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RecRuitmentpRocessoutsouRcing
businesspRocessoutsouRcing
contingentwoRkoRceoutsouRcing
HumanResouRcesconsulting
caReeR tRansition& oRganisationaleectiveness
executiveseaRcH
Think ouTside.
global RPo
RePoRT 2010
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03Prc
04ectv mmr
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06 (g1) Multinational roles07 (g2) Number o employees08 (g3)Hiring challenges, by region08 (g4)Hiring challenges, by no. o sta09 (g5)Reasons or diculties hiring09 (g6)Reasons or diculties
hiring, by region10 (g7)Conditions slowing hiring11 (g8)Plan to hire 100+11 (g9)Plan to hire12 (g10)Plan to hire, by region12 (g11)Anticipated hires, by region
13 (g12)Plans to hire permanentemployees, by industry
13 (g13)Current use orecruitment rm services
13 (g14)% o vacancies lled by thirdparty providers, by region
14 (g15)% o vacancies lled by thirdparty providers, by no. o sta
15 (g16)How recruitmentunctions are utilised
15 (g17)Number o internalrecruitment sta, by no. o sta
16 (g18)% o recruitmentteam solely recruiting
16 (g19)% o recruitment team solelyrecruiting, by no. o sta
16 (g20)Technology/unctionalityused to source candidates
17 (g21)Outsourcing part or all othe HR unction, by region
17 (g22)Outsourcing part or all othe HR unction, by no. o sta
17 (g23)HR unctions currentlyoutsourced, by region
18 (g24)Hiring processoutsourced, by region
18 (g25)Hiring processoutsourced, by no. o sta
18 (g26)Areas o the hiringprocess outsourced
19 (g27)Areas o the hiring processoutsourced, by region
20 (g28)Hiring processoutsourced, by industry
20 (g29)Plans to outsource, by industry21 (g30)Provider selection criteria21 (g31)Outsourced hiring
program expectations21 (g32)Primary reasons why
rms dont outsource22 (g33)Average cost per hire (Euros)
globalRPo RePoRT
2010
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Welcome to the Global
RPO Report 2010, prepared by
Kelly Outsourcing and Consulting
Group (KellyOCG) and the Human
Resources Outsourcing Association
(HROA). It provides an ongoing
record o the development o the
recruitment process outsourcing
space, as well as trends in
recruitment and HR as reported by
organizations across the globe.
At a time o proound upheaval
in the world economy, the report
presents a glimpse into the thinking
C l, Vc Prt, g Prctc l RPo, koCg
Rcr J. Crp, g ectv drctr, hRoa01 r
o senior hiring managers rom small,
medium and large organizations
across North America, Europe,
Middle East and Arica (EMEA), and
the Asia Pacic Region.
Even ater a year when employment
markets have been shaken like never
beore, it is a signicant nding
o this years survey that great
talent the very core o a company
remains such a dicult to nd
resource across the globe.
This is the third annual report
conducted by KellyOCG and
the HROA, and it explores in
detail, not only the state o labour
markets and recruitment challenges
in the immediate period ahead,
but also the latest developments
in the area o recruitment process
outsourcing (RPO).
Its insights will be o great value
to senior executives and HR
proessionals as they prepare their
talent acquisition strategies or the
year ahead.
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02 ry
When the Global RPO
Reportwas launched in 2007 amid a
thriving global economy and a skills
shortage, there were real challenges
being experienced by hiring
managers 70 percent reported
diculties in recruiting sta. In last
years report, coinciding with global
economic turmoil, the situation was
dierent only 54 percent reported
recruitment diculties.
This latest report, prepared at a time
when national economies are at aragile turning point, refects the
uncertainty that pervades businesses
large and small. There are signs o
stability but still no marked upswing,
and a sense o unease about the
skill shortages that prevail in spite o
massive job losses.
More than hal o the hiring
managers surveyed say they are still
experiencing diculties in recruiting
sta, a number that is virtually
unchanged rom last year.
