Get access to the exclusive HR Resources you need to succeed in 2018!
Training, policies and tools to help HR prevent and respond to harassment claims.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
LAS VEGAS—The $3.2 billion recruitment process outsourcing (RPO) industry has grown considerably in recent years, as it has changed from being primarily a cost-cutting measure to a full strategic partner that can provide workforce scalability and analytics.
“RPO has taken employers from a reactive mode to a proactive strategy-building mode,” said Terry Terhark, president of talent acquisition solutions for ADP. “We expect RPO to grow as more and more companies are getting comfortable with the strategy beyond just filling hard-to-fill jobs,” Terhark told attendees June 30, 2015, in a concurrent session at the Society for Human Resource Management (SHRM) 2015 Annual Conference & Exposition.
The core of RPO includes the complete recruitment life cycle from sourcing, scheduling interviews, conducting background checks, creating offer letters and even onboarding. In addition to the end-to-end recruiting function, RPO firms can provide employers with analytics “that are very challenging to get at,” Terhark said. RPO providers also offer specialized services in employer branding, building talent pools, assessing candidates, diversity hiring and equal employment opportunity reporting, as well as in bringing the latest recruiting technology and long-term strategies to the table.
“Companies deploy RPO for a multitude of reasons. It really comes down to what is important to you in an RPO relationship,” he said. “Every RPO relationship is uniquely different.”
Terhark said that in the early days, companies were interested in RPO as a way to “reduce cost— how can we reduce staffing agency spend? What I’ve seen more so now is scalability, how do we go up and down, how do we take advantage of the technology available to us today, whether that’s mobile, social or recruitment technology?”
Victor Maciak, vice president of talent management at Ricoh Americas Corp., talked about how the decision to engage in RPO completely transformed recruiting at the company. The office technology solutions company fills 7,000 jobs annually and has been working with ADP as an RPO partner for four years.
Formerly in human resources, but at the time a salesman for Ricoh, Maciak called HR to express frustrations with the company’s recruiting processes. He was told to return to HR and fix it. Soon thereafter, he was told to look into RPO. “So we did. It took about six months of talking to companies, until we ended up with ADP,” he said. ADP currently supports about 85 percent of annual requisitions, a third of which are filled by internal employees or through employee referrals.
Along with keeping up with scalable needs, the partnership between Ricoh and ADP has yielded the following results:
Roy Maurer is an online editor/manager for SHRM.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Save $450 off onsite member rates when you register by 2/2
SHRM’s HR Vendor Directory contains over 3,200 companies