Towards a Blended Workforce - the Evolution of Recruitment Process Outsourcing (RPO) Models

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Towards a Blended Workforce - the Evolution of Recruitment Process Outsourcing (RPO) Models"

Transcription

1 Towards a Blended Workforce - the Evolution of Recruitment Process Outsourcing (RPO) Models The UK s ever-fragmenting workforce and the associated challenges of resourcing With research published in September 2014 suggesting that 34% of the US workforce is working on a freelance basis 1 - and the picture for the UK beginning to emerge to suggest it is on a similar course towards significant levels of contingent working - the days of HR disciplines only applying to the employed workforce are disappearing fast. One key discipline, which is set fair to change as a consequence, is recruitment. For organisations that have historically engaged a Recruitment Process Outsourcer (RPO) to manage their permanent recruitment, the appropriateness of such a siloed approach is increasingly coming under question. Once under review, an interesting question starts to arise around the DNA of the enterprise best suited to deliver a blended solution. de Poel looks at the past, present and future of RPO solutions and the implications, from a contingent labour perspective. Breaking down recruitment silos When the numbers of non-employed workers become so significant over one third of the workforce, in the case of the US the composition of the contingent workforce takes on new dimensions. Far from the historical reliance on temps for ad hoc usage, the new contingent workforce contains a myriad of skills and levels of capability. This increase in both volume and strategic importance increasingly means that decision-making, as it relates to resourcing, can no longer be delivered in silos. If you a need a scarce skill within the organisation, it would be foolhardy for organisations to confine their search according to a preferred means of worker engagement. Equally, as organisations start to rebuild and reinvent themselves post-downturn, they are beginning to question whether, as they seek to bring a capability back into the organisation or acquire new skills, they will truly be needed on a short or long-term basis. For those that sought support from external partners for managing their recruitment function in the form of a Recruitment Process Outsourcing partner (RPO) - this has historically been very much an employee-centric recruitment exercise. Some organisations have extended RPO solutions through to the engagement of directly engaged contract and interim workers (including those delivering Statement of Work assignments), whilst fewer have extended it across the breadth and depth of contingent labour resourcing need. 1

2 1 odesk 53 Million American now Freelance, study finds: million-americans-now-freelance-new-study-finds At the same time as RPO solutions were developing to support permanent resourcing needs, Managed Service Providers (MSPs - including Master and Neutral Vendors) were emerging to help organisations with sourcing and managing agency labour. In light of the above, many organisations are now starting to question the merits of combining aspects of the two solutions, into a blended approach, as opposed to keeping them separate. Considering what could, or should, be blended When considering the resourcing spectrum below, it essentially breaks down into three channels: Direct and third party (agency) sourcing of employed/fixed term resource. This is the legacy domain of RPOs. Direct sourcing of non-employed workers (temporaries, day rate and Statement of Work (SOW) contractors, consultants, etc.). This is a domain that a number of RPOs and MSPs have moved into. Third party (agency/umbrella company) sourcing of temporary and contract labour. This is the legacy domain of MSPs. Fig. 1: Resourcing channels that could be covered by a blended RPO 2

3 Within each category, there are specialist tasks and associated levels of complexity that need to be understood before decisions can be made around what could, or should, be blended into one solution. Within the route through to employment (open-ended or fixed term), the emphasis is on assessing a person s suitability to join the organisation and, once offered a role, on validating their credentials. This is a one-off process conducted prior to the commencement of employment. Within the direct sourcing of non-employed resource (temporaries, day-rate and SOW contractors, consultants, etc), the short-term nature of the association between the individual and the hiring organisations places more emphasis on the validation of a candidate s credentials than on cultural matching. This process is initially conducted prior to commencement, but requires robust processes and procedures of governance, including real-time visibility on all key aspects of validation, to ensure that the worker eligible to remain on assignment. Within the indirect sourcing of non-employed resource (through agencies, Umbrella companies, online facilitation platforms, etc), an additional significant area of responsibility comes into play beyond validating the worker. The task of validating that the supply chain is working in a compliant fashion with all of the regulations associated with the supply of temporary and contract labour, and that their treatment of supplied workers (accuracy and timeliness of pay, training/skills updating, appropriate communications, etc) meets required standards, is a complex one. Furthermore, the real-time, ongoing assurance of worker and supply chain compliance requires the use of robust systems and processes, expert knowledge and vigilance. As the aforementioned overview suggests, the knowledge, expertise and technological sophistication required to manage engagement, the further removed you are from fixed employment, increases exponentially. As such, when considering and potential blending of the management of resourcing channels under a broader MSP/RPO solutions, the following may be worthy of consideration: Which resourcing channels, currently managed in separate silos, would naturally sit better together? Groupings where there are synergies in processes include: o All direct sourcing activities for employed and contingent requirements. These are both areas where the validation requirements are governed by a contract with the hirer. o All indirect (third party) sourcing activities for employed and contingent needs (temporary, contract, SOW, online worker, consultancy, etc.). These are all areas where complex, multi-layered contractual arrangements are required to be in place 3

