Discussions that revolve around talent acquisition “transformation” often involve long-term strategies and high-level shifts that require an extended period of time to implement. If you are looking to see a faster return on your recruiter productivity when you’re using an RPO, here are four things you can implement quickly that will yield immediate results. keep reading…
As a long-time corporate recruiter, I have developed a very bad habit of being animalistic in marking my territory, meaning that for me … I hate to turn over reqs to agencies. It can sometimes feel like defeat, failure, and lack of control to admit that you need to look towards the outside help of a recruiting agency.
Having worked both at an agency and now internally for the last eight years, I can tell you that there seems to be some industry bad blood between the two parties. It took me several years of beating my head working on niche reqs that I didn’t have the network or expertise in before I really learned the true value of partnering with agencies. When partnered in the right way you can turn what may have been an agency enemy into a very impactful recruiting ally for your business.
Here are some ways that I have learned to stop peeing on positions and loosen up the reins. keep reading…
A recent study from Oxford University suggests that almost half of all job categories are at some risk of being automated within the next 20 years. That includes telemarketers (99 percent certainty); accountants (94 percent), real estate agents (86 percent); airline pilots (55 percent), and even actors (37 percent).
At low risk are jobs like clergy (0.8 percent); dentists (0.4 percent) and recreational therapists (0.2 percent). What is a recreational therapist anyway? The authors of the study don’t define the job, but it sounds suspiciously like an euphemism for a profession popular in Nevada, which would explain the low probability of the job being automated.
The study doesn’t mention recruiters except to say that big data analysis will result in better predictions of performance, especially of students, and will make recruitment more efficient. keep reading…
Candidates today connect, communicate, and proactively do their homework as they interact with future employers through social media. Their first impression of your brand often takes place through your social media presence. They expect responsiveness, a person behind the brand voice, and the ability to ask questions, learn about job openings, and feel you out before they commit to clicking “apply.” The value of social recruiting is not in question. How to implement your social strategy is. keep reading…
He stands three feet, one-inch tall and weighs 165 pounds. He’s dependable and works well on teams and alone. He’s very productive especially performing tasks most employees don’t like to do such as stocking shelves and order picking. He doesn’t take breaks or vacation and doesn’t require health care and retirement benefits. He costs only about $3 per hour, less than half a minimum wage. Best of all he can work 24 hours per day, and seven days each week without violating labor laws! keep reading…
When We Connect the ‘Global Integration’ Dots, Recruiters Risk Being Defined Here by Their Practices There
The hiring process has no minimum acceptable (or unacceptable) standard of practice. Anything goes and many recruiters prefer it that way. Perhaps intuitively we know that people who think of themselves as recruiters (or enjoy being seen as successful recruiters by others), are highly individualistic and, if occasionally a line is crossed, it’s easy enough to distance the professionals on the right side from those who fall outside that broad norm.
That “norm” however is typically a U.S.-centric perspective at a time when we are moving increasingly toward a global community. Internationally, the practice of recruiting isn’t nearly as individualistic and its many forms are often deeply embedded in the culture of the country.
It is here, at the edge, that some forms of recruiting include practices so egregious (when considering the desperation of those seeking work) — practices we could never imagine being associated with what we love doing. keep reading…
Recruiting is very much reactive in nature. Someone quits, retires, or is fired — and for the most part, we begin at that moment to search for a new person who can do the job. And recruiters are creatures of habit …we go back to the well that has proven to be successful for us in the past and we run it dry.
Most recruiters still recruit today the way they were taught years before: same strategies, same mindset, same beliefs, same models. They sometimes try a new technology or an app or something along those lines because someone recommended it to them, but the core of what they do, most often, remains unchanged from their first days as a recruiter. keep reading…
Recruiting professionals and departments across the federal and government contracting sector didn’t know what to expect from the recent federal government shutdown — the most recent shutdown was more than a decade ago, and most recruiters in this space weren’t around back then.
What we’ve heard is that some leaders of the recruiting industry propose that now might be a good time to go after that top talent that works for the federal government, and some have said that the shutdown was going to make it more difficult for federal government and federal contracting recruiters to entice private-sector employees to come into the federal sector.
But the truth is no one really knows the large-scale effect of the shutdown on recruiting departments across the entire federal sector. Though for the sizable government contracting industry supporting the federal government the answer is much more complicated. That’s where we should focus our attention for a little while. keep reading…
External recruitment marketing companies are not one-size-fits-all. The key to a successful collaboration with an outside agency is finding the right fit for your company and needs. Consider the following three questions when determining whether an agency is the right fit for your company: keep reading…
Futurestep has quietly been developing a tool called “Foresight” it will be rolling out to its clients, a dashboard meant to make heads and tails out of the recruiting information global companies have stored in their many databases.
Futurestep (a recruitment outsourcing company owned by Korn/Ferry) started thinking about this about a year ago, and has had an internal technology team working on it. It’s “high-end, graphical, display analytics,” Bill Sebra says.
