Everest Group PEAK Matrix for RPO Service Providers

Transcription

1 Everest Group PEAK Matrix for RPO Service Providers Focus on IBM-Kenexa September 2014 Copyright 2014 Everest Global, Inc. This document has been licensed for exclusive use and distribution by IBM-Kenexa

2 Introduction and scope Everest Group recently released its Recruitment Process Outsourcing Service Provider Landscape with PEAK Matrix Assessment 2014 report. This report analyzes the changing dynamics of the RPO landscape and assesses service providers across several key dimensions. As a part of this report, Everest Group updated its classification of 22 service providers on the Everest Group Performance Experience Ability Knowledge (PEAK) Matrix for RPO into Leaders, Major Contenders, and Emerging Players. The PEAK Matrix is a framework that provides an objective, data-driven, and comparative assessment of RPO service providers, based on their absolute market success and delivery capability. Everest Group also identified seven service providers as the 2014 RPO Star Performers, based on the strongest forward movement demonstrated on the PEAK Matrix Year-on-Year (YoY). Based on the analysis, IBM-Kenexa emerged as a Leader. This document focuses on IBM-Kenexa s RPO experience and capabilities, and includes: IBM-Kenexa s positioning on the RPO PEAK Matrix Everest Group assessment of IBM-Kenexa Detailed RPO profile of IBM-Kenexa Buyers can use the PEAK Matrix to identify and evaluate different service providers. It helps them understand service providers relative strengths and gaps. However, it is also important to note that while the PEAK Matrix is a useful starting point, results from the assessment may not be directly prescriptive for each buyer. Individual buyers will have to consider their unique situation and requirements, and match them against service provider capability for an ideal fit. 2

3 We define RPO as transfer of ownership of all or part of recruitment processes or activities on an ongoing basis Strategy Judgment-intensive Transaction-intensive HR strategy Employee relations Regulatory and compliance Global mobility Performance management Learning Recruitment Compensation Benefits Payroll Employee data management HR information systems and reporting Employee contact center Recruitment Employer branding Sourcing Screening Applicant tracking Interview scheduling and co-ordination Assessment Offer letter management Background verification Onboarding Vendor management For this study, we include RPO deals in which: A minimum of four or more recruitment processes are included The outsourcing deal is active and is at least one year in deal length The deal scope should not be limited to only temporary hires The buyer employee size is 3,000 or more This study does not include out-tasking arrangements (typically handled by recruitment agencies, staffing companies, or executive search firms) that are managed on a project-by-project basis rather than through an ongoing long-term arrangement 3

4 25 th percentile Market success 75 th percentile IBM-Kenexa consolidated its position as a Leader on the Everest Group PEAK Matrix for RPO Everest Group Performance Experience Ability Knowledge (PEAK) Matrix for RPO 75 th percentile High Leaders The RightThing ManpowerGroup Leader Major Contender Emerging Player Star Performer Major Contenders Randstad Sourceright PeopleScout Pontoon Cielo IBM-Kenexa Allegis Global Solutions WilsonHCG KellyOCG Hays AMS Futurestep AON Hewitt Accenture Hudson RPO Peoplestrong Neeyamo Yoh Resource Solutions Seven Step RPO Advantage xpo Emerging Players Low Low 25 th percentile RPO delivery capability 1 (Scale, scope, technology, delivery footprint, and buyer satisfaction) 1 Refer to page 13 for more details on RPO Star Performer methodology 2 Service providers scored using Everest Group s proprietary scoring methodology given on page 11 Source: Everest Group (2014) High 4

5 IBM-Kenexa (page 1 of 4) RPO service capability and strategy Company profile: IBM-Kenexa has been a business solutions provider in the field of human resource management for 25 years. IBM-Kenexa delivers software solutions, business processes, and expert consulting that helps organizations impact business outcomes through HR. It offers a comprehensive suite of unified products and services that support the entire employee life cycle from pre-hire to exit. The Smarter Workforce solution measures employee engagement, talent management, and leadership development Headquarter: Wayne, Pennsylvania, United States Leadership: Phil Stewart, President Website: Current RPO market segment focus Buyer segment: Targets both the mid-market (3,000 to 15,000 employees), as well as the large market segment (>15,000 employees) Geography: North America, Central and South America, EMEA, and Asia Pacific Partnership RPO service provider: None HRO service provider: None Recent RPO-related developments/announcements January 2014: Announced the Software-as-Service (SaaS)-based IBM Kenexa Talent Suite Offshore 1 Nearshore 1 Onshore Not Available (N/A) N/A N/A Total RPO delivery FTEs = N/A Functional capabilities within key RPO areas across regions Coverage self Through partners Not offered Regions North America EMEA Asia Pacific South America Employer branding Sourcing Screening Applicant tracking Interview scheduling and co-ordination Assessment Offer letter management Background checking Onboarding Vendor management Other capabilities Offered Description Other capabilities Offered Description Analytics Yes Smarter Workforce measures employee engagement, talent management, and leadership development Employer Yes IBM Kenexa Employment Branding that includes both branding Organizational Cultural Insight Survey and Recruitment Marketing Talent Community N/A N/A Proprietary addon tools Assessment Yes Proprietary assessments on capacity, capability, and cultural fit Mobile-based Yes Technology solutions BrassRing and various solutions recruitment portals Yes Onboarding, organizational culture, performance management, engagement survey, and leadership 1 FTEs in offshore (e.g. India) or nearshore (e.g. Eastern Europe and Latin America) locations, and delivering services to North America or Western Europe Source: Everest Group (2014) 5

