is behind recruitment for a reason. Process certainly is very important but if built properly should be a repetitive act that can usually be taught and fine-tuned. Recruitment is a skill. Think about a pitcher in baseball. Thousands of kids have dreams of playing in the Major Leagues and some learn to have perfect form and are taught all the proper techniques and processes but if they don’t have the skill to throw over 90MPH their career will most likely end in high school.

There are two major expenditures in recruitment. One is technology and the other is labor. As I mentioned earlier, I believe technology if optimized, can handle most of the processes (back office) of recruitment but; technology will never be able to direct source a candidate out of a competitor or best position your company, your brand or sell your job to a top candidate.

Posted in Recruitment, RPO, Social Recruiting, Talent, Talent Acquisition | 1 Comment »

RPO – More than a Business Partner; an Advisor through Change

Tuesday, October 18th, 2011

Bill Hewlett and David Packard (HP), Bill Gates and Paul Allen (Microsoft), Ben Cohen and Jerry Greenfield (Ben & Jerry’s) all share one distinct commonality…partnership.

Without the matching of two or more entities, these successful partnerships and names which are so easily recognized in today’s popular culture would not exists. Often partnerships are based upon one person’s idea and another’s capital; Recruitment Process Outsourcing (RPO) is no different. Companies’ ideas are powered by Human Capital, or external recruiting. RPO organizations make external recruiting less costly, more efficient and more effective.

Companies which have avoided outsourcing in the past, cite they worry an outside vendor may not have the passion for the same values, goals and overall ideals as the organization itself, but just the opposite is true. If a genuine partnership is created, both parties will focus all necessary resources to achieve a common goal: profit, growth, success.

With an RPO partnership, the RPO entity will act as an extension of a Corporation’s internal recruitment function. The RPO firm will create a process that will provide the highest level of qualified candidates, reduce hiring costs and improve employee retention rates. How is this achieved? By utilizing the knowledge and expertise of an RPO organization that specializes in the fine art of recruiting, hiring manager productivity is improved as they no longer need to waste time reviewing and interviewing unqualified candidates. This also lessens costly turnover mistakes that could have been avoided by hiring the right people from the start.

Partnering with an RPO firm allows you to craft solutions for your recruitment needs, but what should you initially consider when looking for an RPO partner? Examine the company’s areas of expertise, ask for references from current clients, examine the culture of the RPO and get to know the employees and executive team. Understand the company values and request examples of measures of success (i.e. slate to interview ratios, interview to hires ratios, candidate and hiring manager satisfaction surveys and candidate diversity).

Having a partner in the Human Capital business driving your infrastructure will be a positive agent of change and the most successful of these partnerships are based upon open communication. This will help to identify pitfalls early in the process and adjust where necessary throughout the relationship. After selecting a possible vendor, identify the important role in which this company will drive your profitability, growth and success rate.

When you choose an RPO, you are choosing a teammate, someone who is fully invested in the success of your organization. This collaboration can evoke the change of your organization through the most valuable of resources; your people.

Posted in Human Capital, Outsourcing, RPO | No Comments »

3 Benefits of Corporate Mentorship Programs

Monday, April 18th, 2011

Author: Kim Mika - http://www.linkedin.com/pub/kimberly-mika/20/464/b71

Corporations across the globe have implemented mentorship programs in an effort to contribute to the development of their employees. Whether entry level or a seasoned career veteran, employees are able to learn and progress in their positions with the assistance of a mentor. Designed to act as both a professional and personal resource for new employees, mentors can be all the difference in an employee’s success within a company.

Here are 3 reasons that corporations should consider implementing a mentorship program for their employees:

Leadership Development:

No matter where an individual may be in their career, mentors can provide a helping hand in both professional and personal development. Those early in their careers are able to learn core lessons in transitioning into a professional environment, and those in later stages are able to learn how their new employer may differ from the environments they had grown accustomed to. Putting mentors in place promotes an environment of growth and development to help create future leaders in a company.

Morale and Retention:

Here is where mentorship programs are win-win. Those assigned a mentor receive insight into how to succeed as an employee and those who are chosen as mentors are seen as leaders within the organization. As a mentee, employees feel they have access to a trusted adviser who cares about their successes. Mentors take pride in giving back, and contributing to the success of the corporation.

Productivity:

Mentors can help new employees reach the next level of productivity. Providing insight and first-hand knowledge of what it takes to be a top performer, mentors can be an extra source for new employees learning how to be most effective in their position. Having a trusted resource allows new employees to feel at ease when asking questions that will elevate their performance.

Mentorship programs contribute to retention, productivity, and leadership development within an organization. It is a way to partner top performers with new employees and allow that relationship to produce the new leaders at that company. At a low cost, mentorship programs can help a company improve in 3 core areas that contribute to the success of an organization.