Sebra is Futurestep’s North America president. He says the company’s global clients wanted more data — more real-time data. You may have “the people in China running something different from the folks in North America” when it comes to HR software, he says. “If you’re the chief talent officer, it becomes very difficult.” This challenge can be multiplied if you’re a company with, say 8-10 different firms you bought, all around the world. keep reading…
It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change” — Charles Darwin
There is a great article by Adrian Kinnersley on Why Recruiters Will Be at the Heart of Our Corporate Future. I agree with some of the points. The rumors of our professional death have been always greatly exaggerated since our early ancestor recruiters found the first stone-age axe makers. Our profession, however, will change due to disruptive trends (Doesn’t it always?). These trends and their impact apply to in-house, outsourced (RPO), and third-party recruiters alike.
My focus here is on two specific disruptive trends and the strategies to adapt and re-invent if needed. This article is more than about skills development, though some suggestions will help you in your recruitment efforts. As a former AIRS trainer and talent acquisition leader having developed training programs for recruiters, I can say that constant learning is what keeps gives us the edge in changing times (it always will).
Trend #1 — Emerging Technology Will Continue to Disrupt Recruitment keep reading…
I don’t have a crystal ball. Nate Silver, who wrote a bestseller and predicted the outcome of presidential election better than any other pollster, said that his goal is to get 80-85% of his predictions right, not 100%. To get the right predictions, he says, test your hypothesis in the real world. I’m aiming for that here.
I’ve tested what we call RPO in a global setting since 2006. I’ve built business cases which supported or negated moving forward with RPOs and I’ve implemented them at some large Fortune 100 firms. In addition, having worked as a talent acquisition leader for an RPO firm responsible for more than 25,000 hires in a year, I’ve seen the internal challenges faced by RPO firms and been able to stay current on challenges for the RPO industry today.
I don’t currently work for the RPO industry so I have no vested interest in sharing my views. I don’t advocate for any specific company. But below I’ll look at some trends in outsourcing and add my predictions. keep reading…
Bob is the kind of guy people don’t look at twice. He’s described as a family man, quiet, and inoffensive. For years he got stellar performance reviews, describing him as “the best developer in the building.”
But Bob had a secret. Years ago he had outsourced his job to China. Instead of slaving away writing software code, Bob spent his day surfing the Internet. Investigators discovered what Bob was doing only because his Chinese contractors regularly logged into the company’s network. When they dug through his work computer, they discovered “hundreds of .pdf invoices from a third party contractor/developer in (you guessed it) Shenyang, China.”
As they dug deeper, the investigators reconstructed a typical Bob day: keep reading…
If you are a recruiting leader, I would like to introduce you to a concept that many are not familiar with, which is “whole career employment.” The premise of this hiring and workforce planning model is that instead of the traditional expectation that employees will work at a firm continuously from their hire date until they retire, leaders need to plan for the eventuality when top employees may come and go from your firm several times throughout their whole career.
This new model is necessary because it fits both the changing loyalty levels and expectations of workers and the evolving way that work is done. The average tenure of the American worker at a single firm is just over four years and Americans may hold between 5 and 10 jobs throughout their career. This process of hiring, losing and bringing back employees requires a hiring model that is more flexible and sophisticated than most firms currently have.
A whole career model is a hiring and workforce planning strategy that focuses on the reduced loyalty and retention levels among top performing employees. Instead of focusing on hiring a top person only one single time, it plans on targeting them for rehire at several different points throughout their entire career. Smart firms will plan to recruit and hire the very best back into regular or contingent jobs at points in their career when we need them and when they are willing and able to work for us in some capacity. The goal is to get as much high-quality work from top performers whenever they are available throughout their career.
Lifelong Employment Is Coming to an End keep reading…
In recent years issues with the RPO model have been well documented. It’s not so much the model itself because the theory is sound, on paper. It’s the execution of the model and competition driving cost-saving promises which can’t be met unless corners are cut or high volumes of lesser-experienced RPO recruiters are hired to fulfill demand.
Whether it’s an RPO model or simply an in-house direct recruiter model, the same conundrum exists. keep reading…
Kenexa’s stock is up about 40% early today on news IBM’s buying the company for about $1.3 billion.
IBM says it’s buying Kenexa to bolster “social business initiatives.” IBM tells me that Rudy Karsan, the well-regarded founder and CEO of Kenexa, will stay with the new company.
Kenexa has a mix of products and services, from RPO to applicant tracking systems (through its BrassRing product).
Last month I participated in a joint webinar with my RPO business partner and provider on the topic of “True Business Partnerships.” As I geared up and prepared for the webinar, it made me think about the current relationship in place with my RPO provider and all the other fantastic relationships I have developed during my tenure at Clear Channel. Of course not every product and service is right for our business, but I make it a point to look at everything and at the very least see the product or service first hand.
For our enterprise-wide initiatives, it was and is very important for me to find true business partners that not only offer innovative and customized solutions, but also to find and identify those business partners who we can trust, who we can lean on for expertise, who are accountable, and who can listen to our business needs and then go and execute for us.