6 IBM-Kenexa (page 2 of 4) RPO client portfolio RPO experience Total number of current RPO clients: 54 Total number of annual hires managed: 65,000 Frequency of inclusion of geographies in RPO deals 100% = 54 clients Major RPO clients North America 80% N/A EMEA Asia Pacific 20% 40% Central and South America 28% RPO split of hires by type 100% = 65,000 hires 100% Permanent RPO split of hires by job family 100% = 65,000 hires Finance & legal professionals 3 Senior Technology management 5% professionals 2 11% Blue 25% collar 1 14% 15% 15% 15% Call-center professionals Healthcare professionals Sales & marketing RPO split of clients by industry 100% = 54 clients Government / public sector Others Manufacturing 15% 20% 5% BFSI 5% Energy and utilities 15% 20% 20% Hi-tech and telecom Healthcare /Pharma RPO buyer-size mix >15,000 employees 1 Blue collar includes jobs in operations, production, mining, construction, maintenance, technical installation, facilities, janitorial, security, etc. 2 Technology professionals category includes engineers, IT professionals, researchers, and scientists 3 Finance & legal professionals include accounting, finance, and legal professionals Source: Everest Group (2014) 100% = 54 clients 65% 3,000-15,000 employees 35% 6

7 IBM-Kenexa (page 3 of 4) Key RPO delivery locations Lincoln Frisco Toronto Wayne Boston Raleigh San Jose Amsterdam London Krakow Paris Budapest Munich Dubai Dalian Tokyo Suzhou Hong Kong Vizag Manila Cyberjaya Singapore Hortlandia Buenos Aires Melbourne Auckland Source: Everest Group (2014) 7

8 Market success 25 th percentile 75 th percentile IBM-Kenexa (page 4 of 4) Detailed assessment of RPO capabilities IBM-Kenexa is a Leader on Everest Group PEAK Matrix for RPO 75 th percentile High Leaders IBM-Kenexa Major Contenders Delivery capability assessment Assessment dimension Rating Remarks Scale High High number of RPO FTEs employed; part of IBM, a Fortune 50 company Low Scope High industry and job family coverage; strong multi-country RPO capabilities; however, lacks blended model experience Low Emerging Players Low 25 th percentile High RPO delivery capability (Scale, scope, technology, delivery footprint, and buyer satisfaction) Technology capability Delivery footprint Buyer satisfaction Overall Strong analytics capabilities; launched IBM Kenexa Talent Suite recently Widespread delivery footprint with good usage of offshoring High buyer satisfaction rating based on strong score in relationship management and implementation capabilities Market success assessment RPO market share 1 Percentage share by number of contracts 5% 5% Percentage share by annual number of hires 1 Based on contractual and operational information as of October 2013 Source: Everest Group (2014) 6% 5% Overall remarks IBM-Kenexa is a Leader on RPO PEAK Matrix with significant scale, high technology capability, and wide delivery footprint With the integration of IBM-Kenexa under way, clients are cautiously optimistic of potential future gains It is one of the very few providers that can offer technology-integrated and truly end-to-end recruitment services including the value-added components (such as analytics, branding, and assessment) along with broader talent management services. It has also added these capabilities into a broad talent management suite It is also one of the few providers with large multi-country RPO capabilities and delivery experience in a single provider model Buyers cite its sourcing capabilities, collaboration, and global delivery capabilities as its key strengths. However, the lack of proactive-ness in servicing new initiatives is a gap cited by buyers 8

