Category: Recruitment Process Outsourcing


Boiling Down the State of People in the Clinical/Scientific Industry

February 24th, 2014

Jobs and People by the Numbers

BioScience-Job-GrowthBased on the numbers in our infographic below (scroll down to take a look!), we know that number of jobs in the Clinical/Scientific Industry have been increasing, predicted to be at 97% of peak levels in 2014, and also anticipated to continue to grow through to 2022 by 10%. STEM (science, technology, engineering, and math) occupations will continue to remain center stage, with more than one in four employers (26%) planning to create jobs in these areas over the next 12 months.

We also know that clinical/scientific jobs are at the top of the list of skillsets for which employers need help finding qualified potentials. And that 60% of CFO’s say it is somewhat or very challenging to find skilled candidates for professional-level positions today.

Finally, when it comes to workers, we know that more professionals are seeking new jobs in 2014 than they have been in prior years since the recession. While various sources present drastically different percentages of workers that will look for a new job this year, they report that in 2014 the percentage is greater than it has been since the recession. Our sources also note that workers are more optimistic about the outlook of the coming year.

CareerBuilder states that, “A drop in job satisfaction may account for the expected rise in turnover.” The percentage of workers that are satisfied with their jobs dropped from 66% in 2013 to 59% this year; and those that are dissatisfied rose from 15% last year to 18% in 2014. The top reasons cited for dissatisfaction are salary (66%) and not feeling valued (65%).

So, how can we boil all this down?

At the Outside-In® Companies, we see these numbers in action daily while serving our customers in the pharmaceutical and bioscience industries. More companies are hiring for positions so demand is high, which makes recruiting quality candidates more difficult. With this shortage of people, companies have to be creative in their recruiting. So taking advantage of the positive outlook both c-suite executives AND workers have for the coming year, how can employers identify and win over great candidates?

Here are five tips for your company to consider:

Marketing Your Company: Workers may feel optimistic about the coming year, however they won’t take the decision to jump jobs lightly. Your company needs to market itself to potential candidates so they become aware of who you are and what makes you so great. Understand that this is a long-term investment, that changing the market’s perception of you will take time and you won’t see the pay off immediately. In many cases, the market doesn’t know about you, doesn’t know much about you, or they think negative things about you – so focus on increasing your brand’s awareness and generating a positive impression on people so they want to work for you.

Beef-up Your Employee Referral Program: Your employees already work for you for one reason or another, which makes them some of your best assets! Encourage your people to bring their friends on board – they are likely to have similar interests and similar values that will fit in with your culture. You can encourage employees by simply asking them to refer people they know for current openings, but also consider how you can “pay” people for their efforts. Many companies offer bonuses when employees’ referrals are hired, or when the person sticks around for 6 months. Good employee referral programs are often the top source of hiring!

Perk Up Your Benefits: Sure, people may be considering switching jobs this year, but with salary and “feeling valued” at the top of the list for dissatisfaction, they need to know that they will be getting better benefits in a new job. How does your compensation compare to your competition? How does your culture recognize its people? “Offering frequent recognition, merit bonuses, training programs and clearly defined career paths are important ways to show workers what they mean to the company,” said Rosemary Haefner, vice president of human resources for CareerBuilder. In this market, the candidates are calling the shots – so what do you have to offer them that is shinier than what they currently have?

Consider Temps and Independent Contractors: The Bureau of Labor Statistics released on February 7th that there were 2.78 million contract and temp workers in the temporary help services industry in the U.S. 2.78 million is the largest number of temps in the workforce ever. More workers are pursuing contract work or being independent consultants, so consider bringing quality candidates in as independent contractors. The world is going temp, so this is likely a good option for bringing in the best people for the job.

Location, Location, RELOCATION:
With a shortage of quality applicants and trouble finding the right people, your company might want to consider relocation. By expanding your search outside your geographic region, you can easily increase your candidate pool. You’ll want to look back at tip #3 to help convince people to make such a move to work for you, but it’s probably worth it so you don’t have to keep scratching your head looking at the same resumes again and again.

Infographic – Presenting the Numbers

Building Blocks of RPO Solutions – Post-Implementation Success

November 19th, 2013

Over the course of a couple months, our RPO blog series has taken us from detailing benefits and types of Recruitment Process Outsourcing solutions, through best practices for full implementation. In between, we discussed the “building blocks” of a solution; including, identifying the business challenge, developing a specific project solution, and establishing a Service Level Agreement (SLA). Once implemented, the RPO engagement may be primed for success, but working to ensure sustainability and maintain progress through the partnership is imperative.