4 o and ongoing compliance relates to both the worker and intermediary suppliers alike. Management of these resourcing channels will increasingly need to be governed with strong procurement and contract management expertise, and with sophisticated technology solutions that assure real-time visibility and control. Employed versus non-employed activities. Employment requires a one-time validation process whereas all forms of non-employment require measures, of varying degrees of complexity, to assure the ongoing compliance of the worker and (where supplied through an intermediary) the supply chain. Exploring new Hybrid RPO models Even in the area of initial involvement of RPOs - the management of the sourcing of employed resource many still just capture the traditional forms of full, part-time and fixed term contracts. Notably, zero hours contract workers are often sourced by operations and the identification and onboarding of developmental talent (interns, graduates and apprentices) is often managed by a separate team (in-house or outsourced). As all appointment result in employment status, however, the one-time assessment of suitability and validation follows a consistent process which could be easily managed under one entity. Fig 2. The employed-resource RPO spectrum Following the logic through to those areas where, in addition to initial assessment and validation, there is an ongoing requirement to ensure that the worker (and any supplying intermediary) remains 4

5 compliant throughout their assignment, another grouping could be categorised as the management of the sourcing of all non-employed talent: Fig 3. The non-employed resource RPO spectrum As can be seen, this model has the potential to cover both direct and third party sourcing. A further alternative to consider is the management of all third party involvement in the sourcing of both employed and non-employed resource. This enables one entity to manage the onboarding process and ongoing compliance with providers who have capability across both areas. Additionally, the RPO ensures that the talent pools from direct sourcing and those of third party suppliers are maintained at sufficient levels to meet planned and reactive needs. Fig 4. The indirect (third party) RPO spectrum (for employed and non-employed resource) 5

6 Lastly, there is logic in grouping the activities associated with all direct sourcing activities, spanning employed and non-employed resource. As talent shortages become more acute and candidates continue to specify how they wish (rather than hirers stipulate) the means of engagement, there could be value in employers creating non-siloed talent pools rather than build them by engagement preference. The solution would be required to manage initial assessment and worker validation, and maintain ongoing compliance of non-employed workers which, whilst a specialist task, is not as complex as managing supply chain compliance associated with indirect sourcing. Fig 5. The direct RPO spectrum (for employed and non-employed resource) The essential attributes of any RPO model 6

7 Once the spectrum of recruitment channels (indirect and, potentially, direct) have been scoped, it is the role of the blended RPO to optimise their efficiency and utilisation. Key to the success of this orchestrated approach is the RPO s ability to ensure the robustness of the communities from which the co-ordinated solution is delivered. For solutions that involve the sourcing of non-employed labour within the scope, this will include: Appointing a panel of external suppliers (including neutral vendors and lead suppliers, where required) based, beyond quality and cost parameters, on their ability to demonstrate they have an established community of workers who will be committed to deliver on their behalf. Establishing an array of communities for an organisation through which direct sourcing activities can be as effective as required. Continually assessing the volume and quality of workers in the collective contingent community - across the spectrum of channels and providers - to ensure the aggregate pool is able to deliver on organisational needs. Monitoring the work-readiness and availability of the collective community Evidencing real-time compliance with all stipulations that govern contingent labour engagement within the organisation (including all legislative and commercial considerations). Providing a real-time dashboard on the non-employed resource deployment and availability, to enable informed decision making. Nurturing relationships with all stakeholders across the coordinated solution to ensure a constant stream of market intelligence into the hiring organisation. Assessing the impacts of legislative and organisational change (flux) on the engaged and work-ready collective contingent community. Once this coordinated approach to contingent resourcing has been established, the potential for organisations to realise the potential of a blended RPO solution increases exponentially. Outcome benefits include: The ability to make informed non-siloed demand management decisions The potential to realise additional savings The ability to leverage the true potential of essential third party suppliers (full range of capability, market insights, pool management, training, etc) Enhanced risk mitigation Workforce agility. 7

8 8

de Poel is the CIPS online Knowledge Partner for Temporary Labour How To Optimise The Value Of A Neutral Vendor

de Poel is the CIPS online Knowledge Partner for Temporary Labour How To Optimise The Value Of A Neutral Vendor How To Optimise The Value Of A Neutral Vendor The background to neutral vendor models With managed services having been in existence for more than twenty years, there are now a range of different models

More information

PART 1: THE WHAT, WHO, AND WHY OF MSP BY JENNIFER SPICHER

PART 1: THE WHAT, WHO, AND WHY OF MSP BY JENNIFER SPICHER THE FUNDAMENTAL S OF MANAGED SERVICE PROVIDER (MSP) PROGR AMS PART 1 OF 3 PART 1: THE WHAT, WHO, AND WHY OF MSP BY JENNIFER SPICHER CONTENTS p3 Introduction p4 Why an MSP is Important p6 What Is an MSP?

More information

Recruitment Process Outsourcing (RPO)

Recruitment Process Outsourcing (RPO) Recruitment Process Outsourcing (RPO) Successful organisations need to proactively attract and retain high quality talent. When time is limited, outcomes are imperative and costs are a factor, outsourcing

More information

Recruitment Process Outsourcing Methodology Statement

Recruitment Process Outsourcing Methodology Statement Recruitment Process Outsourcing Methodology Statement Contents An Overview... 3 Steps To Success The Components of an Outsourced Recruitment Process... 4 Why Use RPO?... 6 Why Consult Group?... 8 About

More information

Helping our clients win in the changing world of work:

Helping our clients win in the changing world of work: Helping our clients win in the changing world of work: Recruitment Process: Why Outsource? A Manpower Insights Paper The future of RPO looks strong despite or perhaps aided by the current global recession.

