global rpo report 2009
TRANSCRIPT
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RecRuitmentpRocessoutsouRcing
businesspRocessoutsouRcing
contingentwoRkoRceoutsouRcing
HumanResouRcesconsulting
caReeR tRansition& oRganisationaleectiveness
executiveseaRcH
Think ouTside.
global RPo
RePoRT 2009
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01 (3)Prc
02 (4-5)exctv r
03 (7)a prf rpt
04 (810)T rcrt c
05 (1113)g r tt
06 (1415)itr rcrttct
07 (1619)T ct trc
08 (20)ett t rct rcrtt
09 (22)Rpt ctr rc
10 (23)at pr
g1 (7) Number o employeesg2 (8) Hiring challenges, by regiong3 (9) Conditions slowing hiring, by regiong4 (10) Conditions slowing hiring, by sizeg5 (11) Plan to hire 100+g6 (11) Plan to hire
g7 (12) Main job categories to be lled,2008 and 2009
g8 (13) How organisations plan to userecruitment rms
g9 (14) Number o internal recruitmentsta, by size
g10 (15) % o recruitment team solelyrecruiting
g11 (16) Outsourcing part or all o theHR unction, by region
g12 (18) Provider selection criteria
g13 (19) Outsourced hiring programexpectations
g14 (19) Why rms dont outsourceg15 (20) Average cost per hire
globalRPo RePoRT
2009
rh
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global RPo RePoRT 2009 | 3
Following on rom the
outstanding eedback rom the
2008 survey, it gives us great
pleasure to introduce the Global
RPO Report 2009.
This survey was conducted in the
nal quarter o 2008, a time o
great tumult and change across the
worlds employment markets. As
we write this preace, each week
brings dramatic announcements o
sta redundancies rom a wide range
o iconic global businesses. Much
o the world is in recession, and
business condence shows no signs
o evening out in the short-term.
This survey then, represents a
view o a rapidly shiting trend at
a unique snapshot in time. Clearlymany organisations 2009 sta
hiring strategy and needs will be
dramatically impacted by the current
environment. Just how dramatically
remains to be determined.
C-Ptr sr, Vc-Prt, Ctr excc RPo, koCg
Rcr J. Crp, g exctv drctr, hRoa01 r
Despite the short-term gloom, there
are some undamentals which this
research seems to reinorce. The
awareness o RPO continues to
grow throughout the world, with a
pronounced lit in the Europe, Asia &
Middle East (EMEA) and Asia-Pacic
regions. And whilst stang volumes
will be signicantly impacted by the
crisis, the strategic intent o many
organisations remains ocused on thelonger-term.
When the current events pass, as
they will, the war or skills and talent
shortages will return in even more
dramatic orms. HR departments
which have been downsized in the
lean times will be overwhelmed
with the complexities o identiying
and onboarding the quality and
quantity o talent they need to uel
their companys renewed growth.
The value recruitment process
outsourcing can play in such an
environment to enable organisations
to respond rapidly will be, i anything,
even more pronounced.
That is why, even in the current
climate, there remains a recognition
and underpinning sense o
undamental shit towards the
strategic outsourcing o recruitment
processes. As we move through
this downturn, it seems likely that
the rate o movement towards this
model will accelerate as companies
who have weathered the storm
seek to capitalise on their
growth opportunities.
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02 ry
The Global RPO Report
2009, now in its second year, was
carried out by Kelly Outsourcing
and Consulting Group (KellyOCG)
and the HROA in September
and October 2008 to continue to
explore the views and practices
related to recruiting and recruitment
process outsourcing (RPO) among
global business leaders. Our 614
respondents were a global set, at
companies ranging in size rom ewer
than 1,000 employees to more than
50,000 and representing a spectrumo industries.
Last year we noted that the buoyant
world economy was having a
negative impact on recruitment, as
70 percent o respondents reported
recruitment diculties. The recent
global economic situation appears
to be having, expectedly, impact, as
well, with many ewer respondents
(54 percent) experiencing recruitment
diculties. The EMEA region is aring
worst with 67 percent reporting
experiencing hiring troubles.
A shortage o skilled sta is the key
recruiting challenge or many (82
percent), signicantly outstripping the
next closest challenge, uncompetitive
salary (35 percent). Challenges that
slow the hiring process are much
less clear. Whilst more than hal o
respondents point to quality o hire,
the next most commonly cited brake
on the hiring process are broadly
spread: time to hire (37 percent),
cost to hire (28 percent), and hiring
manager satisaction (27 percent).
In comparing results rom the 2008
and 2009 studies, hiring is expected
to all o in the coming year; those
anticipating hiring 100+ permanent
employees have allen rom 43
percent to 36 percent. However,
2009 still looks to be an active hiring
year, with a similar percentage o
organisations expecting to engage in
recruiting/hiring.
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02 The majority o respondents 66 percent are currently using
recruitment rms, down rom 2008s
78 percent. EMEA organisations,
at 78 percent, are much more
likely than their American and Asia
Pacic counterparts to make use o
recruitment rms, as are the largest
employers those with 50,000+
employees 85 percent o which are
using recruitment rms.
By ar the most common use o
recruitment rms is or sourcing,
screening and testing, with over 90
percent o these respondents making
use o those services. Hal o these
respondents are using these rms
or reerence checking. Two thirds o
those using recruitment rms ll less
than a quarter o their job vacancies
that way. EMEA organisations,
however, make the greatest use o
these rms; 42 percent say they use
them to ll between a quarter and
hal o vacancies.
Less than hal o respondents (43
percent) say they are outsourcing part
or all o their HR unction. Among
those who are outsourcing HR
unctions, recruitment and payroll are
most common, at 65 percent and 54
percent respectively.