As discussed in CBI Way: Building Blocks of RPO Solutions, the SLA is vital for maintaining and improving efficiency and quality.  The SLA defines the performance measurements, services, expectations, and guarantees for which each partner is accountable when engaging in a recruitment process outsourcing project.  As a reminder, additional details for a project’s SLA include:  key metrics, communication plan, and roles outlined with responsibilities. Specifically, reporting can undoubtedly help determine how the process is progressing and where there is room for improvement. Another benefit of staying true to the SLA’s reporting of key metrics is having the ability to gain, as well as provide, strategic insight into the current recruiting process.

human-65931_640For example, a report by the vendor detailing how many candidates were sourced, screened, submitted, and interviewed, can be utilized to analyze time-to-fill and quality of sourced candidates. Showing an area of the process where the numbers are low with perhaps a less than favorable ratio of sourced candidates to interviewed candidates would be very valuable. A poor ratio would detail a needed improvement in quality of the candidates initially sourced, possibly revisiting the sourcing strategy. As part of that improvement, routine meetings with hiring managers must continue to be an integral part of preserving a successful engagement. Communication is fundamental to keep both parties informed and accountable as the project continues to move along.

An RPO relationship that is properly managed and maintained after implementation delivers a customized component to the recruiting process that can be invaluable. Continued communication, reporting, tracking, and anything detailed in a properly planned SLA can also help educate both parties, further increasing the chances of a smooth, productive, and beneficial RPO partnership. With a clearly outlined business challenge, detailed project plan, well-planned Service Level Agreement, and continuous improvement after implementation, there is a much higher probability of a successful RPO engagement.

CBI Way: Building Blocks of RPO Solutions

October 16th, 2013
Guest blog spot by Alex Patton, Sourcing Specialist

 

Building Blocks of RPO Solutions: Implementation

RPO-BuildingBlocksIn our previous CBI Way blog, featuring The Inside Scoop on Building RPO Solutions, we discussed the first two steps of building an RPO engagement; identifying the business challenge and building the recommended solution. After clearly defining these two steps, the specifics of the solution along with pricing details are presented to the client in the form of a proposal. Included in the proposal is a pricing strategy, which takes several factors into consideration, but most importantly the customer’s budget and the expected Return On Investment (ROI).

Once the proposal is reviewed, if there are no revisions needed, both the client and RPO vendor sign a contract which signifies their agreement to become partners. The contract signing can occur as quickly as twenty-four hours upon proposal review or as late as six months thereafter. The timeline depends on the magnitude of the contract and urgency of client’s need or other factors influencing the clients business.

Pre-Implementation

With all contract details ironed out, the attention turns to full implementation of the solution. A Pre-Implementation meeting is normally the first initial meeting that is held between the RPO vendor project team and client stakeholders. The outcome of this meeting is to collect all the relevant facts and documents from the client, which will assist the RPO vendor in developing a detailed and thorough implementation plan.

Implementation Project Plan

Once the implementation project plan is finalized, it is presented and discussed with all the stakeholders, often consisting of the Hiring Managers, HR Director, Recruiters, Talent Sourcing Specialist and Talent Acquisition Director. The project plan outlines the deadlines and accountabilities for the tasks which must be completed in order to achieve successful implementation.

Included in a detailed implementation project plan are:

  • Recruiting process workflow
  • Communication plans
  • Talent sourcing strategy interviewing process
  • Key metrics
  • ATS administration
  • Onboarding
  • Background checking
  • Continuous improvement processes

Of course, the details will vary based on the type of solution being implemented. When all particulars are finalized for the project plan, they are then developed into a Service Level Agreement.

Service Level Agreement

A Service Level Agreement is a document describing the level of service expected by a customer from a supplier that also lays out the metrics by which that service is measured. The SLA is meant to provide detailed expectations and ownership for the components of the project plan listed above. Elements such as time-to-fill, feedback turnaround, and expected metrics and deliverables are common articles throughout an SLA. The Agreement is used by both the RPO vendor and client to measure performance and areas for continuous improvement for the duration of the project.

Implementation – Go Time

Once the SLA is signed, the recruiting solution is implemented with all parties assuming their responsibilities in managing the project and ensuring optimal success. The implementation process of an RPO solution can take anywhere from one week to ninety days, depending on the scope of the RPO engagement. Successful implementation requires dedicated and detailed planning, and although difficult to be perfected, it can be achieved.

>>Stay tuned for our follow-up blog which will address what happens after the solution is implemented.
To read the previous blog, The Inside Scoop on Building RPO Solutions click here.

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: The Inside Scoop on Building RPO Solutions

September 18th, 2013
Guest blog spot by Alex Patton, Sourcing Specialist

 

RPO-SolutionFor many companies, of all sizes, talent acquisition can be the most difficult business process. Common challenges include the attraction of quality applicants, low quantity candidate pools, and less than desirable cost-per-hire metrics. If you find yourself stranded or unsure how to tackle any of these circumstances, it may be a great opportunity to consider Recruitment Process Outsourcing, a form of Business Process Outsourcing that is defined and discussed in the previous CBI Way blog, “What is Recruitment Process Outsourcing?”. After the decision to work with an appropriate vendor is made, the next steps in the RPO process can begin to formulate, collaboratively and effectively.