More information

MSP & RPO Masterclass Ciett World Employment Conference Rome, 28 th May 2015

MSP & RPO Masterclass Ciett World Employment Conference Rome, 28 th May 2015 MSP & RPO Masterclass Ciett World Employment Conference Rome, 28 th May 2015 John Nurthen Executive Director Global Research jnurthen@staffingindustry.com Francesca Vassallo-Todaro Operations Development

More information

5 myths of supplying talent through a third-party provider model. A guide for third-party talent managers and suppliers

5 myths of supplying talent through a third-party provider model. A guide for third-party talent managers and suppliers 5 myths of supplying talent through a third-party provider model A guide for third-party talent managers and suppliers Thorsten Koletschka /02 Suppliers that play a proactive part to deliver genuine talent

More information

Recruitment Process: Why Outsource?

Recruitment Process: Why Outsource? Recruitment Process: Why Outsource? Open House November 2010 Think differently about work. John Loukas Manpower Business Solutions Director 2 RPO - Agenda RPO Overview - Definition RPO as a Talent Acquisition

More information

Part 2: sourcing models

Part 2: sourcing models The Fundamentals of Managed Service Provider (MSP) Programs Part 2 of 3 Part 2: sourcing models By Jennifer Spicher contents This is the second of a three-part series designed to outline key components

More information

Speakers: Barry Asin, President, Staffing Industry Analysts Ron Mester, President & CEO, ERE Media THURSDAY 11:45 AM PACIFICA 11, 12

Speakers: Barry Asin, President, Staffing Industry Analysts Ron Mester, President & CEO, ERE Media THURSDAY 11:45 AM PACIFICA 11, 12 THURSDAY 11:45 AM PACIFICA 11, 12 Concurrent Session: Threats and Opportunities in a Brave New World: Future State Towards the Staffing Singularity The Evolution of Total Talent Management Speakers: Barry

More information

THE COMPANY AND SERVICES

THE COMPANY AND SERVICES THE COMPANY AND SERVICES CONTENTS About Us... 3 What we do?... 3 Our Associates... 4 Company Details... 4 Test Associates Solutions... 5 Core Strengths... 6 Benefits of Using our Company... 6 Clients from

More information

A Collaborative Approach to Creating an Agile Workforce

A Collaborative Approach to Creating an Agile Workforce A Collaborative Approach to Creating an Agile Workforce In periods of economic uncertainty, every company strives to increase its agility. During past economic downturns, companies employed tighten your

More information

www.talenthcm.com The right talent can transform your organisation

www.talenthcm.com The right talent can transform your organisation www.talenthcm.com The right talent can transform your organisation Benefits QuALITY Raising the bar in managed services A P P R O v e D In an increasingly competitive marketplace, products and services

More information

GLOBAL SOLUTIONS DELIVERED LOCALLY. We are in this together. Strategic resourcing in the O & G industry

GLOBAL SOLUTIONS DELIVERED LOCALLY. We are in this together. Strategic resourcing in the O & G industry GLOBAL SOLUTIONS DELIVERED LOCALLY We are in this together. Strategic resourcing in the O & G industry Contents Introducing Fircroft Oil & Gas global talent challenges Lets look at traditional talent strategy

More information

MSP NEAT EVALUATION FOR KELLYOCG: NEAT Evaluation: MSP (Talent Management Focus) Market Segment: Talent Management Focus

MSP NEAT EVALUATION FOR KELLYOCG: NEAT Evaluation: MSP (Talent Management Focus) Market Segment: Talent Management Focus NEAT EVALUATION FOR KELLYOCG: MSP Market Segment: Talent Management Focus This document presents KellyOCG with the NelsonHall NEAT vendor evaluation for MSP (Wider Talent Management focus market segment).

More information

Part 3: Business Case and Readiness

Part 3: Business Case and Readiness The Fundamentals of Managed Service Provider (MSP) Programs Part 3 of 3 Part 3: Business Case and Readiness By Jennifer Spicher contents This is the final of a three-part series designed to outline key

More information

GLOBAL SOLUTIONS DELIVERED LOCALLY. Achieving the talent optimisation and cost management balancing act.

GLOBAL SOLUTIONS DELIVERED LOCALLY. Achieving the talent optimisation and cost management balancing act. GLOBAL SOLUTIONS DELIVERED LOCALLY Achieving the talent optimisation and cost management balancing act. Fircroft Global Managed Solutions 898m revenue for 2013 44 years technical/engineering recruitment

More information

Trends in Managed Services 2015 and Beyond

Trends in Managed Services 2015 and Beyond Trends in Managed Services 2015 and Beyond Consolidating services, technology developments and strategic partners Jo Lindsay, Director of Projects, Reed Talent Solutions 2015 will be the 18th year I have

More information

better people in a better way sales@pontoonsolutions.com

better people in a better way sales@pontoonsolutions.com Value of a Managed Service Provider (MSP) July 2015 better people in a better way +1 855.881.1533 sales@ better people in a better way Value of a Managed Service Provider Borrowing a quote from Benjamin

More information

The Future of Workforce Management and Buyer Perspectives

The Future of Workforce Management and Buyer Perspectives The Future of Workforce Management and Buyer Perspectives Bryan T. Peña, CCWP Vice President, Contingent Workforce Strategies and Research bpena@staffingindustry.com What is the future of work? 2015 by

More information

Best Practices of the Most Effective Workforce Management Solutions

Best Practices of the Most Effective Workforce Management Solutions White Paper Recruitment Process Outsourcing Best Practices of the Most Effective Workforce Management Solutions MSP or Contractor RPO? Today, organisations recognise that managing their contingent workforce

More information

Managed Service Providers for Mid-Sized Companies:

Managed Service Providers for Mid-Sized Companies: Managed Service Providers for Mid-Sized Companies: How companies spending less than $100 million a year on contingent labor can achieve greater efficiency, compliance and cost savings. 2013 Monument Consulting.