The greatest challenge is in EMEA
where 65 percent are experiencing
diculties. In Asia Pacic, there
has been a signicant improvement
over the past year, but still
50 percent report diculties. In
the Americas, the position has
actually deteriorated.
The top recruiting challenge is a
shortage o skilled sta, cited by
58 percent o respondents. Europe is
the worst aected, while Asia Pacic
is impacted by what is described as
uncompetitive salaries. The quality
o candidates is the biggest actor
slowing the hiring process.
Two thirds o organisations plan
to use recruiting rms in their
hiring eorts.
The top job categories to be lled
are business operations support,
and mid-level executives.
Some 60 percent o HR units are
operating with ve or less sta.
More than a third spend less than
10 percent o their time on
recruitment, and only 20 percent
devote at least 75 percent o time
to recruitment.
The share o rms outsourcing all
or part o their HR unction stands
at 46 percent, up slightly rom the
previous year. Recruitment remains
the biggest area o outsourcing,and the largest organisations are ar
more likely to outsource.
Familiarity with recruitment process
outsourcing (RPO) continues to rise
steadily. Knowledge remains higher
in EMEA and in the Americas, and
among larger employers.
More than a quarter o rms are
outsourcing their recruitment
process, with spectacular growth
in the Asia Pacic region.
The biggest expectation rom an
RPO partner is improved hiring
times, ollowed by lower cost,
and integration o multiple
sourcing channels.
The average cost-per-hire isreported between 1,801 Euros
and 2,500 Euros (US$2,501
and US$3,500).
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MoRe Than hal oThe hiRing ManageRs
suRVeyed say They aRe sTillexPeRienCing diiCulTiesin ReCRuiTing sTa, anuMbeR ThaT is ViRTuallyunChanged RoM lasT yeaR.
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03 rf rd
A higher percentage o respondents
rom EMEA (40 percent) have
multinational roles than their
counterparts in the Americas (27
percent) or Asia Pacic (18 percent).
Most respondents (61 percent) are
responsible or one country, and
28 percent are responsible or 2 to
10 countries, while 11 percent are
responsible or 11 or more countries.
For the most part respondents
have responsibility or recruiting
within their own regions, with
only 20 percent o respondents
overall saying they have global
recruiting responsibilities. American
respondents are the most likely to
have global recruiting responsibility
(24 percent), ollowed by EMEA
respondents (21 percent) and then
Asia Pacic respondents (11 percent).
The survey was carried
out by KellyOCG and the Human
Resources Outsourcing Association
(HROA) between November 2009
and February 2010, and obtained
the views o 536 respondents,
comprising mainly senior HR
managers rom small, medium and
large organisations, with workorces
ranging rom ewer than 1,000
employees to more than 50,000.
Respondents came rom a broad
range o industry sectors across
the Americas (39 percent), Europe,
Middle East and Arica (EMEA)
(39 percent), and Asia Pacic
(22 percent).
Slightly more than a quarter o
respondents are operating in more
than one country. As a result, the
responses refect the situation in a
total o 85 countries.
Mtt r1
0 10% 20% 30% 40% 50%
AMERICAS
2009
50%
40%
20%
18%
29%
27%
2010
APAC
EMEA
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01 Prc
02 excuivsummry
03 a prf rspndns
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08 esiminh r cs rcruimn
09 au
spnsrs
More than hal o respondents work
in large organisations with more than
1,000 employees while 45 percent
represent organisations with ewer
than 1,000 employees.
A urther 21 percent work in
organisations with more than
10,000 employees.
The results represent views rom
a broad spectrum o industries,
including proessional services, IT&T,
manuacturing, banking & fnance,
health, retail/wholesale, education,
government, bureau/outsourcer,
utilities, construction, insurance,
transport, FMCG/consumer products,
and hospitality.