Identifying the Business Challenge: To begin assembling an appropriate and custom recruitment solution, the business challenge must be identified, whether more comprehensive or exceptionally detailed. Often, a collective meeting or set of meetings between client and partner to help determine the challenge take place, to better understand the task at hand. Once articulated, the business challenge will give way to what the client expects as a successful solution.

This could be the necessity for 15, 50, or hundreds employees for the expansion of another territorial branch, like a recent project for our team. A well-established hospital in Florida came to CBI Group to build a solution for the challenge they faced: hiring a staff of several hundred doctors, nurses, and therapists to provide care within a new health campus that was being constructed. Or, you may have an ongoing process for routine, expected recruiting but need to reduce time-to-fill and hiring costs, while improving quality of candidates. In truth, a company’s business challenge could vary significantly, which suggests why a custom and creative solution can be vitally important for success.

Building the solution: With the complicated and diverse nature of recruitment challenges, the RPO vendor has a tough, yet essential obligation to create a custom solution that has the best chance of successful integration for the client. As discussed in “What is Recruitment Process Outsourcing”, there are several solution options that can be provided, including: Project RPO, Partial RPO, a Full RPO solution, or a combination of all three. Flexibility, created from collaboration during the building of a solution, is the most advantageous concept of creating a custom approach after identifying the business challenge.

In the project mentioned above with a widely-respected hospital in Florida, CBI Group and the client worked together to build the right solution; partnering to identify key talent to on-board, which could support the extensive recruitment project. This included: identifying a physician recruiter, three healthcare recruiters, and two recruitment coordinators. In most cases, several solutions are generated from a “blank sheet of paper” in order for the client to contemplate options that may not be initially considered.

There is undeniable complexity throughout the talent acquisition process, but it is hard to interpret any part more important than the dependence a successful solution has on a clearly identified business challenge. With the challenge determined, and business solution creatively built by the RPO partner and client collaboratively, the RPO project is close to launch; stay tuned for the next steps of an RPO engagement!

>>Check back next month when we continue the discussion on building RPO solutions.

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.

Talent Acquisition is a Science.

July 13th, 2011

Talent Acquisition professionals are misunderstood. Generally, recruiters are rebellious. We color outside the lines and come and go when we please. Often times, this freedom is misinterpreted. Our work can be considered soft, simple, easy. But frankly, we never stop recruiting. We work at night and on weekends and there is science behind the mysterious, magical quality of our work.
 
We often hear things like, “I don’t know how you do it, but can you get me another one just like Mary (or John or whomever).” It is this mystery and ambiguity that makes our work seem more like art than true science. I have managed more than 1,000 recruiters in my career and I can share from experience that only a few are born to recruit. Those that are born with it have some common traits. They are naturally curious, they care about people and they have the energy of the “Energizer Bunny”. They go, go, go 24/7 and they move mountains for their customers. They make it look easy, when it is not. This work ethic, curiosity and personality can get you started but it takes great science to be a good recruiter.
 
The trouble with the science of recruiting is that there is not one standard formula. When it comes to hiring, our clients respect education and certifications. There are CPA’s, MBA’s, RN’s, EE’s… you name it, these certifications and degrees are a symbol of excellence in a particular field. But how do you know when a recruiter has reached a certain level? That they know, understand and excel in their field? For recruiters, it is not as cut and dry. We learn by doing and sometimes we are lucky to have a good mentor show us the way. We can take some course work or get an Internet certification, but we do not have certifications that translate. Have you heard of CPC or CTS? Probably not. I have had both, but now they mean nothing.
 
All we do is run Internet searches or review our databases. Right? This misunderstanding of our profession means we aren’t typically viewed with strategic importance. We are rock stars for a year. We are homeless the next. Our expertise is necessary during certain times of a business cycle like growth, acquisition, new product or business unit launches. But we have to be creative with our skills to show our value in down times of the business cycle.
 
Our customers see outcomes (the people we hire, the requisitions that aren’t filled) not process. They don’t care about things like sourcing or behavioral based interviews because they need what they need when they need it. But take a minute to think about the people on your team. Would you hire them if it were up to you? How would you find the right people to build the best team? With enough thought I think you’d agree that people are really the science behind the strategy — and good recruiters are the science behind it all.
 

Best of Breed or a Blank Sheet of Paper?

March 2nd, 2011

A few weeks ago I discussed the maturing of the recruitment outsourcing industry and the role it can play in your business. RPO can be a terrific way to address the complexity and volatility that most companies experience today when dealing with overall recruitment strategy. But what is it that RPO providers are selling and what are companies buying?
 