More information

How to Select, Manage & Implement an RPO

How to Select, Manage & Implement an RPO Top 10 Tips: RPO How to Select, Manage & Implement an RPO We show you how a good RPO will go above and beyond the label - and how to find the right one for your company. Stakeholders RPO shouldn t be just

More information

MS DENISE LE GAL, CABINET MEMBER FOR BUSINESS SERVICES AND RESIDENT EXPERIENCE JULIE FISHER STRATEGIC DIRECTOR FOR BUSINESS SERVICES

MS DENISE LE GAL, CABINET MEMBER FOR BUSINESS SERVICES AND RESIDENT EXPERIENCE JULIE FISHER STRATEGIC DIRECTOR FOR BUSINESS SERVICES Item SURREY COUNTY COUNCIL CABINET DATE: 22 SEPTEMBER 2015 REPORT OF: LEAD OFFICER: SUBJECT: MS DENISE LE GAL, CABINET MEMBER FOR BUSINESS SERVICES AND RESIDENT EXPERIENCE JULIE FISHER STRATEGIC DIRECTOR

More information

Optimizing Talent: Blended Solutions for Europe s Human Age Jilko Andringa Managing Director for Central Europe and ManpowerGroup Solutions RPO Europe

Optimizing Talent: Blended Solutions for Europe s Human Age Jilko Andringa Managing Director for Central Europe and ManpowerGroup Solutions RPO Europe Optimizing Talent: Blended Solutions for Europe s Human Age Jilko Andringa Managing Director for Central Europe and ManpowerGroup Solutions RPO Europe The European Union s (EU) largest employers have

More information

Contingent Staffing Models

Contingent Staffing Models General Presentation Contingent Staffing Models Ton Mulders, Director Strategic Solutions Europe, Staffing Industry Analysts RPO MSP? HRO Which acronym serves me best? MV PSL VOP ROI SOW VMS CWS ERP BPO

More information

Outsource Managed Services. An Introduction To. November 2010 Safe Computing User Conference

Outsource Managed Services. An Introduction To. November 2010 Safe Computing User Conference Outsource Managed Services An Introduction To November 2010 Safe Computing User Conference Agenda 1. Introduction What is Outsourcing? What can be outsourced? 2. Safe Outsourcing: Business Model & Market

More information

Solutions for Today. Success for the Long Run. 1/8 Next

Solutions for Today. Success for the Long Run. 1/8 Next Solutions for Today. Success for the Long Run. 1/8 Next Our local Austin office has had the pleasure of working with Integrated Human Capital for the past three years, and have found them to be an excellent

More information

Randstad Enterprise Healthcare Solutions. talent, strategic services, workforce management and technology solutions

Randstad Enterprise Healthcare Solutions. talent, strategic services, workforce management and technology solutions Randstad Enterprise Healthcare Solutions talent, strategic services, workforce management and technology solutions Randstad Enterprise Healthcare Solutions talent, strategic services, workforce management

More information

Data analytics Delivering intelligence in the moment

Data analytics Delivering intelligence in the moment www.pwc.co.uk Data analytics Delivering intelligence in the moment January 2014 Our point of view Extracting insight from an organisation s data and applying it to business decisions has long been a necessary

More information

www.omegaresource.co.uk

www.omegaresource.co.uk you me us www.omegaresource.co.uk Omega Resource Group Ltd is part of the Passionate About People Plc Group of companies, each with a market leading service offer: you me us Omega Engineering Services

More information

The what, why, when and how of Strategic Workforce Planning

The what, why, when and how of Strategic Workforce Planning Future-proof your workforce The what, why, when and how of Strategic Workforce Planning Susan DeFazio Table of contents 3 Introduction 5 What does good SWP look like? 7 Why SWP matters to risk & operational

More information

Resource Augmentation or Managed Services: Which way to go?

Resource Augmentation or Managed Services: Which way to go? Resource Augmentation or Managed Services: Which way to go? As the evolution of sourcing options continues to develop and broaden, companies have devised and deployed various sourcing strategies to fulfil

More information

CONNECTING TALENT, IMPROVING BUSINESS

CONNECTING TALENT, IMPROVING BUSINESS CONNECTING TALENT, IMPROVING BUSINESS Aviation experts We supply: Carbon60 are specialists in providing flexible and cost-effective engineering and technical experts. We connect the best industry professionals

More information

IBM Global Process Services. Next-generation business process outsourcing for Natural Resources

IBM Global Process Services. Next-generation business process outsourcing for Natural Resources IBM Global Process Services Next-generation business process outsourcing for Natural Resources 2 IBM Global Process Services Australia s mining, petroleum, and LNG companies across the Natural Resources

More information

Focusing on you. Focusing on the future.