Numr mpys
46%
12%
34%
8%
2
Less than 1,000
1,000 10,000
10,000 50,000
More than 50,000
45%
34%
8%
13%
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04 h rrh
In spite o the prevailing
economic weakness, and the loss
o millions o jobs globally, just over
hal o respondents (55 percent) say
they are experiencing diculties
in recruiting sta, a number thats
virtually unchanged over the
previous year.
The greatest challenge in nding
talent is in Europe where 65 percent
are experiencing diculties. In Asia
Pacic, there has been a signicant
improvement over the past year, but
still 50 percent report diculties.
In the Americas, the position has
actually deteriorated with 46 percent
nding recruiting dicult.
The largest companies are
experiencing the least diculty in
recruiting that is the only segment
where less than hal are acing
challenges in recruitment.
hr c, r3
0 20% 40% 60% 80%
AMERICAS
2009
67%
65%
60%
50%
43%
46%
2010
APAC
EMEA
hr c, mr t4
0 20% 40% 60%
47%
58%
57%
55%
More than 50,000
10,000 50,000
1,000 10,000
Less than 1,000
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With unemployment at historically
high levels in many countries,
labor should be plentiul. Yet the
overwhelming reason cited or the
recruiting diculties is a shortage
o skilled sta. More than hal (58
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R r fct r5
0 20% 40% 60%
14%
24%
25%
58%
Current recruitment processes
Location
Salary Uncompetitive
Salary of skilled staff
R r fct r, r6
0 20%10% 30% 40% 50% 70%60%
25%
40%
14%
63%
51%
56%
25%
23%
22%
12%
11%
17%
Current recruitment processes
Location
Salary Uncompetitive
Salary of skilled staff
EMEA
APAC
AMERICAS
percent) blame the shortage o
skilled talent or their recruiting
problems, well ahead o other
actors such as uncompetitive
salaries (25 percent) and location
(24 percent).
The talent shortage is most acute
in EMEA with 63 percent o
respondents indicating it is their
primary hiring issue. More than
hal o those in Americas and Asia
Pacic ace a similar problem.
However those in Asia Pacic also
have a wage cost issue with a hety
40 percent blaming uncompetitive
salaries or hiring troubles.
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04 There is another perspective to thetalent shortage that emerges when
rms are asked the question: What
is the condition most likely to slow
the hiring process? The pervasive
actor that emerges across all
regions is the quality o candidates,
cited by slightly more than hal o all
respondents. All other actors rank
signicantly lower including time-
to-hire (36 percent), hiring manager
satisaction (29 percent) and cost-to-
hire (28 percent).
Ct r7
0 20% 40% 60%
28%
29%
36%
54%
7%
12%
17%
21%
Cost to hire
Hiring manager satisfaction
Time to hire
Quality of hires
Technology effectiveness
Poor processes
Quality of recruiters
Performance monitoring
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05 hr
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P t r 100+8
0 10% 20% 30% 50%40%
20%
20%
33%
37%
36%
43%
12%
13%
18%
Graduate
Temporary
Permanent
2010
2009
2008
P t r9
0 20% 40% 60% 100%80%
86%
87%
91%
96%
96%
95%
82%
84%
79%
Graduate
Temporary
Permanent
2010
2009
2008
A spark o optimism
emerges in the latest data on global
hiring intentions. While it is clear that
there is still some way to go beore
there is a return to pre-recession
hiring levels, it certainly appears that
the worst is over. The latest gures
show hiring intentions fat but stable.
In the previous 2008 survey, at the
height o the global nancial crisis,
just 36 percent o respondents
anticipated hiring more than 100
permanent employees, down rom
43 percent in 2007.
The latest data or 2009 shows the
outlook marginally better, with 37
percent intending to hire 100 or
more permanent employees. Its a
similar picture or both temporary
and graduate hires, suggesting that
the market is still cautious, but at
least not deteriorating.
Firms plan to hire more permanent
positions than temporary or
graduate sta, and a signicant
number (over 80% in all cases)
intend to hire at least some
permanent, temporary, and
graduate sta.