Posted in General, Human Capital, RPO, Talent Acquisition | No Comments »

Embedding Diversity and Inclusion into Your Company

Monday, March 28th, 2011

Author: Andrea Neal, http://www.linkedin.com/in/andreaneal

As a continuation of our monthly interview series, we had the pleasure and honor of speaking with the Senior Director of Talent Acquisition at one of Fortune Magazine’s “Most Admired Companies.” Not only is this organization the world leader in Quality of Daily Life Solutions in the U.S., Canada, and Mexico, but they are also ranked as one of DiversityInc’s Top 50 Companies for Diversity.

Before getting to the interview, we have to point out a few quick facts. First, unless you can personally relate to the commercial of the guy living under a rock, you have noticed that diversity and inclusion have quickly become buzzwords within the workplace. Many organizations are stressing the importance of diversity and inclusion without completely understanding their meaning, much less what they are truly trying to accomplish. Wikipedia says that, “Diversity is the range of ways in which people experience a unique group identity, which includes gender, gender identity, sexual orientation, race, ethnicity and age.” An organization’s culture tends to determine the extent to which it is culturally diverse. It is reasonable to believe that in order to promote diversity, you need to actively practice inclusion. Inclusion is defined as 1) the act of including 2) the state of being included 3) something that is included. Adam Lloyd, President of Executive Search, at WilsonHCG comments, “Before a company can implement strategies for diversity and inclusion, they must first evaluate and define what diversity means to their organization. The same characteristics that make an individual diverse within one company could also make that same individual the majority at another. It’s about acquiring unique experiences, points of view and strategies in order to create a rich culture.”

We hope this interview can provide you with information needed to incorporate diversity and inclusion into your company’s corporate culture.

Q: Your Company was ranked by DiversityInc as one of the Top 50 Companies for Diversity in 2010. This marked the fifth consecutive year that your company has been recognized and in 2009, the company went from 12th to the 6th ranked position. Can you share with us some of the things your organization did to jump up to the top two in 2010?

A: It all starts with our CEO. We have diversity goals as an organization, and it’s a total company effort, not just within Talent Acquisition. Our goals are measurable and every member of our management team is tied to and incentivized by those specific goals. If you look at all of the functions within our business, you will see that everyone is on board.

Q: You were a keynote speaker at ERE’s fall expo where you discussed ways to build a diverse, multi-generational workforce. What led you to this topic and what piece of advice do you have for companies looking to improve their diversity strategies?

A: I wanted to share our best practices with other companies out there looking to build a stronger presence within diversity and inclusion. My advice for other companies is to have a clear picture of where you are right now. Know exactly where you are, and where you are not. Take baby steps because it’s a journey, it’s progressive, and it most certainly doesn’t happen overnight.

Q: How exactly do you measure the success of your diversity and inclusion programs?

A: We measure the success of our programs in several different ways. First of all, people are incentivized, so you see that they are now actively participating in employee network groups and putting themselves in situations that cross ethnic and gender lines, when they otherwise would not. Our employees take pride in these incentives and none of this happened overnight. We have goals and take pride in making our company one that weaves diversity into our culture.

Q: Where do you see diversity and inclusion within talent acquisition evolving over the next five years?

A: I think that companies wanting to be successful will have to embrace diversity into their cultures. The demographics of our country are rapidly changing. If you look at a successful organization that is not currently including diversity and inclusion, and a competitor that does – you will see that the company with strong diversity and inclusion initiatives will be the one still here in years to come. The bottom line is that companies are going to have to embrace diversity and inclusion or will suffer the possibility of no longer existing in years to come.

We would like to thank this organization for leading the way in embedding diversity and inclusion into their workplace and if you have any questions or would like to discuss ideas for doing the same, please reach out to us at marketing@wilsonhcg.com.

Posted in Diversity, Executive Search, General, Human Capital, RPO, Talent Acquisition | 1 Comment »

Is Spending Capital on Hiring a Good Idea?

Thursday, March 17th, 2011

I saw a question posed in the LinkedIn community asking business leaders if spending capital on hiring new employees was a good idea. The question made me think about how risky of an investment human capital really is to any organization, large or small. While CDS and MBS were able to bring Wall Street down one employee in a small company or a single “blood line” in a large corporation can have the same effect. We have seen this happen in Corporate America time and time again (i.e. Enron, HealthSouth and WorldCom). Once upon a time, these were great organizations that collectively employed hundreds of thousands of people, yet they went south due to the actions of a select few. Those are extraordinary situations when a bad hire makes it all the way to the top. Imagine for a second all the damage that occurs in a company’s vast population not in the C-suite or at companies not followed by hundreds of analysts or the Wall Street Journal.