Focusing on you. Focusing on the future. Focusing on you. Focusing on the future. Talk to JAM now on 0800 211 8877 www.jamrecruitment.co.uk Powerful RPO solutions from JAM Recruitment Future Great recruitment is incredibly powerful. It can change

More information

EMERGING TRENDS IN HR AND RECRUITMENT SERVICES Martin Nicholls

EMERGING TRENDS IN HR AND RECRUITMENT SERVICES Martin Nicholls EMERGING TRENDS IN HR AND RECRUITMENT SERVICES Martin Nicholls WHO IS KELLY? Since 1946, Kelly has grown to be a global leader in delivering workforce solutions. Revenue exceeds US$5.6 b EMEA AMERICAS

More information

Global Trends in RPO & Talent Recruitment 2014. pam berklich

Global Trends in RPO & Talent Recruitment 2014. pam berklich Global Trends in RPO & Talent Recruitment 2014 pam berklich The Recruiting Challenge Map Far from simply filling existing gaps as quickly and economically as possible, recruiting has become a high-stakes

More information

Staffing Industry Glossary of Terms

Staffing Industry Glossary of Terms Staffing Industry Glossary of Terms These were taken from Staffing Industry Analysts, the foremost research authority of the staffing industry. Contingency Placement The practice of charging a fee to either

More information

EXPERTISE NEEDED EXPERTISE FOUND

EXPERTISE NEEDED EXPERTISE FOUND Our global capabilities EXPERTISE NEEDED EXPERTISE FOUND www.nesglobaltalent.com Our global capabilities ManagedServices We offer a range of bespoke managed services, which enable you to outsource part

More information

The Fundamentals of Managed Service Provider (MSP) Programs

The Fundamentals of Managed Service Provider (MSP) Programs Part 2 of 3 The Fundamentals of Managed Service Provider (MSP) Programs Part 2: Sourcing Models kellyservices.com Table of Contents Introduction / 3 01 Is it a Sourcing Model, or an MSP? / 4 Master Vendor

More information

The Drake Suite of Talent Management Solutions. Increasing the Return on your Human Capital Investment

The Drake Suite of Talent Management Solutions. Increasing the Return on your Human Capital Investment The Drake Suite of Talent Management Solutions Increasing the Return on your Human Capital Investment Increasing the Return on your Human Capital Investment An integrated and comprehensive approach to

More information

Providing the staffing solutions you need with the flexibility you want

Providing the staffing solutions you need with the flexibility you want International IT Staffing, Business Change & Project Solutions Experts Providing the staffing solutions you need with the flexibility you want WWW.GIBBS-S3.COM GIBBS S3 Providing the staffing solutions

More information

Touchpoint RPO. For companies in the Digital, Online and ecommerce space. - Lower Recruitment Fees with Fixed Costs

Touchpoint RPO. For companies in the Digital, Online and ecommerce space. - Lower Recruitment Fees with Fixed Costs Touchpoint RPO For companies in the Digital, Online and ecommerce space - Lower Recruitment Fees with Fixed Costs - Stay in control through our Applicant Tracking System - Relieve your HR & Line Managers

More information

A maturity model for Total Talent Management

A maturity model for Total Talent Management A maturity model for Total Talent Management Manfred Vogels VP Business Development Continental Europe mvogels@iqnavigator.com +31 6 22206946 Total Talent Management definition and why everyone is talking

More information

TARGETING RECRUITMENT PROCESS OUTSOURCING

TARGETING RECRUITMENT PROCESS OUTSOURCING TARGETING RECRUITMENT PROCESS OUTSOURCING NelsonHall HR Outsourcing Subscription Service 1 Definition of Recruitment Process Outsourcing (RPO) Recruitment Process Outsourcing is the transfer of operational

More information

COM-18-7559 J. Holincheck

COM-18-7559 J. Holincheck J. Holincheck Research Note 3 December 2002 Commentary Leveraging HCM Technologies to Control Labor Costs Large human capital management application suite purchases will be few and far between in 2003.

More information

The Big Data Talent Shortage

The Big Data Talent Shortage The Big Data Talent Shortage Big data the massive amounts of information companies routinely collect through web crawlers, social media feeds, server logs, customer service databases, and other sources

More information

Recruitment forecasting. Employer branding. Sourcing strategies. Selection processes. Assessment methodologies. On boarding of new hires

Recruitment forecasting. Employer branding. Sourcing strategies. Selection processes. Assessment methodologies. On boarding of new hires hudson RPO ASIA pacific Recruitment Process Outsourcing Hudson RPO Asia Pacific is proud to be the winner of a number of industry rated awards including: HRO Today s Global Baker s Dozen List, 2010, 2011

More information

Advantage HCM for Oil and Gas An affordable workforce management solution for improved corporate performance

Advantage HCM for Oil and Gas An affordable workforce management solution for improved corporate performance Advantage HCM for Oil and Gas An affordable workforce management solution for improved corporate performance Registered 2 Advantage HCM for Oil and Gas The oil and gas workforce challenge Achieving a more

More information

Concurrent Session Strategy Design it Right: Popular Contingent Workforce Program Models, their Pros, Cons

Concurrent Session Strategy Design it Right: Popular Contingent Workforce Program Models, their Pros, Cons WED, OCT 8 4:30 PM MIRAGE EVENTS CENTER C1 Concurrent Session Strategy Design it Right: Popular Contingent Workforce Program Models, their Pros, Cons Moderator: Subadhra Sriram, Editor & Publisher, Media

More information

Your Workforce is Changing and So is the way. You Manage it

Your Workforce is Changing and So is the way. You Manage it Optimizing a contingent workforce is humanly possible Managed Service Provider Your Workforce is Changing and So is the way You Manage it In a fast-paced, unpredictable marketplace, organizations must

More information

Randstad Managed Services A better brand of managed services

Randstad Managed Services A better brand of managed services Randstad Managed Services A better brand of managed services Staffing procurement plus. In today s world of work, contingent staffing has become a function of both Human Resources and Procurement, reflecting