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P t r, r10
49%
0 20% 40% 60% 80% 100%
31%EMEA
APAC
AMERICAS
None
1 to 100
More than 100
24%
50%1%
67%10%
65%4%
atcpt r, r11
0 20%10% 30% 40% 50% 70%60%
77%
74%
70%
78%
74%
71%
58%
57%
53%
49%
41%
38%
Senior executive or professional
Administrative
Mid-level executive or professional
24%
17%
26%
14%
17%
19%
15%
12%
13%
Trades
Other
Contact centre
Business operations support
2008
2009
2010
05 Arguably the most optimisticoutlook is or North American
where nearly hal o all respondents
(49 percent) say they plan to hire
more than 100 employees in 2010,
compared with just 31 percent in
EMEA and 24 percent in Asia Pacic.
As in last years survey, planned
hires in 2010 are more likely to be
replacing existing positions than
lling new roles, unlike the pre-
recession situation where more
respondents anticipated expandingtheir sta.
The top job categories that
organisations plan to ll in 2010 are
business operations support, and
mid-level executives. While these
have been the top categories across
all years o research, they are slowly
declining. Senior executive hiring
has experienced the biggest all,
down rom a high o 49 percent in
2008 to 38 percent in 2010.
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The industry sectors that will be
most active in hiring over the
coming year are Health, Bureau/
Outsourcer, Banking & Finance,
Retail & Wholesale, IT&T, and
Government. In each o these
sectors, more than hal o all
respondents plan to hire 50 or more
permanent employees.
The weakest hiring plans are in
Manuacturing, Education and
Utilities.
The vast majority o organisations
(66 percent) plan to use recruiting
rms in their hiring eorts. Those
in EMEA are more likely to use
recruiters than their counterparts
in the Americas or the Asia Pacic
region. Larger organisations
are more likely to use recruiting
companies than their smaller
counterparts; just over hal othe smallest rms use recruiting
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P t r prmt mp, tr12
0 20% 40% 80%60% 100%
26% 11% 5%EMEA
APAC
AMERICAS
Less than 10%
10% to 25%
26% to 50%
51% to 75%
76% to 100%
37%22%
1 0% 5 %35%40%
1 0% 1%32%49%
10%
8%
0 20% 40% 80%60% 100%
Banking & Finance
Bureau/Outsourcer
Health
>50 employees
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Some 70 percent o respondents
use recruitment rms to ll a quarter
or less o their vacancies. Those
in EMEA use them to ll a higher
proportion o vacancies than their
counterparts in APAC and Americas.
The largest rms (with more than
50,000 employees) consistently
use outside rms or a smaller
percentage o their total recruitment
needs, with 55 percent o these
rms using outside recruitment or
between 10 and 25 percent o their
total recruitment. Smaller rms are
more diverse in their requirements
and will utilize outside providers
across a wider spectrum, ranging
rom less than 10 percent, up to 100
percent o their workorce needs.
0 20% 40% 80%60% 100%
35% 10%10,000 to 50,000
More than 50,000
1,000 to 10,000
Less than 1,000
Less than 10%
10% to 25%
26% to 50%
51% to 75%
76% to 100%
19%35%
23%55%22%
1 0% 6 %33%39%
19%31%39%
13%
11%
% vcc f tr prt prvr, mr t15 01 Prc
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06 rrr
h rcrtmt ct r t16
-
0 10% 20% 40%30% 50%
4%
5%
43%
48%
Outsourced
Hybrid
Centralised
De-centralised
nmr tr rcrtmt t, mr t17
0 20% 40% 80%60% 100%
14% 7%10,000 to 50,000
More than 50,000
1,000 to 10,000
Less than 1,000
1 to 5
6 to 10
11 to 20
More than 20
37%42%
19%16%56%
4%4%8%84%
9%
11% 77%7%4%
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There is a mixed picture
that emerges when it comes to
the prevailing model adopted by
organisations in managing their
HR needs. For approximately
90 percent o rms, there is roughly
an even split between a centralised
and a de-centralised recruitment
unction. Just 5 percent adopt a
hybrid model, and the remaining
4 percent are outsourced.