In my career I have hired hundreds of people and every time I interview someone I think not only about the potential value they can bring to the organization but conversely, the damage they can do. Hiring someone or more importantly not hiring someone, are the most vital decisions a leader will make. I think it is safe to say we are in an economic recovery and I know at least our clients are starting to hire in mass therefore, now is a critical time to know who not to hire.

There was a client of ours years ago that I bought a few shares of their stock at $35. Two weeks later it was $28 and I should have sold. I held on to that stock until it hit 17 cents. I kept believing that they were going to turn it around and if I just held on to it a little while longer, I might make my money back. This stock represents bad hires I have made. Cut your losses as fast as you can! If you make a bad hire, it’s best to get rid of the person as fast as you can. I will let your HR department advise you on getting rid of bad hire. Here are a few suggestions to avoid making a bad hire. I have a friend who happens to be an executive at a very large company; she insists references are never really checked. Of course a candidate fills out an application with references and may even put a few names on their resume but are those people going to say anything of real substance? Then we have the background check that simply verifies dates of employment and salary. Attention hiring managers: you may not know this because some of you are not in HR, past employers won’t tell you if your new hire was the worst employee or the best, in fact, most won’t even state if the person is eligible for rehire. Back to my friend, since she doesn’t believe references are really checked by HR, she actually takes ownership and isn’t afraid to ask around about a potential new hire. If you are a hiring manager in today’s business climate, you are most likely connected to someone through LinkedIn or some other networking method who knows your potential new hire.

Always have someone interview a potential new hire that does not have an agenda. Sales organizations are the biggest offenders; they typically have the sales manager interview a candidate then the sales manager’s, manager. That is NOT the way to do get objective feedback.

Make the interview comfortable for the candidate; you will get a lot more out of someone if they are relaxed. Don’t spend more than 25% of the interview asking pre-planned questions.

Lastly, take ownership in the reference check process. If you were going to spend $100K of your own money I would imagine you would do your own due diligence and not rely solely on others.

One bad hire can haunt you for your entire career.

Posted in Executive Search, General, Human Capital, RPO, Talent Acquisition | No Comments »

Aberdeen Group Blog-Rethinking Recruiting in 2011

Tuesday, February 15th, 2011

We welcome our guest blogger of the week, Mollie Lombardi, who is a Sr. Research Analyst within the Human Capital Management practice of Aberdeen Group.

Welcome to mid-February. If, like me, you’re in the New England area, mid-February is a time of short daylight, freezing temperatures, and piles of crusty, dirty, leftover snow on every curb. The perfect backdrop against which to start to dream of innovation and reinvention! What’s next, how can we grow, where is the next opportunity, and when and how will we make it different than it was before?

In November and December of last year, I surveyed over 400 HR and line of business executives, who rated talent acquisition as the number one HCM element most critical to their organization’s ability to execute on its business strategy in the coming year. Clearly, innovation in how we recruit is a place we need to focus energy – to put good people back to work and to put the best team in place to support our businesses. So how are organizations going about innovating against this critical process? We are a long way from the days of putting a sign in the window or a notice in the paper and holding interviews, but what SHOULD we be doing? Below are a few of the ways top companies are rethinking the recruiting process.

1 – Focus on building a quality candidate pipeline. Aberdeen’s 2010 Talent Acquisition study found that “Proactively building and expanding a candidate pipeline regardless of current hiring needs” was the number one strategy. Treat the talent acquisition process like the sales or customer acquisition process. Think marketing, branding, brand experience and outreach. Given the talent shortages already showing up in many industries, cultivating relationships long prior to a job offer can be critical.

2 – Understand your business. Do you know what roles are critical to your company’s success? Aberdeen’s 2011 HR Executive’s Agenda study showed that top performing 20% of companies are 53% more likely than all other companies to be able to identify the job roles that most directly impact revenue or profitability. It’s somewhat shocking to think that less than half (46%) of bottom performers have visibility into the roles that impact their bottom line. Without knowing what will impact your business, it’s hard to go find more of it.

3 – Be more agile. As organizations cut back in recent years, not only did many slow or stop their hiring but they also dismantled their entire recruiting functions. As they now look to grow again recruiters are looking to new tools to help them reach deeper into talent pools, such as social media, better sourcing tools to scour the digital world, and even contingent labor and RPO. Recruiters have a tougher job than ever – filtering through more applicants for fewer openings, smaller budgets, and aggressive growth timelines. If there were ever a time to be agile and innovative, this is it.

This topic is the focus one of the panel discussions taking place at the 2011 Aberdeen HCM Summit that my colleagues and I are hosting on March 9-10 in New York City, and it should be a lively one. So what are you doing to reinvent recruiting? And what questions would you have for the panel? I look forward to hearing from you – and if you need a shot in the arm from smart, driven, innovative and inspired colleagues this long and chilly winter, I hope to see you at the event.

Posted in Human Capital, RPO, Talent Acquisition | 1 Comment »