More information

THE FREELANCER MANAGEMENT SYSTEM: What Is Required For The Next Frontier of Enterprise Contingent Workforce Management

THE FREELANCER MANAGEMENT SYSTEM: What Is Required For The Next Frontier of Enterprise Contingent Workforce Management WHITE PAPER: THE FREELANCER MANAGEMENT SYSTEM: What Is Required For The Next Frontier of Enterprise Contingent Workforce Management February 2014 Powering the future of business and work WHITE PAPER: THE

More information

Recruitment Process Outsourcing:

Recruitment Process Outsourcing: Recruitment Process Outsourcing: What You Should Look for in an RPO Provider James F. McCoy Vice President & RPO Practice Lead It used to be that companies looked exclusively at cost and process to identify

More information

Maximise your Talent Options

Maximise your Talent Options Maximise your Talent Options A specialist division of Recruitment Your business support HR Consulting and professional HR Products recruitment Workplace specialists Relations Apprenticeships Part of something

More information

The Human Capital Management Systems Business Case A Checklist to assist agencies developing a business case

The Human Capital Management Systems Business Case A Checklist to assist agencies developing a business case The Human Capital Management Systems Business Case A Checklist to assist agencies developing a business case Final version for release Human Capital Management See more at psc.nsw.gov.au/hcm Index - Business

More information

The 2012 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs

The 2012 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs The Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs s Baker s Dozen rankings are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion

More information

Contact Centre. Providing Qualified Professionals. Be Well Connected

Contact Centre. Providing Qualified Professionals. Be Well Connected Providing Qualified Professionals About us Our Approach Recruitment Process Compliance Management Information Support Our Clients Contact About us Our specialist contact centre recruitment division has

More information

Department of Human Resources

Department of Human Resources Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational

More information

Ellipse The Enterprise Asset Management (EAM) solution for asset intensive industries

Ellipse The Enterprise Asset Management (EAM) solution for asset intensive industries Ellipse The Enterprise Asset Management (EAM) solution for asset intensive industries Ellipse is a fully-integrated Enterprise Asset Management (EAM) application suite providing complete visibility and

More information

Contingent Labor Management

Contingent Labor Management The Evolution of the Contemporary Contingent Workforce May 2011 Christopher J. Dwyer ~ Underwritten, in Part, by ~ Page 2 Executive Summary The contemporary contingent workforce has undergone an evolution

More information

In-house vs. Outsourcing. Pank Koria, CEO, Project People

In-house vs. Outsourcing. Pank Koria, CEO, Project People In-house vs. Outsourcing Pank Koria, CEO, Project People Agenda The acquisition of talent In-house vs. outsourced resourcing models Key Performance Areas Project People A few brief facts about Project

More information

IOR Strategy 3 Year PlanThe Professional Body for Recruiters & HR

IOR Strategy 3 Year PlanThe Professional Body for Recruiters & HR IOR Strategy Year PlanThe Professional Body for Recruiters & HR Professional Certificate in Social Recruiting (IOR Cert) Part Qualified in HR Online 1 Why IOR Professional Qualifications? The IOR is a

More information

Prestige Staffing Personnel is locally owned and operated and has continuously provided

Prestige Staffing Personnel is locally owned and operated and has continuously provided Company profile The Complete HR package Prestige Staffing Personnel is locally owned and operated and has continuously provided the complete human resources package on a national level since 1998 including:

More information

Applicant Tracking Technology The Business Case for Investment. Prepared by: John Cridland in co-operation with Chris Keeling

Applicant Tracking Technology The Business Case for Investment. Prepared by: John Cridland in co-operation with Chris Keeling Applicant Tracking Technology The Business Case for Investment Prepared by: John Cridland in co-operation with Chris Keeling 1 Applicant tracking technology the business case for investment Contents Introduction

More information

ORACLE HUMAN RESOURCES ANALYTICS

ORACLE HUMAN RESOURCES ANALYTICS ORACLE HUMAN RESOURCES ANALYTICS KEY FEATURES & BENEFITS FOR BUSINESS USERS Oracle Human Resources Analytics intelligence dashboards provide strategic workforce performance information. Determine key factors

More information

DRIVING ENTERPRISE MOBILITY. Enterprise Mobility Solutions

DRIVING ENTERPRISE MOBILITY. Enterprise Mobility Solutions DRIVING ENTERPRISE MOBILITY Enterprise Mobility Solutions from Computacenter CONTENTS 03 04 05 06 09 10 The Growth of Mobility Seizing Opportunities Overcoming Adversity Computacenter Mobility Solutions

More information

Decisions 1. Permission to tender for a recruitment partner to supply 15 permanent social work practitioners with a contract value of 159,000.