Call it destiny or luck, but I have been able to locate and meet some of the most amazing and high-performing business partners to service our needs when it comes to RPO, HR technology, website design, and recruiting. Of all the great qualities that our business partnerships have forged, one of the main action items that has stuck out to me is that they all possess a vested interest in our success at Clear Channel — and in turn, we have a vested interest in their success as well.
In writing this article on the basis of partnerships, I simply equate the idea of a professional business relationship the same as a personal relationship that one may enter in to. Relationships are hard work. There needs to be communication, interaction, visibility, and transparency. In a personal relationship, those are all items that will keep both individuals happy and on the same page — so why not bring those same characteristics into the corporate world and apply them toward your professional business relationships. But most importantly, the golden rule of partnerships is that it is a two-way street — not a one way, and that is where I see most partnerships fail and not be successful.
I value the advice, guidance, and support that my business partners provide me. Whether it be on human capital, technology, communications, or design, each acts as a trusted business advisor. There is no way we can be as successful as we have been without each of them. With all this said, there are two sets of advice I would like to pass on to both parties — those who sit on the same side as I and who own business relationships, and those prospective business partners who are actively engaged in offering solutions and services … keep reading…
A time right about now,
In a galaxy not far, far away …
The war looms among recruiting service providers and the definition of RPO,
Some staffing agencies masquerade as RPOs while other suppliers
Offer promises of full cycle outsourcing yet cannot retain recruiting staff to deliver.
An expanse has been created between marketing realism and actual delivery,
The lines have been blurred between true RPO suppliers and imposters;
Which leaves clients to sift through the jargon to find the right solution…
As I adjust my storm trooper helmet to return to the frame of mind of Star Wars as a metaphor for RPO selection and implementation, I delve ever deeper into the RFP process. We last left our story and main characters, C3RPO & RFP2D2, heading for the planet of “Demo-gobah” as we developed the business case for selecting an RPO supplier.
Outlined in the first article of this series, RPO Wars: Episode I – C3RPO & RFP2D2, you need to develop a business case to understand “why” an organization should consider partnering with an RPO supplier and “what” services will help you solve your business needs.
Like the Alliance Starfighter squadron preparing to destroy the death star, I emphasized the importance of following a project plan and working through the four phases of project management: Discovery, Development, Implementation, and Ongoing Improvements. We are focused on the steps of the Discovery phase: Requirements, Evaluation, Selection, and Negotiation. We traveled through the Requirements stage and now enter the Evaluation stage beginning with the development of the RFP.
Creating the RFP keep reading…
Recruitment process outsourcing by definition is a form of business process outsourcing where an employer outsources or transfers all or part of its recruitment activities to an external service provider. Each letter in the term RPO represents a valuable and equal piece of the RPO process model, yet more and more RPO providers today are using the letters in the phrase but not performing up to standard expectations around each functional letter R-P-O.
Whether outsourcing any particular business function is good or bad can be debated, but for those companies who choose to outsource their recruitment departments and select an RPO provider, there are several key elements that will either make or break the initiative. Most important, understand what a particular RPO provider is willing to deliver and what they are good at delivering. Through personal experience it seems that most RPO providers have forgotten or ignored the “R” or “Recruitment” in RPO and spend the majority of their time and resources focusing on “Process” and/or “Outsourcing/Optimization.”
For me, the “R” is the most important aspect in the term RPO and is what I focus on. If a provider can’t deliver on the “R,” then “P” and “O” are useless to me. Other organizations may place a higher value on the “P” and “O,” and again it is all what is best for organizational needs. To me, most RPO providers have lost the concept of recruiting and now focus on the outsourced part.
Although it may be more efficient and although it may be more cost effective — I still demand a certain bang for my buck and while I don’t expect executive-search-quality candidates for every position, RPO providers should still be focused on providing candidates of a certain level of quality and not just numbers.
Lucky for me after trial and error, I was able to locate a provider who has not lost focus on “recruitment” and that can and does deliver at a high level, and that is what it is all about for me. Do your homework, talk to some other professionals in the industry, and conduct a proper assessment prior to partnering with an RPO provider. And if all else fails – meet me at the 2012 ERE Expo in South Florida where I can tell you an RPO story that will make the hair on the back of any HR executive’s neck stand straight up. See you there.
For those who thought Manpower’s contract with the state of South Dakota was big, try Australia on for size.
ManpowerGroup has landed a contract with the Australian Defence Force, one that’s worth at least $400 million for five years, and could even get extended to five more. It is an extension of an existing relationship and will involve soup-to-nuts recruiting: recruitment marketing, medical and psychological assessments, offers, and more.
The Aussie Navy, Army, and Air Force handle about 20,000-40,000 candidates annually out of 16 national recruiting centers. These candidates include everything from sailors to soldiers to engineers, doctors, lawyers, and pilots.
The new contract begins in November 2012; Manpower calls it the “largest and most complex RPO program in the world.”
The company recently “crushed” Wall Street expectations of its earnings.