American organisations are more
likely than their counterparts in
other regions to have de-centralised
or outsourced recruitment unctions.
Asia Pacic organisations are
more likely to have centralised
unctions, and EMEA leans toward
a hybrid model.
It is not surprising that the smallest
organisations are the ones
most likely to have centralised
recruitment, while the largest are
more likely to outsource.
Sta numbers attached to
recruitment departments are airly
modest, with 60 percent operating
with ve or less sta. The size o
internal recruitment sta correlates
closely to overall organisational
size: 84 percent o the smallest
respondents employ 1 5 internal
recruiters; 77 percent o the
largest rms employ more than
20 internal recruiters.
Not only are internal HR teams
relatively lean, they are generally not
spending a large amount o time
on recruiting duties. More than a
third (37 percent) spend less than 10
percent o their time on recruitment.
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Tc/ctt t rc ct20
0 20% 40% 60% 80%
27%
40%
66%
73%
4%
15%
15%
CV search capability
CV management
Applicant tracking
Online applicationsand assessment
Job order tracking
Automated reporting
Electronic scheduling
% rcrtmt tm rcrt, mr t19
0 20% 40% 80%60% 100%
14% 21%10,000 to 50,000
More than 50,000
1,000 to 10,000
Less than 1,000
Less than 10%
10% to 25%
26% to 50%
51% to 75%
76% to 100%
33%33%
31%7% 24% 9%29%
12% 26%22%23%
13%18%10%50%
17%
9%
In all, 70 percent o respondents
spend less than 50 percent o their
time on recruitment. There are only
20 percent o organizations where at
least 75 percent o time is devoted
to recruitment.
Generally, the larger the
organization, the more likely it is to
Respondents employ a variety o
technologies to source and track
candidates, most oten online
applications and assessment (73
percent) and applicant tracking (66percent) programs, both o which
are used much more requently than
the next most common process, CV
management (40 percent).]
% rcrtmt tm rcrt18
0 10% 20% 30% 40%
9%
18%
15%
37%
20%
51% to 75%
26% to 50%
10% to 25%
Less than 10%
76% to 100%
specialise ocusing HR/recruiting
sta on recruitment duties. The
relatively scant resources directly
allocated to recruitment tasks in
many rms raises the question as
to whether this, in part, explains
the reported problems being
encountered in the hiring process.
Organisations in all regions and o
all sizes ollow the general pattern
outlined above, although the
largest rms are signicantly more
likely to be using applicant tracking
(91 percent) than are their smaller
counterparts (58 percent).
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07 h d r
The study suggests that the
decision to outsource is growing in
popularity, with the proportion o
rms outsourcing all or part o their
HR unction standing at 46 percentin 2010, up rom 43 percent in the
previous year.
Organisations in EMEA (at
56 percent) are more likely than
those in America (46 percent) and
Asia Pacic (29 percent) to outsource
HR unctions.
otrc prt r t hR ct, r21
0 20% 40% 60%
56%
29%
46%
EMEA
APAC
AMERICAS
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otrc prt r t hR ct, mr t22
0 20%10% 50%40%30% 70%60%
69%
47%
42%
44%
More than 50,000
10,000 50,000
1,000 10,000
Less than 1,000
hR ct crrt trc, r23
0 20% 40% 60% 80%
58%
42%
53%
69%
67%
71%
27%
27%
18%
18%
12%
41%
Benefits
Training
Payroll
18%
6%
16%
24%
6%
3%
3%
5%
Performancemanagement
Compensation
HRIS
Recruitment
EMEA
APAC
AMERICAS
4%
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The largest organisations, with more
than 50,000 employees, are ar more
likely to outsource than those with
ewer employees.
Recruitment is by ar the biggest
area or outsourcing. O those rms
outsourcing all or part o their HR
unctions, 69 percent outsource
recruitment, up slightly rom 63
percent the previous year. The other
main areas o outsourcing are payroll
(54 percent), benets (26 percent),
training (24 percent), HR inormation
system (16 percent), compensation
(8 percent) and perormance
management (4 percent). There are
some notable regional variations.
