Following on from the first blog in the mini series Should You Consider an RPO? Part 1, Ashley Steinhausen emphasises the importance of organisational buy-in for companies considering an RPO arrangement.
Carefully assess your organisation’s ability to accept and support an outsourced approach to recruitment. Keep in mind this approach will likely force centralization and a significant cultural shift.
Has your company previously outsourced any other operations e.g. pay rolling, back office or offshoring?
Were the outcomes as expected?
What were the successes and failures? What were the deciding factors in either case?
You will need to involve all stakeholders who are party to the recruiting process in the decision to move forward — senior leadership, line management, HR leadership, talent acquisition team, procurement, finance, IT and possibly others. Even at this early stage, you should be identifying individuals, and functions, to support an ongoing communications and change management process.
Finally, seek advice. Consider experienced help to guide you and facilitate the best decisions. Utilise a qualified outsourcing advisory firm knowledgeable in outsourced recruiting solutions, not just BPO (Business Process Outsourcing). Recruiting is a very specialized and complex function and needs detailed understanding. Use subject matter experts.
Caution: Be sure to select advisors who understand that effective outsourcing is a highly collaborative process built on a solid partnership model, not an acrimonious negotiation process. Many RPO projects (up to 50%) do not last longer than 12 months. In most cases this is because the focus is on cost-cutting alone, rather than looking at the added benefits which an RPO provider should be able to bring.