&

presents

An RPO Case Study: Transitioning Your Recruiting

Organization

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INTRODUCING RPOA

INTRODUCING

Lamees Abourahma•RPOA Executive Director•Founder and President of Webbright Services•Specializing in inbound marketing and generating

qualified leads through website design, content marketing, social media and analytics.

Jimmy Taylor•Co-Founder of Novotus•More than 20 years of experience in the staffing

industry•Founder of several staffing companies•Board Member for Dallas/Fort Worth Staffing Mgmt

Assoc

Juste Turner•Novotus Director of Client Services•More than 10 years of recruiting experience•Manages teams responsible for recruiting across the

U.S. and internationally.

NovotusCompany

Background

NOVOTUSPassionate about Recruiting Results

• Located in Austin, Texas

• Developing customized recruiting solutions for nearly 10 years specializing in:

• Recruitment Process Outsourcing• Contract Staffing• Executive Search• Recruiting Research and Candidate

Generation

• Recipient of 2010, 2011 and 2012 Best of Staffing

• Founder of the RPOA – a great resource for buyers

The Client’s Story

2007 SITUATIONGrowth Through Acquisition

• Significant growth led to a fractured, decentralized recruiting structure

• Very few standard metrics existed to measure recruiting results

• Turnover was high

• Non-standardized processes led to gaps in compliance and inefficiencies

• Needed a unified technology platform to manage applicants

THEY NEEDED

THEY HAD EXPERTISE ON STAFF BUT...

THEIR HANDS WERE FULL

NOVOTUSRelying on external expertise was key in identifying opportunities for improvement

• Conducted a Comprehensive Organizational Recruitment Evaluation (CORE)

Organization Workforce Planning

Recruiting Technolog

ySourcing Assessme

nt Process Metrics

RECOMMENDATIONSThe CORE assessment produced the following opportunities for improvement:

• Reduce Attrition

• Proactively Recruit

• Develop Requisition Approval and Tracking

• Implement Applicant Tracking System

• Create Employment Brand Including Career Site

• Develop Sourcing Strategies

• Establish Standard Reporting/Metrics

DECIDING ON A RECRUITING MODEL

Choosing Your Recruiting

Model

RECRUITING MODELSYour Options

INSOURCE

[Centralized][Decentralized]

[Hybrid/Blended][Shared Services]

OUTSOURCE

[End-to-End RPO]

[Project Solution]

CO-SOURCE[Front-End]

[Overflow RPO]

All Hiring Functions Conducted by

Internal Resources

A Combination of Insourced and

Outsourced Solutions

All Hiring Functions Conducted by External RPO

Provider

RECRUITING PRESSURESWhat’s the Environment?

Reduced Recruiting Staff

Increased Candidate Volume

Utilize Latest Recruiting Techniques

Increased Competition for Top Talent

Changing Sourcing Landscape

Lack of Qualified Candidates

Reduce Cost Per Hire

Increased Strategic Demand

Achieve Diversity TargetsINTERNAL RECRUITING PRESSURES

CORPORATE BUSINESS PRESSURE

EXTERNAL MARKET

PRESSURE

STEPS TO SUCCESSQuestions to Ask

Operating with Reduced Recruiting Staff

Difficulty Managing Increased Candidate Volume

No Recruiting Technology Platform

Outdated Recruiting/Sourcing Techniques & Channels

Create/Improve Employment Branding

Increase Candidate Satisfaction/Experience

Need to Create Consistent Recruiting Process Across Org

Need to implement metrics & reporting

No time to be Strategic (too bogged down in tactical tasks)

High Personnel Costs

Identify Internal Recruiting Pressures

1

Increased Strategic Demand of HR

Need to Increase Quality of Hire

Need to Achieve Organization Diversity Targets

Need to Increase Hiring Manager Satisfaction

Need to Reduce Time to Fill

Need to Reduce Cost per Hire

Need for Scalability to meet fluctuating hiring demands

Justification for Recruiting Department Size

Develop Formal Employee Referral Program

Increase New Hire Retention

2 Identify Corporate Pressures

Increased Competition for Top Talent

Quickly Changing Sourcing Landscape/Channels

Insure Compliance with Regulated Activities

Changing Economy Makes Future Unpredictable

Lack of Available Skills in Market

3 Identify External Recruiting Pressures

STEPS TO SUCCESS

Evaluate recruiting model options

Consider Cost/Benefit of Each Model

4

5

Analyze Organizational Alignment to Corporate Values or Philosophy

Outcome is your vision of success – a “game plan”

6

7

CLIENT’S CHOICEShifting from decentralized to centralized recruiting structure

Best Practices and Lessons

Learned

STRENGTH IN NUMBERSPositive Results Come from Quality HR Partnerships

• HR support and buy-in is key

• Data drives change

• Success promotes utilization

REQUISITION APPROVAL & TRACKING Promotes Knowledge and Awareness of Needs

• Compliance

• Visibility

• Accountability

• Decision Support

• Financial Recognition

• Efficiencies

ATS, ATS, ATS............Technology and Reporting

• Deployed Applicant Tracking System

• Created centralized reporting and executive dashboards

TALENT IS EVERYWHEREWhere do you find the best talent?

RPO MULTI-CHANNEL RECRUITING STRATEGY

Competitor

Recruiting

Channel Networki

ngReferral

Marketing

Career Portal

Website

Traditional Media

Job Boards

Social Media

Results

RESULTS

• RPO utilization among Business Units has doubled in the last year. Compliance grows with that utilization.

• Created a recruitment program that has scaled up and down with business needs.

• Talent pool and energy footprint continues to grow

• Recruitment cost is 50% lower then the industry standard (Staffing.org)

• HR has a broader knowledge of the needs, challenges and cost associated with recruitment

.

RESULTS

• Support Hiring Managers in the field with a broader selection of candidates during the recruiting process. The effect was a reduction in attrition caused simply by a better selection.

Turnover is 21% lower among business units utilizing RPO.

Conclusions

CONCLUSIONS

• Unique opportunity and challenge was present

• Partnered with an Enterprise RPO to customize and deliver a world class program

• Modernized the Talent Acquisition function

• Significantly drove down costs to acquire talent

• Decreased turnover

• Data now exists to make appropriate business decisions

WHAT’S NEXT

Continuous Improvement

• Work with HR to provide and empower them with the critical data to enhance business decisions

• Broaden Customer Satisfaction Measurements

• Scalability – Working with HR to “right-size” our team for 2012 and beyond

• Recently launched Competency Based Interview Guides and Training to Hiring Managers

Questions?

Thank You

Lamees AbourahmaExecutive DirectorPhone: 804-638-4448Email: lamees@rpoassociation.org

Jimmy TaylorCo-FounderPhone: (817) 845-1414Email: jtaylor@novotus.com

Juste TurnerDirector of Client ServicesPhone: Email: jturner@novotus.com