Firms in the Americas are much
more likely to outsource benets
and much less likely to outsource
training. Those in Asia Pacic are
much less likely to outsource payroll
and inormation systems, but more
likely to outsource compensation.
Familiarity with recruitment process
outsourcing (RPO) continues to rise
steadily, rom 56 percent in 2007 to
62 percent in 2008, and 65 percent
in 2009. Overall 8 percent are not at
all amiliar with RPO; and 27 percent
are somewhat amiliar. Knowledge
remains higher in EMEA (67 percent)
and the Americas (66 percent)
than in Asia Pacic (56 percent).
Larger organisations are more
knowledgeable about RPO than
smaller rms.
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hr prc trc, mr t25
0 10% 20% 30% 40% 50%
49%
35%
26%
23%
More than 50,000
10,000 50,000
1,000 10,000
Less than 1,000
hr prc trc, r24
0 10% 20% 30% 40%
AMERICAS
2009
35%
34%
17%
34%
23%
20%
2010
APAC
EMEA
ar t r prc trc26
0 5% 10% 15% 20% 25% 30%
17%
17%
17%
26%
6%
16%
16%
Temporary
Contingent
Business Unit
Company wide
Graduates
Professional
Administrative
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07 ar t r prc trc, r27
0 10% 20% 30% 40%
15%
8%
24%
24%
15%
40%
17%
26%
10%
17%
26%
10%
Temporary
Contingent
Administrative
15%
18%
19%
10%
23%
19%
6%
5%
7%
Graduates
Professional
Business unit
Company wide
EMEA
APAC
AMERICAS
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More than a quarter (28 percent)
o rms outsource their recruitment
or hiring process, up slightly rom
24 percent in 2008. However,
that increase was conned almost
exclusively to the Asia Pacic
region, which saw its activity double
over 2008.
Consistent with the pattern or
outsourcing generally, the larger
the organisation, the more likely it
is to be outsourcing its recruitment/
hiring process.
The pattern or outsourcing
recruitment varies between those
rms that outsource it as part o
a larger HR outsourcing contract,
and those that simply use a
separate provider or recruitment.
The proportion o rms that are
outsourcing recruitment as part o
a larger HR outsourcing contract
was down slightly in 2010 to 29
percent, rom 34 percent in 2009.
Respondents in all regions are most
likely to be opting or a separate
provider o recruitment processes.
O those that outsource recruitment,
the most prevalent approach is to do
so company-wide.
Across the globe, approaches
vary, with American rms much
more likely to outsource company-
wide, while those in Asia Pacic
the becoming the largest userso outsourcing or contingent,
temporary and proessional labour.
While 28 percent o all rms currently
outsource, there is considerable
variation across industry, with the
biggest outsourcers being Utilities,
IT&T, Health, Banking & Finance,
and Proessional Services.
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Approximately hal o all
respondents say they would
consider outsourcing recruitment
processes, something that is
consistent across regions, but morelikely with the larger employers.
O those who currently do not
outsource recruitment, 40 percent
say they would consider it, while
36 percent o those who do
outsource recruiting say they would
not consider it in the uture.
Amongst those considering
outsourcing, the industries likely
to be most active are Utilities,
Education, Health and IT&T. O
those considering outsourcing
who are not currently doing so, the
most interest emanates rom the
Education sector.
When it comes to selecting an RPO
partner, the top three criteria are
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recruiter quality, industry knowledge
and cost.
Expectations o an RPO partner
relate directly to the hiringissues that are at the heart o the
prevailing recruitment challenge.
