As I sat down to write this blog post, I struggled with the direction to take this discussion. Part of me says “What do you think?” – The other side says – let me provide you with a set of questions that can help you think about this answer.
First – I would like to know what is your thoughts? So please respond to this post.
There are 4 situations how an RPO can be utilized. An RPO can take on all of the recruiting, part of the recruitment process, a project or a segment within the recruiting process.
In recent conversations with Talent Acquisition Leaders, they are seeking an RPO to leverage and scale their recruiting function today. What is driving this mindset is, a reduction in recruitment due to the economy, restructuring of all Talent Management, program and operational needs that compete with filling positions and the need to do something, better, faster, cheaper. While this is only a subset of conversations, this thought process is not the only one in play today.
How do you understand how an RPO may be utilized inside your organization?
The first step is to really understand what gaps exists today and why? Is there a global expansion? Is there a division that has had an unexpected peak in hiring? What is the voice of the customer revealing?
The real questions are: Does the leadership see the Talent function as transactional or as a business process? Let me explain further. Does your organization expect you to have strategic discussions with the manager about the business and how this role will make an impact? Do they expect you to get the job description and fill the position? Now based upon the environment you are in today, do the business expectations align with what you are currently delivering?
Secondly: Does your organization understand the impact compensation, benefits, training, employment brand, retention, diversity has on the acquisition of talent? OR does the organization see this as separate?
Third: If expectations are not aligned with delivery, than ask: How does my organization make decisions when these gaps exist? Would they support a solution that allows the internal organization to fix it? Would they seek to just replace it?
Fourth: If the HR infrastructure is seen as separate from impacting talent acquisition, could leadership seek a group who they would perceive as doing it better?
If yes to seeing an outside organization having the ability to do it better, than RPO may be seen as a replacement, and the work you may need to do is provide data and analysis to demonstrate the WHY and HOW these factors impact recruiting and what role you can play once an RPO is in place.
If your organization respects Talent Management, than use this opportunity to understand and define your processes. Understand where are the program gaps? Finally once an RPO is in place, what activities do you need to execute to better align with the business or improve the effectiveness of the entire program?
There are many other scenarios that drive the decision making around how an RPO is utilized. Recruitment process assessments, voice of customer surveys are two good activities to understand how better to leverage this type of outsourced set of solutions.
Again, what are your thoughts?