Category: Managed Staffing


CBI Way: Improving RPO with Metrics

June 11th, 2014

Guest blog spot by Outside-In® Team Member Alex Patton

Throughout the last CBI Way blog, we examined the importance of setting the partnership up for success with thorough guidelines for the duration of the engagement. A significant part of the guidelines mentioned related to measuring success with key metrics and reporting of that crucial data. While a few metrics for a successful RPO were discussed, every partnership is different, and there are certainly a number of ways to support success.

ID-10082598When “Teeing Up Success”, the metrics incorporated can vary and may not be traditional. We cannot improve what we are unable to measure. Therefore, choosing the correct metrics for your partnership can drastically improve the process and flow of an RPO engagement. Allowing certain areas of focus to grow along with the partnership can only help both parties’ main objectives be successful. For example, source of candidates is decisive for improving any recruitment solution. Not seeing the same number of quality candidates that were originally presented? It is easy to take a look at the sources from which the best candidates were obtained, whether job board or a more passive candidate approach. If tracked and reported, that data can help alter the sourcing strategy to become more effective.

There are number of metrics that could be tracked and reported to help improve any lapses in efficiency and effectiveness. Time between steps of the RPO process is another example that is hard to overlook. This could be the number of days between kick-off and hire, or submission date to interview day, and many more. Reporting the duration between the key points in a recruitment cycle can help identify where a gap in the business may lie.

Metrics and reporting give you the capability to not only provide your client, but also your own internal team, with data that can translate to improvements in the project. And as discussed in our earlier CBI Way blogs (Building Blocks of RPO Solutions and Post-Implementation Success), the flexibility to alter, change, and then improve the partnership is one of several benefits or advantages of an RPO solution.

The CBI Way blog series explores the tools and practices used in Talent Acquisition. CBI Way is CBI Group’s recruiting approach and methodology – it’s how we do what we do! Check in with CBI Way for insights around workforce education and training, the latest trends in recruiting technology, and how to best utilize these tools towards improving your own recruiting practices.

CBI Way: Taking a Look at Project RPO

March 12th, 2014

Guest blog spot by Outside-In® Team Member Alex Patton

Previously, the CBI Way blog series has focused on Recruitment Process Outsourcing; from building the right solution for the identified challenge, through post-implementation strategies for success. Along the way, we briefly touched on the differing types of RPO engagements, including Project RPO. Without the huge commitment, price, and scope of an Enterprise or Full RPO, a Project RPO engagement just might be the best solution for a company looking for talent acquisition support.

connect-20333_640A survey mentioned before in the CBI Way series, done by HRO today, showed that of 3,500 HR executives, just sixteen percent considered themselves “highly knowledgeable” about Recruitment Process Outsourcing. With hiring continuing to increase with the help of a strengthening economy (2.2 million jobs added in 2013), this survey highlights one advantage of a project RPO: the ability to outsource specific recruitment processes for a set amount of time or particular project needs, and perhaps a “try before you buy” approach to a larger engagement.

As an example, a business could engage an RPO provider for simply the sourcing of qualified and interested candidates, to be submitted to the client on a pre-determined timetable, with feedback provided after submittal. This type of project could be perfect for the hiring of a specific position or a new department, with the client taking over the rest of the recruiting/hiring process: screening, interviewing, and on-boarding. With success, this first engagement can lead to a more involved and long-term solution (Partial or Full RPO), specifically with smaller companies who have a limited HR department or none at all.

Perhaps the biggest advantage of a Project-Based RPO is the flexibility of the solution, allowing for an increase or decrease in the number of hours worked by the provider depending on the results desired, further engagement of the candidates (i.e. screening, background checks), or moving focus towards another need seamlessly.

Whether you’re a small business looking for a little motivation, push, and direction, or thousands of employees strong, considering outsourcing talent acquisition because your HR department is feeling overwhelmed, Project RPO could be the perfect fix to a frustrating challenge. A cost-effective, focused, and flexible solution, this type of Recruitment Process Outsourcing is less publicized, yet, is an incredibly viable option for talent acquisition challenges.