Decisions 1. Permission to tender for a recruitment partner to supply 15 permanent social work practitioners with a contract value of 159,000. ACTION TAKEN UNDER DELEGATED POWERS BY OFFICER 28 th October 2015 Title Report of Wards Status Recruitment of Children s Social Work Practitioners Nicola Francis, Family Services Director All Public Enclosures

More information

Lot Provider Supply of 1 Neutral vendor Capita Business Services Specialist contractors and interim managers

Lot Provider Supply of 1 Neutral vendor Capita Business Services Specialist contractors and interim managers UK SBS Procurement: Framework Guide Contingent Labour One Framework ref: RM960 Description The Contingent Labour ONE (CL1) framework provides access to a complete range of contingent labour services -

More information

The Importance of Data Quality for Intelligent Data Analytics:

The Importance of Data Quality for Intelligent Data Analytics: The Importance of Data Quality for Intelligent Data Analytics: Optimizing the Financial and Operational Performance of IT White Paper IT decisions are only as good as the data they re based on. And that

More information

BEST PRACTICE IN CONTINGENT WORKFORCE MANAGEMENT. By Robert Collins

BEST PRACTICE IN CONTINGENT WORKFORCE MANAGEMENT. By Robert Collins BEST PRACTICE IN CONTINGENT WORKFORCE MANAGEMENT By Robert Collins Table of Contents About the Author Executive Notes Introduction: The Increasing Trend Disaggregate Process for Best Prctice Souring the

More information

Topic: Managed Service Provider (MSP) Mastering the Winds of Change

Topic: Managed Service Provider (MSP) Mastering the Winds of Change Topic: Managed Service Provider () Mastering the Winds of Change Market Report: October 2013 Preview Deck Our research offerings for global services Subscription information The full report is included

More information

Recruitment Process Outsourcing

Recruitment Process Outsourcing Recruitment Process Outsourcing (RPO) is a form of business process outsourcing (BPO) where an employer outsources or transfers all or part of its recruitment activities i i to an external service provider.

More information

Information Technology Strategic Plan

Information Technology Strategic Plan Information Technology Strategic Plan Delivers solutions that are planned, anticipate the future and valued by customers Introduction Our Information Technology Strategy supports the Corporate Plan by

More information

Recruiting a Competitive Workforce: Should Needed Skills be Built or Bought?

Recruiting a Competitive Workforce: Should Needed Skills be Built or Bought? A ManpowerGroup TM Solutions White Paper Recruiting a Competitive Workforce: Should Needed Skills be Built or Bought? For more information on RPO, please visit manpowergroup.co.uk Recruiting a Competitive

More information

MANAGED SERVICES AVIATION CONSTRUCTION DEFENCE & GOVERNMENT TECHNICAL ENGINEERING FIXED PRICE MANAGED SERVICES. Connecting talent, improving business

MANAGED SERVICES AVIATION CONSTRUCTION DEFENCE & GOVERNMENT TECHNICAL ENGINEERING FIXED PRICE MANAGED SERVICES. Connecting talent, improving business MANAGED SERVICES AVIATION CONSTRUCTION DEFENCE & GOVERNMENT TECHNICAL ENGINEERING FIXED PRICE MANAGED SERVICES Connecting talent, improving business Giving you control over your workforce Carbon60 Managed

More information

Workforce Analytics Enable Smarter Decisions

Workforce Analytics Enable Smarter Decisions Ventana Research: Workforce Analytics Enable Smarter Decisions Workforce Analytics Enable Smarter Decisions Finding the Right Tool for Human Capital Management White Paper Sponsored by 1 Ventana Research

More information

SAMPLE QUESTIONS EXAM EXEMPLAR QUESTIONS. AD4 - Category management in procurement and supply. Level 5 Advanced Diploma in Procurement and Supply

SAMPLE QUESTIONS EXAM EXEMPLAR QUESTIONS. AD4 - Category management in procurement and supply. Level 5 Advanced Diploma in Procurement and Supply Level 5 Advanced Diploma in Procurement and Supply AD4 - Category management in procurement and supply EXAM EXEMPLAR QUESTIONS QUESTIONS AND INDICATIVE ANSWER CONTENT Page 1 of 8 QUALIFICATIONS 2013 QUESTIONS

More information

Contingent Workforce Program Management: Global Considerations for the Manufacturing Industry

Contingent Workforce Program Management: Global Considerations for the Manufacturing Industry A ManpowerGroup TM Solutions TAPFIN Technical Brief Contingent Workforce Program Management: Global Considerations for the Manufacturing Industry Contingent Workforce Program Management: Global Considerations

More information

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management

Solutions overview. Inspiring talent management. Solutions insight. Inspiring talent management Solutions overview Inspiring talent management Solutions insight Inspiring talent management Inspiring talent management Intuitive technology that people love to use Lumesse is the only global company

More information

CHOOSING YOUR CONTINGENT WORKFORCE MODEL & BUILDING THE BUSINESS CASE

CHOOSING YOUR CONTINGENT WORKFORCE MODEL & BUILDING THE BUSINESS CASE CHOOSING YOUR CONTINGENT WORKFORCE MODEL & BUILDING THE BUSINESS CASE According to Careerbuilder s national survey, employers recently indicated that contingent hiring is expected to increase 10 percent

More information

White Paper Modern HR Case Management

White Paper Modern HR Case Management White Paper Modern HR Case Management How IT Can Step Up to Better Support HR Service Delivery White Paper Modern HR Case Management IT can help transform HR service provisioning and management capabilities

More information

2016 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs

2016 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs 2016 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs We rank the top providers based on customer satisfaction surveys. By The Editors HRO Today s Baker s Dozen rankings are based

More information

10 steps to the Cloud for SMBs Introduction to Cloud computing. www.fasthosts.co.uk. Ask the Experts. Making Business Work Better Online

10 steps to the Cloud for SMBs Introduction to Cloud computing. www.fasthosts.co.uk. Ask the Experts. Making Business Work Better Online 10 steps to the Cloud for SMBs Introduction to Cloud computing This paper is designed to explain, in plain English, the real reasons behind how your business can benefit from Cloud computing, and help

