Hiring in 21st Century. Beyond Placements. 1 P a g e Hiring in 21st century Beyond Placements

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1 Hiring in 21st Century Beyond Placements 1 P a g e Hiring in 21st century Beyond Placements

2 Abstract As most employers are trying to reduce the overall cost of hiring, improve talent acquisition results and enhance productivity for HR staff and hiring managers by increasing the ROI, they are looking at new models for hiring. Recruitment Process Outsourcing (RPO) has emerged as a model that the world is endorsing. RPO is a process centric where the focus is on process excellence along-with significant cost benefits and getting the most suitable Talent for the client. 2 P a g e Hiring in 21st century Beyond Placements

3 Hiring in 21st Century Beyond Placements The Business is bulking up, each day you are losing for filling those positions for an important project. Resumes are piling up and there is no offer in sight. Each of your location/ Business HR people might be doing for this Developing the requirements, Posting the job, Perhaps managing a search vendor, Collect and filter responses, and provide a list of finalists for the manager to interview. And the line manager is breathing down HR person s job to get it closed Not a very happy scenario! And on top of this you are not getting the most suitable candidates that are successfully contributing to other organizations, the ones who are not actively seeking jobs. There needs to surely a fundamental change made to the way we look at the Hiring process. The answer surely is to look at end to end process management of the Hiring process by an expert whose competence lies in efficient and effective hiring process. The solution is not to put more bodies to desk but a process tied to service levels and overall management of the process. The recipe RPO 3 P a g e Hiring in 21st century Beyond Placements

4 That is where the answer from RPO comes. RPO is really process centric where the focus is on process excellence along-with significant cost benefits and getting the most suitable Talent for the client. The value of RPO will vary from client to client, but generally the business case for RPO is based on: Reducing overall cost: For some companies all three of these are drivers, for others one is primary. Let s talk about the cost first the most measurable function of HR is hiring and the metric which everyone claims to have cracked is Cost per hire. But is it really so? In our paranoia to control the cost of hire, we completely overlook the Metric that matters to Business Time to hire. It provides you the right barometer for measuring how is process fairing. Those are the numbers HR organizations should be after. Those numbers will tell you just how effective your process really is, and how many dollars are walking out the door. Sample this- The cycle time for 100% of your critical positions is 35 days and for the rest of positions is 45 days with a deviation of maximum 10%. These numbers brings more visibility and predictability in the process. That is the first level of optimization achieved through a RPO. Hiring in 21st Century Beyond Placements 4 P a g e Hiring in 21st century Beyond Placements

5 Improved talent acquisition results: Secondly, RPO helps the clients address the biggest challenge in recruiting today finding high-quality applicants. With strong focus on process at each stage from attracting and sourcing the non-seekers, to making it a world class hiring experience, you get the right person in door for the interview. Sample this Your candidate experience is improved because there are fewer handoffs along the way, as is your sourcing, scheduling, offer administration, etc. It s just a more seamless process for the hirer and a better candidate experience. The dollar benefit is higher conversion ratio 50% of seekers are filtered at the Screening stage making interview hit ratio really high 2 are selected out of three interviewed. The executive time saved during this process is really tremendous. Enhanced productivity for HR staff and hiring managers by increasing the ROI: Lastly the significant advantage which is long-term for the client is building up a strategic pool and intellectual capital for the client. The updated Talent map with robust Applicant database, Online branding for the employer using the Web 2.0 platforms builds significant ROI for the client as opposed to sinking costs in recruitment operations. However to take a call, one needs to be sure of the Business case. Check out the worthy RPO 50% of seekers are filtered at the Screening stage making interview hit ratio really high 2 are selected out of 3 interviewed Handling leavers is another critical factor. Go out for the ones that truly understand your need, one size fits all is not the approach that can sustain a RPO process. While developing an RPO solution, one has to really be in the shoes of the corporate hiring function and get your arms around everything from Branding, developing a sourcing strategy to Onboarding and career management. You may have to completely re-engineer the candidate selection process. You have to understand the Client s Businesses-marketing, branding, process, supply chain, metrics, etc.-to provide a world class solution. Hence, the ideal RPO is the one that gives you: 1. Refined standardized processes (organization context and laser like hiring process), 2. Extraordinary training (converting an average recruiter to a strong recruiter), 3. Quality control mechanisms (SLA s with clients and on time, every time) 4. Strong TFT Technology for talent to support clients' specialized needs and extended value chains. It is beyond just process automation. RPOs that would have the above highlighted awesome foursome would only be able bring along measurable results. 5 P a g e Hiring in 21st century Beyond Placements

6 I hope you found the perspective interesting and useful. Please feel free to write to me for any further discussions/suggestions, reach me at Author s Profile Shelly Singh - Chief Business Officer Shelly Singh is the Co-Founder and Chief Business Officer at PeopleStrong and is responsible for Process Solution development, Special Initiatives, Service Line Expansion & Delivery Excellence. An HR process specialist with rich experience in setting up HR processes, policies, as well as rolling out end-to-end implementation plans, she has worked with companies like Sony, Flextronics Software, Hewitt & high-end technology start-ups. Shelly is the first woman board member on PeopleStrong s Board since inception and is also the National Treasurer, for NHRDN.She was also awarded the Young HR Professional Award from the NHRDN recently. Shelly has a Masters Degree in HR & International Business from NMIMS and a Bachelor s degree in Physics from Punjab University. Shelly can be reached at shelly@peoplestrong.com About PeopleStrong PeopleStrong is a leading platform based mphro (Multi-process HR Outsourcing) and Technology company, headquartered out of Gurgaon in India. We enable Business Leaders and CEO's in transforming their people agenda. Our proposition value is further enhanced by the fact that customers see us as trustees of HR Transformation, partnering in their prime objective of creating Happy Organizations. We have implemented some of the largest HR Service Centers in Asia Pacific. We deliver employee services across regions and time zones for more than 300,000 employees and have hired more than 40,000 employees through a unique technology interface coupled with high end decision making Tools for people data. We are the first company in the space to be successfully assessed on SSAE16.For details more details, visit 6 P a g e Hiring in 21st century Beyond Placements

7 Corporate Office PeopleStrong HR Services Pvt. Ltd. A-10, Infocity, Sector 34, Gurgaon , Haryana, India. Ph no: P a g e Hiring in 21st century Beyond Placements