HROTodayGlobal

Recruitment • How has it applied Lean to other clients to help improve their recruitment efforts? • Does the provider have sufficient expert resources to help with your implementation? • What type of knowledge base does it offer for your use? These and other questions will help you identify the best Lean vendors to fit your needs and who can help you successfully bring about a sustainable cultural shift in your workplace. Candy Lewandowski, VP and global practise lead, KellyOCG, puts it this way: "As you go through the Lean journey, some things might not seem like they can make a huge impact, but over time—months or years later—that's when you really understand the impact they have. We started using Lean in 2005 and continue to include Lean within our own practices as well as our clients. You have to have patience." The decision to outsource is growing in popularity, with the proportion of global firms outsourcing all or part of their HR function standing at 46 percent in 2010, up from 43 percent the previous year. Organisations in Europe, the Middle East and Africa (at 56 percent) are more likely than those in the Americas (46 percent) and Asia Pacific (29 percent) to outsource HR functions. But what HR functions are global firms outsourcing? See the chart below. Source: HR functions currently outsourced by region PERFORMANCE MANAGEMENT 3% 3% 5% 4% COMPENSATION 6% 18% HRIS 6% 16% 18% BENEFITS 12% 41% TRAINING 18% 58% PAYROLL 42% 53% 69% RECRUITMENT 0 EMEA APAC AMERICAS D. Zachary Misko is Vice President, KellyOCG. The preceding was excerpted from a recent whitepaper released by KellyOCG. 20% 40% 60% 67% 71% 80% Companies need a vendor that is plugged into understanding their industry landscape, the competencies a candidate must have to succeed in their organisation, and the quickest way to beating their competitors to the best talent. 27% 27% 24% Companies also need to consider how they can best add value. The complexity of the HR landscape means that many HR professionals are becoming bogged down in transactional tasks, at the expense of more strategic priorities like acquiring A-level talent. Much of the work around hiring is largely tactical, but it is also increasingly complex and moving beyond the capacity of some HR managers. These are the types of jobs that are ripe for being outsourced. Outsourcing some of the functionality can free time and resources for HR people to start to look at how they are meeting more important and strategic corporate goals. Outsourcing providers should be able to demonstrate their sourcing strategy and capabilities, and provide long-term (two-plus years) client references to demonstrate their ability to sustain long term customers. If global solutions are important, seek a provider that has a global presence to ensure they can effectively adopt the global culture into your recruitment strategy. A provider that is present in all regions, has established relationships, and is visible in a large variety of markets is key. Everything, All the Time Yes, here's the most frightening truth of all: In order to find A-level talent and build your employer brand, you must be engaged and active in all of these tactics and opportunities simultaneously, around the clock. And let's be honest, if you had the time, money, resources and know-how to do this, you would already be doing it. Maybe you've tried some of these tactics to no avail. But chances are you need help. Increasingly, companies of all sizes are shifting focus to outsourcing the talent acquisition function. Recognising the need to take a more strategic approach to their role within the organisation, HR professionals realise they cannot (and should not) be all things to all people. This doesn't mean quitting or that the game is over. Outsourcing allows an organisation to manage and participate where needed, while still providing maximum flexibility. SUMMER 2011 | www.hroglobal.com [37] Global RPO Report. KellyOCG. 2010

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