To start, the RPO industry promised reductions in the costs of hiring. Today companies expect much more, such as improvements in compliance or more quality talent for your business. Beyond these expectations, I find that more and more of our clients are looking to find a staffing partner that tells them how to implement and dictates the recruitment solution. Unfortunately, too much is operated by the recruitment partner’s way of doing things and there is too little customization. Sure, customers want a global solution, but not if they lose control and input. We’d like to think our staffing partner creates a solution for our problem by starting with a blank sheet of paper, right? If we are Nabisco we don’t want a solution built for Kraft. No, we want our own.
 
The RPO industry builds best of breed recruitment processes. Providers have built the strongest recruitment outsourcing product they could with the latest in technology and the best recruitment talent that does the proper task at the right time with the right price. All RPO providers run their recruitment process a little differently but with the same goal – on time, in budget delivery of recruitment services. But getting to know your business, culture, and unique business needs are often not part of the solution. Custom built RPO programs? Unusual. CBI Group calls this starting with a “blank sheet of paper.” How often does this happen? Almost never.
 
Over time, most industry products become very similar as the industry gets commoditized. The difference comes down to providers applying their expertise in a unique and custom way for their customers. In the quest to sell more, we lose something in transition. I don’t brag very well but I was in this game before the industry had an acronym – or even the name. RPO started with great recruitment talent, excel spreadsheets and strong customer relationships. My customer relationships let me in on their staffing challenges and they allowed my company to innovate and try new things. We built a company on that very premise – custom recruitment solutions.
 
The industry finds itself at another turning point. One-size-fits-all is, well, fitting only for the customer that wants one-size-fits-all. But as the song says the times they are a-changing. I see requests for partial RPO. Partial meaning outsourcing one skill set that is critical to business success or a few steps in the recruitment process to improve organizational capability. Customers may like new and shiny objects, but they come back for results. Frankly, we find that what most customers want are old fashioned things; flexibility, relationships, and a partner that will both listen and respond. Not one-size-fits-all solutions.
 
Customers want to know that you differentiate in the right areas. So, if you sell RPO – do you sell best of breed or Blank Sheet of Paper? And if you are looking for a staffing partner – what are you looking for? A custom solution or the best in breed option?
 

What does outsourcing have to do with recruiting?

February 2nd, 2011

My blog really covers a multitude of topics… leadership, culture, sales & marketing and talent acquisition. But one area I do not often write about is the industry I work in. My company, CBI Group, is in the recruitment solutions business; the staffing industry. To most, this is the land of headhunters and images of the old Kelly Girl temporary. When I was starting out at Placers, a temporary agency, I was blessed to work for a pioneer in the industry, a staffing industry Hall of Famer. As I was cutting my teeth learning to sell, lead and build a culture, Placers was building a reputation for doing new things in the world of staffing. The company had a knack for doing two things well: establishing close relationships and building trust. These two things put us in the room with customers to hear and discuss their problems, opportunities and unique challenges.
 
After twenty years, first at Placers and now at CBI Group, we have solved enough recruitment problems to find that there tend to be core problems. As these problems change, we adapt our business units to solve those problems. Feedback from our customers put us in the recruitment outsourcing business. And as our products have evolved, an entire Recruitment Process Industry has emerged and flourished. Recruitment outsourcing is that misunderstood field full of acronyms and phrases like MSP, VOP, Managed Staffing, project staffing, BPO and RPO, just to name a few. This new industry is saturating the marketplace and people are asking, “What is RPO? And how do I know if my business could benefit from it?”
 
Here is the industry definition of Recruitment Process Outsourcing, or RPO:

“When a provider acts as a company’s internal recruitment function for a portion or all of its jobs. RPO providers manage the entire recruiting/hiring process from job profiling through the onboarding of the new hire, including staff, technology, method and reporting. A properly managed RPO will improve a company’s time to hire, increase the quality of the candidate pool, provide verifiable metrics, reduce cost and improve governmental compliance.”

This definition is good but I think it requires the addition of some fundamental thinking. Staffing services can truly augment your company efforts. They complement your recruiters or your managers with the effort of putting the right staff in place. Working with a temporary or search firm are exactly that. RPO, however, is a managed service. An RPO firm takes on the recruiting process, technology and owns the outcomes. The last part is crucial. Outcomes are the costs and time commitments that it takes to get the recruitment work accomplished as well as the ownership of making recruitment better in your business.
 
If you’re thinking, “should I be looking at a managed staffing solution?” – a good place to begin is to answer three “simple” questions:

    1. Is your recruitment process working?
    2. Are you maximizing the productivity gains of your or someone else’s technology for recruitment?
    3. Are you getting recruitment results that fit your goals and strategy?

I am very curious about the outsourced recruitment trends that will unfold in 2011 and I’d love to hear what you think too. Send your links, articles and comments to me via the email on the CBI Group contact page.
 
 

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