9 Appendix 9

10 25 th percentile 75 th percentile Everest Group classifies the RPO service provider landscape based on its PEAK Matrix Performance Experience Ability Knowledge (PEAK) Matrix Everest Group Performance Experience Ability Knowledge (PEAK) Matrix for RPO High Major Contenders 75 th percentile Leaders Top quartile performance across market success and capability Market success 2 2 nd or 3 rd quartile performance across market success and capability Low Emerging Players 4 th quartile performance across market success and capability Low 25 th percentile RPO delivery capability 1 (Scale, scope, technology, buyer satisfaction, and delivery footprint) High 1 Service providers scored using Everest Group s proprietary scoring methodology given on page 11 2 Based on a combination of total number of RPO clients, revenue from RPO, and total number of hires managed per year Source: Everest Group (2014) 10

11 Market success Service providers are positioned on Everest Group PEAK Matrix, based on evaluation of two key dimensions Measures success achieved in the market. Captured through a combination of total number of RPO clients, revenue from RPO, and total number of hires managed/ year Major Contenders Leaders Emerging Players Delivery capability Measures ability to deliver services successfully. Captured through five sub-dimensions: Scale Scope Technology capability Delivery footprint Buyer satisfaction Measures the scale of operations through: Overall company revenue FTEs employed Measures the scope of services provided through: Process coverage Geographic coverage Industry and job-family coverage Blended RPO experience Multi-country RPO capability Measures the capability and investment in recruitment technology Measures the delivery footprint and the global sourcing mix through: Delivery footprint across ten regions 1 Offshoring capability Measures the satisfaction levels 2 of buyers across: Goal realization Process delivery Implementation Relationship management 1 Ten regions are North America, Latin America, United Kingdom, Western Europe, Eastern Europe, Middle-East and Africa, Australia and New Zealand, India, China, and rest of Asia-Pacific 2 Measured through responses from three referenced buyers for each service provider 11

12 Market success Additionally, Everest Group confers the Star Performers title to providers that demonstrate the strongest forward movement over time on the PEAK Matrix Methodology Everest Group selects Market Star Performers based on the relative year-on-year movement of each service provider, on the PEAK Matrix Service provider Year 0 Year 1 In order to assess advancements on market success, we evaluate the performance of each of the service providers on PEAK Matrix across a number of parameters including: Increase in number of RPO clients Growth in revenue from RPO Increase in number of hires managed Capability In order to assess advancements on capability, we evaluate the performance of each service provider on PEAK Matrix across a number of parameters including: Annual growth in scale Increase in scope of services Expansion of delivery footprint Technology enhancements/investments The top-quartile performers on each of the identified parameters are identified and the Star Performer rating is awarded to the service providers with: The maximum number of top-quartile performances across all of the above parameters and At least one area of top-quartile performance in both market success and capability advancement The Star Performers designation relates to year-on-year performance for a given service provider and does not reflect the overall market leadership positions. Those identified as the Star Performers may include Leaders, Major Contenders, or Emerging Players RPO STAR Performers 12

13 FAQs (page 1 of 2) Does the PEAK Matrix assessment incorporate any subjective criteria? Everest Group s PEAK Matrix assessment adopts an objective and fact-based approach (leveraging service provider RFIs and Everest Group s proprietary databases containing providers deals and operational capability information). In addition, these results are validated / fine-tuned based on our market experience, buyer interaction, and provider briefings Is being a Major Contender or Emerging Player on the PEAK Matrix, an unfavorable outcome? No. PEAK Matrix highlights and positions only the best-in-class service providers in a particular functional/vertical services area. There are a number of providers from the broader universe that are assessed and do not make it to the PEAK Matrix at all. Therefore, being represented on the PEAK Matrix is itself a favorable recognition What other aspects of PEAK Matrix assessment are relevant to buyers and providers besides the PEAK Matrix position? PEAK Matrix position is only one aspect of Everest Group s overall assessment. In addition to assigning a Leader, Major Contender or Emerging Player title, Everest Group highlights the distinctive capabilities and unique attributes of all the PEAK Matrix providers assessed in its report. The detailed metric level assessment and associated commentary is helpful for buyers in selecting particular providers for their specific requirements. It also helps providers showcase their strengths in specific areas What are the incentives for buyers and providers to participate/provide input to PEAK Matrix research? Participation incentives for buyers include a summary of key findings from the PEAK Matrix assessment Participation incentives for providers include adequate representation and recognition of their capabilities/success in the market place, and a copy of their own profile that is published by Everest Group as part of the compendium of PEAK Matrix providers profiles 13

14 FAQs (page 2 of 2) What is the process for a service provider to leverage their PEAK Matrix positioning status? Providers can use their PEAK positioning rating in multiple ways including: Issue a press release declaring their positioning/rating Customized PEAK profile for circulation (with clients, prospects, etc.) Quotes from Everest Group analysts could be disseminated to the media Leverage PEAK branding across communications ( signatures, marketing brochures, credential packs, client presentations, etc.) The provider must obtain the requisite licensing and distribution rights for the above activities through an agreement with the designated POC at Everest Group 14

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