In­cor­po­rat­ing the Per­fect RPO for Your Tal­ent Man­age­ment Sys­tems

for your Tal­ent Man­age­ment Sys­tems

Insurance - - CONTENTS - by Kathryn Daw­son

Com­pa­nies need to adapt. If they do not adapt then they will lose out as their com­peti­tors will. Kathryn Daw­son ex­plains how tal­ent man­age­ment has cre­ated more com­pe­ti­tion and also tal­ent short­ages. She sug­gests sub-pro­cesses in han­dling and deal­ing with or­gan­i­sa­tions’ tal­ent sup­ply and re­ten­tion.

Com­pa­nies need to adapt. If they do not adapt then they will lose out as their com­peti­tors will. In terms of tal­ent man­age­ment this has cre­ated more com­pe­ti­tion in an al­ready com­pet­i­tive en­vi­ron­ment and re­sulted in ap­pli­cant or tal­ent short­ages to sup­ply the de­mand of or­gan­i­sa­tions.

There was a re­al­i­sa­tion that the tal­ent base could no longer be limited to a cer­tain de­mo­graphic es­pe­cially at a time where ap­pli­cants openly em­braced a new trend in ful­fill­ing their pro­fes­sion that posed as a dam­ag­ing threat to com­pa­nies, telecom­mut­ing or bet­ter known as work from home. It was harder to reach out to tal­ents now, where ev­ery­thing was web based, job va­can­cies on news­pa­pers ads or mag­a­zine in­serts were sim­ply ig­nored and re­fer­rals were not as lu­cra­tive as they used to be. That is be­cause the use of tech­nol­ogy was so con­ve­nient. The chal­lenge ev­ery es­tab­lish­ment had to face was not a sim­ple one af­ter all, chang­ing pro­cesses in line with cor­po­rate goals costs money, time, re­search and ef­fort. An even greater chal­lenge is cre­at­ing a whole new busi­ness model that would be, again, a ne­ces­sity in chang­ing pro­cesses. Al­ter­ing merely one process re­quires an al­ter­ation to all the pro­cesses in place and the ones af­fected most are un­der the hu­man re­sources depart­ment. Not only be­cause they hold the sole re­spon­si­bil­ity in cre­at­ing th­ese mod­ules to be im­ple­mented but be­cause the process in­volves the whole em­ployee life­cy­cle and af­fects those aligned with it as well. The most cru­cial is tal­ent man­age­ment. Like most pro­cesses, tal­ent man­age­ment, is also bro­ken into a num­ber of sub-pro­cesses namely work­force plan­ning, tal­ent ac­qui­si­tion or re­cruit­ing, on­board­ing, per­for­mance man­age­ment, train­ing and de­vel­op­ment, suc­ces­sion plan­ning, com­pen­sa­tion and com­pe­tency anal­y­sis. It is an in­te­grated sys­tem that in­volves the whole em­ployee life cy­cle and starts with the most crit­i­cal to busi­nesses, re­cruit­ing. While re­cruit­ment is known to be al­most al­ways tra­di­tion­ally in-house, this is not the case to­day. Out­sourc­ing has be­come a

ne­ces­sity be­cause of the evo­lu­tion of the work­force. There is a vast need for re­cruit­ment out­sourc­ing es­pe­cially for big or­gan­i­sa­tions that need to fill in their job va­cancy slots in a very nar­row span of time. Yet, re­cruit­ment out­sourc­ing is noth­ing new; it has been a busi­ness prac­tice for cen­turies now. Its true po­ten­tial was not re­alised and de­vel­oped un­til the late 19th cen­tury when stan­dard out­sourc­ing pro­cesses were just not enough any­more, there needed to be a bet­ter process, one that would be stream­lined and aligned to a clients com­pany goals. Thus, re­cruit­ment process out­sourc­ing was cre­ated. The goal of re­cruit­ment process out­sourc­ing (RPO) is to cus­tomise your re­cruit­ment process in such a way that will be ben­e­fi­cial to your or­gan­i­sa­tion. Stud­ies have shown that im­ple­ment­ing strate­gic sourc­ing for your or­gan­i­sa­tion ben­e­fits in pro­vid­ing an end-to-end em­ployee life cy­cle so­lu­tion, cost-ef­fi­cient in a way that you ac­quire both ex­per­tise, re­search and ROI stud­ies that have been proven, a bet­ter tal­ent base, im­proved pro­duc­tiv­ity, re­duced time in hir­ing and bring­ing the process in-house to align to you cor­po­rate goals al­low­ing flex­i­bil­ity and cus­tomi­sa­tion. There are stages re­quired in cre­at­ing an RPO enu­mer­ated as defin­ing the scope and strate­gic di­rec­tion of the pro­ject to be­gin with, dis­cov­er­ing the scope of the re­cruit­ment process so your clients may un­der­stand and an­a­lyse you un­der­ly­ing goals, mo­ti­va­tions and strate­gies which helps them in­te­grate this into the frame­work that will be cre­ated, de­sign­ing the new frame­work and com­pletely re­mov­ing old pro­cesses that were not pro­duc­tive and ben­e­fi­cial, de­vel­op­ing and test­ing the de­signed pro­cesses, de­ploy­ing the new process ac­com­pa­nied with ori­en­ta­tion and train­ing of in­volved HR per­son­nel that will be re­spon­si­ble in the roll out and fi­nally de­liv­er­ing the re­cruit­ment out­sourc­ing re­sults. Now that you have the per­fect re­cruit­ment out­sourc­ing, it is ul­ti­mately cru­cial to in­te­grate this into your tal­ent man­age­ment sys­tem to en­sure con­ti­nu­ity in suc­cess min­imis­ing the pos­si­bil­ity of at­tri­tion or tal­ent in­com­pe­tence. The beauty of RPO is it makes ev­ery vari­able in­volved in the re­cruit­ment frame­work mea­sur­able al­low­ing for ac­cu­rate forecasts in your com­pany needs elim­i­nat­ing a huge per­cent­age in the prob­a­bil­ity of risks ma­te­ri­al­is­ing. It also utilises the ben­e­fits of the Web al­low­ing for vis­i­bil­ity of can­di­dates ini­ti­at­ing pre­em­ploy­ment en­gage­ment that should lessen the like­li­hood of a tal­ent not com­ing on­board boost­ing your com­pany's brand­ing. The beauty of RPO is it makes ev­ery vari­able in­volved in the re­cruit­ment frame­work mea­sur­able al­low­ing for ac­cu­rate forecasts in your com­pany needs...

…tal­ent man­age­ment, is also bro­ken into a num­ber of sub-pro­cesses … It is an in­te­grated sys­tem that in­volves the whole em­ployee life cy­cle and starts with the most crit­i­cal to busi­nesses, re­cruit­ing.

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