More information

The Future of HCM Technology Wim Valstar, SAP SuccessFactors

The Future of HCM Technology Wim Valstar, SAP SuccessFactors The Future of HCM Technology Wim Valstar, SAP SuccessFactors The future of HCM technology. The globalised workforce of today is driving HR organisations to look to technology and thought leaders for solutions

More information

Oracle Buys Taleo Adds Leading Talent Management Cloud Offering to the Oracle Public Cloud

Oracle Buys Taleo Adds Leading Talent Management Cloud Offering to the Oracle Public Cloud D R A F T Oracle Buys Taleo Adds Leading Talent Management Cloud Offering to the Oracle Public Cloud April 5, 2012 Oracle is currently reviewing the existing Taleo product roadmap

More information

EFFECTIVE VENDOR MANAGEMENT: REAPING LONG-TERM BENEFITS FROM YOUR VENDOR RELATIONSHIPS

EFFECTIVE VENDOR MANAGEMENT: REAPING LONG-TERM BENEFITS FROM YOUR VENDOR RELATIONSHIPS EFFECTIVE VENDOR MANAGEMENT: REAPING LONG-TERM BENEFITS FROM YOUR VENDOR RELATIONSHIPS TERRA FIRMA, AUGUST 2013 Leading organisations have understood for some time that active vendor management, as opposed

More information

Managed Service Programs (MSP)

Managed Service Programs (MSP) NEAT EVALUATION FOR KELLYOCG: Managed Service Programs (MSP) Market Segment: Wider Talent Management Focus This document presents KellyOCG with the NelsonHall NEAT vendor evaluation for Managed Service

More information

BUYER S GUIDE. flexible service delivery. Top 5 reasons for adopting SAP Managed Services. Remixing SLA s! Managing the post merger IT landscape

BUYER S GUIDE. flexible service delivery. Top 5 reasons for adopting SAP Managed Services. Remixing SLA s! Managing the post merger IT landscape BUYER S GUIDE IT Managed Services Buyer s Guide for SAP customers May 2012 flexible service delivery Moving to the beat of IT innovation with SAP Managed Services to control costs and harmonise IT landscapes.

More information

Purchased Services Areas of Opportunity:

Purchased Services Areas of Opportunity: Purchased Services Areas of Opportunity: How Texas Children's Hospital Achieved Significant Cost Savings For Its Contract Staffing Purchased Services Presented by Edward M. Lewis, C.P.M., CMRP Supply Chain

More information

PROPOSAL FOR RECRUITMENT PROCESS OUTSOURCING

PROPOSAL FOR RECRUITMENT PROCESS OUTSOURCING PROPOSAL FOR RECRUITMENT PROCESS OUTSOURCING SUBMITTED BY: TYRO HUMAN RESOURCE (P) LIMITED N-4/243, IRC village, Bhubaneswar Tel: +91-674-6511376/6444665 E-mail: info@tyrohr.com www.tyrohr.com Why companies

More information

The rise of the hybrid network model

The rise of the hybrid network model The rise of the hybrid network model Hybrid networks offer the promise of greater flexibility and capacity, improved application performance and cheaper price points than traditional Wide Area Networks

More information

Blue Fire Thames Court 1 Victoria Street Windsor SL4 1YB enquiries@bluefire-uk.com www.bluefire-uk.com

Blue Fire Thames Court 1 Victoria Street Windsor SL4 1YB enquiries@bluefire-uk.com www.bluefire-uk.com Blue Fire Thames Court 1 Victoria Street Windsor SL4 1YB enquiries@bluefire-uk.com www.bluefire-uk.com 1 1. Service Description Blue Fire is a Digital and IT Practice focused on supplying individuals and

More information

Modern Outsourcing Strategies Meet The Need For A More Agile Workforce

Modern Outsourcing Strategies Meet The Need For A More Agile Workforce Modern Outsourcing Strategies Meet The Need For A More Agile Workforce Flexible, multi-faceted and vibrant consulting is key to achieving business goals RPO RPO providers have a unique ability to find

More information

Business Agility Requires Balance & Flexibility. Netaster Staffing's RPO Delivers Everything at an Incredibly Low Cost

Business Agility Requires Balance & Flexibility. Netaster Staffing's RPO Delivers Everything at an Incredibly Low Cost Business Agility Requires Balance & Flexibility Netaster Staffing's RPO Delivers Everything at an Incredibly Low Cost The shortage of talent is one of the most critical risks in business today, and when

More information

Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy

Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy Recruitment Process Outsourcing (RPO) has undergone a seismic shift over the past few years. Long viewed as

More information

NetVision. NetVision: Smart Energy Smart Grids and Smart Meters - Towards Smarter Energy Management. Solution Datasheet

NetVision. NetVision: Smart Energy Smart Grids and Smart Meters - Towards Smarter Energy Management. Solution Datasheet Version 2.0 - October 2014 NetVision Solution Datasheet NetVision: Smart Energy Smart Grids and Smart Meters - Towards Smarter Energy Management According to analyst firm Berg Insight, the installed base

More information

At Eganknight we re the essential link between business and people. EganKnight Culture

At Eganknight we re the essential link between business and people. EganKnight Culture At Eganknight we re the essential link between business and people We build extraordinary partnerships, working faster, smarter and harder because when it comes to providing transforming solutions in recruitment,

More information

You can bank on procurement

You can bank on procurement The Wilhelmsen Ship Management Newsletter - NO. 4-2013 You can bank on procurement WSM Global Procurement Services By: Carl Jansma, Vice President, Global Procurement Services The changing role and evolving

More information