CBI Group staffs Nemours Florida hospital in time for grand opening

April 25th, 2013

Customer Challenge

While in- and out-patient, therapeutic and operating room facilities were being constructed, the Nemours HR team faced the challenge of building a staff of several hundred doctors, nurses, therapists and other allied health professionals to provide care within these new facilities.

Already well-established in Florida, Nemours faced the pressing challenge to recruit and retain a team of 600 additional professionals to provide care while maintaining and further developing its national reputation. Every year, Nemours is included in the top ranking of pediatric health facilities in the US and while smaller Nemours clinics already existed in Florida, this new hospital and health campus would be the ultimate showcase for its widely-respected calibre of care.

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CBI solves critical workforce & restructuring issues for national financial services firm.

March 6th, 2013

Customer Challenge

Our customer anticipated many Human Resources and Recruitment challenges due to considerable corporate restructuring, acquisition integrations and a pending relocation. They were concerned about how current employees would handle the changes and at the same time needed to fill key strategic positions to manage the corporate redirection. The company had already engaged a large national RPO vendor but they were looking for an alternative solution to address strategic issues outside the scope of the RPO agreement. The primary focus was hard-to-fill functional and professional level positions in Marketing, Business Development, and across the Human Resources department. Additionally, their cost cutting initiatives created a need for outside support following a reduction in headcount at the VP and Executive level.

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Recruitment solution lowers cost-per-hire and time-to-fill for difficult positions.

March 6th, 2013

Customer Challenge

This growing subsidiary located in a rural area needed to increase their overall headcount for an additional shift of workers to meet demand while also giving greater focus to positions that had been vacant for over 12 months. Their Human Resources department faced the challenge of having only one person responsible for hiring in all areas across the company. As a result of being short staffed, the manufacturer was frequently paying high, percentage based search fees for their hard to fill positions.

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Blank Sheet of Paper recruitment program helps growing pharma company sustain growth.

March 5th, 2013

Customer Challenge

A U.S.-based Pharmaceutical company was rapidly growing and with their focus on their core business of specialty healthcare solutions, their recruitment team was overwhelmed. The leaders were unsure of their specific long-term needs but required immediate assistance to keep up with their growth. After CBI Group gained an understanding of their needs, we developed a customized menu of services offering potential short-term & long-term solutions to meet their recruitment and business goals.

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Talent acquisition strategy and delivery provided for CPA firm’s national expansion.

December 1st, 2011

Customer Challenge

Our client secured a relationship with a worldwide financial services organization headquartered in Manhattan and as a result was looking to engage more than 350+ professional resources across major markets in the United States. While excited by the opportunity to service customers through a national expansion, the company needed to increase staff quickly to support this growth, while maintaining their integrity and hiring values. Having already demonstrated the ability to understand and advise this organization on many issues on the people-side of the organization, CBI Group earned the opportunity to create a solution for this challenge.

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Ten year partnership with CBI Group allows key staff to focus on core business strategies.

December 1st, 2011

Customer Challenge

A leading global provider among wealth and investment management firms was faced with a large number of open requisitions and pressure to increase compliance. A recruiter in the Workforce Development group was promoted and this created a backlog of integral positions that required immediate fulfillment.

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Faced with the task of doubling a sales force, CBI Group delivers on-time and on-budget.

December 1st, 2011

Customer Challenge

A pediatric specialty and generic pharmaceutical company with a sales force of 100 representatives nationwide acquired a new product and faced the daunting task of more than doubling their sales force, in less than four months, while also hiring district sales managers to lead the new primary care sales force and back-filling vacancies on the pediatric sales force.

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CBI Group strengthens business foundation for growing biopharmaceutical.

December 1st, 2011

Customer Challenge

The existing Human Resources department was ill-equipped to meet the needs of a diverse and continuously growing staff. Because the company was a preparing for an initial public offering (IPO), the CEO sought to simultaneously collect industry data and support the internal structure of the company through the transitional phase.

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