The greatest expectation revolves
hr prc trc, tr28 P t trc, tr29
0 20% 40% 60% 80% 100%
31%
34%
42%
81%
16%
18%
26%
Banking & Finance
Health
IT&T
Utilities
Education
Manufacturing
28%
6%
Total
Bureau/Outsourcer
Professional Services
0 20% 40% 60% 80% 100%
55%
62%
79%
81%
36%
39%
47%
IT&T
Health
Education
Utilities
Banking & Finance
Government
31%
36%
Retail/Wholesale
Manufacturing
47%
25%
Total
Bureau/Outsourcer
Professional Services
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around improved hiring times,
ollowed by lowered cost o
recruitment, and integrating
multiple sourcing channels.
Larger rms tend to be more
concerned with decreasing hiring
costs and improving hiring times,
while the very biggest, with more
than 50,000 employees, want
rationalization o multiple
sourcing channels.
Among those who would not
consider outsourcing recruitment,
40 percent say outsourcing is
unnecessary because they do it
well without outside assistance.
The next most commonly
reported reasons relate to
cost, and internal cultural issues.
American respondents cite internal
cultural issues (30 percent) nearly
twice as oten as those rom
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EMEA (16 percent) and three
times more than Asia Pacic
respondents (10 percent). Small to
mid-sized organisations are more
likely to believe outsourcing istoo expensive.
0 5% 10% 15% 20% 25% 30% 35%
20%
22%
27%
33%
10%
10%
15%
Years of RPO experience
Cost
Industry knowledge
Recruiter quality
International
Global reach
Technology
Prvr ct crtr30
0 10% 20% 30% 40%
10%
20%
22%
40%
6%
9%
9%
Unable to measure thefinancial benefits
Internal cultural issues
Outsourcing is too expensive
Not necessary as we do agood job ourselves
Unable to identify a goodpotential outsourcing partner
Knowledge of outsourcing
Lack of internal expertise
Prmr r frm t trc32
otrc r prrm pctt31
0 10% 20% 30% 50%40%
14%
22%
35%
42%
9%
Manage or limit number ofthird party providers
Integrate multiplesourcing channels
Lower cost of recruitment
Faster time to hire
Gain access to technology
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08 h
rr
Across all respondents, the
average cost-per-hire is between
1,801 Euros and 2,500 Euros
(US$2,501 and US$3,500). However,
the largest number o respondents(25 percent) say that the average
cost-per-hire is 500 Euros to 1,000
Euros (US$700 to US$1,400).
Although still within a airly narrow
range, Asia Pacic organisations tend
to spend the least per hire, ollowed
by the Americas and EMEA, while
larger organisations tend to spend
more than smaller ones.
avr ct pr r (er)33
0 5% 10% 15% 20% 25%
6%
15%
18%
25%
3%
7%
6%
2,501 to 3,500
1,801 to 2,500
1,001 to 1,800
500 to 1,000
More than 10,000
5,001 to 10,000
3,501 to 5,000
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The laTesT daTa oR 2009 showsThe ouTlook MaRginallybeTTeR, wiTh 37 PeRCenTinTending To hiRe 100 oR MoRe
PeRManenT eMPloyees.
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09 hr
k oCg RPo Prctc
KellyOCGs RPO Practice has been
an industry leader in Recruitment
Process Outsourcing (RPO) since
1995. Building a global ootprint
with the combination o the HRfrst
and Access AG business units,
KellyOCGs RPO Practice provides
businesses around the world with
strategies to optimise recruiting
eciency, while attracting the highest
calibre o talent to organisations.
c.cm
hRoa
The HROA is the denitive
independent organization or all
those who purchase, provide, or
participate in HR transormation
and outsourcing. Our membership
encompasses over 7,500 HR
executives, including the largest
50 buyers, the top 30 providers,
the leading sourcing advisors and
attorneys, and the best thought
leaders in HR Transormation. The
HROA brings its diverse membership
together to set standards andpractices, provide peer networking,
and maintain a robust curriculum.
r.r
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http://www.kellyocg.com/http://www.hroa.org/http://www.hroa.org/http://www.kellyocg.com/ -
8/9/2019 2010 Global Rpo Report
25/25
exiT
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