Familiarity with RPO appears to be
on the rise; 62 percent say they are
amiliar or very amiliar with RPO
versus 56 percent last year.
Just under a quarter o respondents
say they are outsourcing all or part
o their recruitment process. This
experience is most common in
EMEA (35 percent), ollowed by
the Americas (23 percent) and the
Asia Pacic region (17 percent).
RPO is also much more common in
companies with 50,000+ employees,
40 percent o which report engaging
in RPO.
The three main priorities o RPO
are reducing time to hire, lowering
cost o recruitment, and integrating
multiple sourcing channels.
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FamiliaRiTy wiTh RPoaPPeaRs To be on The Rise;
62 PeRCenT say They aReFamiliaR oR VeRy FamiliaRwiTh RPo VeRsus 56 PeRCenTlasT yeaR.
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03 rf rd
The survey was undertaken
by Kelly Outsourcing and Consulting
Group (KellyOCG) and the HROA
in September and October 2008
to continue our exploration commenced the previous year - o
the attitudes and practices o global
organisations relating to recruitment
generally and recruitment process
outsourcing (RPO) specically.
The respondent pool is truly global,
with 41 percent located in the
Americas, 37 percent in the Asia
Pacic region and the remaining
22 percent in EMEA. Respondents
generally have a national role within
their organisations 70 percent say
their role is mostly national, whilst
30 percent say their role is mostly
multinational. Not surprisingly,
nr p
46%
12%
34%
8%
1
Just under hal o the respondents (46
percent) represent organisations with
ewer than 1,000 employees, and
about a third work in organisations
o 1,000 to 10,000 employees. The
remaining 20 percent work in the very
largest organisations those with
more than 10,000 employees.
The results represent views rom
a broad spectrum o industries,
including Proessional Services,
Manuacturing, IT&T, Banking &
Finance, Health, Retail/Wholesale,
Government
Education, Bureau/Outsourcer,Transport, Construction, Utilities,
Insurance, FMCG / Consumer
Products, Hospitality, Non - Prot /
Religious Organisations.
European respondents are more
likely to have multinational roles
than their American or Asia Pacic
counterparts; hal all the European
respondents report having a
multinational role, as compared to
29 percent o American respondents
and 20 percent o Asia Pacic
respondents.
Most respondents (61 percent) are
responsible or only one country,
and just under a third (28 percent)
are responsible or 2 to 10 countries.
Only 11 percent are responsible or
11 or more countries. For the most
part respondents have responsibility
or recruiting within their own regions,
with only 18 percent o respondents
overall saying they have global
recruiting responsibilities. EMEA
respondents are the most likely to
have global recruiting responsibility
(26 percent), ollowed closely by
American respondents (22 percent)
and then Asia Pac respondents (9
percent).
Less than 1,000
1,000 to 10,000
10,000 to 50,000
More than 50,000
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04 h rrh
Just over hal o all
respondents (54 percent) say they
are experiencing diculties in
recruiting sta. This number is down
airly signicantly rom last years 69
percent who indicated they were
having diculties in hiring.
At the same time, the data point
out potential regional dierences in
recruiting challenges. Less than hal
o respondents in the Americas (43
percent) say they are experiencing
diculties in recruiting sta, whilst
60 percent o Asia Pacic and 67
percent o EMEA respondents
indicate recruiting challenges.
A shortage o skilled sta is by ar
the most signicant reason cited or
recruiting diculties, beating out the
next closest challenge (uncompetitive
salary) by more than two times. Whilst
respondents in all regions agreed
that the skilled sta shortage was
a signicant challenge, American
respondents ranked uncompetitive
salary the lowest o all challenges
(with 19 percent selecting it), below
location and the current recruitment
process.
hr c, r2
Americas
APAC
EMEA
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Shortage of skilled staff
Salary uncompetitive
Location
Current recruitment processes
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
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04
Respondents cite a variety o
challenges that are slowing the hiring
process, the most common o which,
quality o hires, at 54 percent is the
only one selected by more than hal
o all respondents. Following that,
challenges include, time to hire (37
percent), cost to hire (28 percent),
hiring manager satisaction (27
percent), perormance monitoring
(21 percent), quality o recruiters (18
percent).
Whilst there is general agreement
among respondents rom dierent
regions as to the main inhibitors
to hiring, quality o hires is a more
signicant problem in the Asia Pacic
region than it is in the Americas
or EMEA, time to hire is a more
signicant problem among EMEA
respondents, and poor processes is
more signicant among American
respondents than it is or respondents
in other regions.
Ct r, r3
Americas
APAC
EMEA
Quality of hires
Time to hire
Hiring manager satisfaction
Cost to hire
Quality of recruiters
Performance monitoring
Poor processes
Technology effectiveness
0% 10% 20% 30% 40% 50% 60%
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05 hr
The impact o the current
global economic situation can be
seen in the anticipated number o
hires in 2009 versus the prior year.
In 2008, 43 percent o respondents
anticipated hiring more than 100
permanent employees; in 2009,
that number dropped to 36
percent. Likewise, the percentage
o respondents who say they plan to
hire more than 100 temporary and
graduate employees also dropped
rom the 2008 to the 2008 survey,
rom 33 percent to 20 percent and 18
percent to 13 percent respectively.
However, whilst the number o
anticipated hires appears to be
declining, respondents anticipate
an active hiring year, with those
expecting to make some number
o permanent and graduate hires
increasing over the prior year.
Unlike last year, and again not
surprising given the economic
challenges o the past year, the
anticipated hiring ocus or 2009 is
in replacing existing positions, rather
than lling new ones.
Nearly hal (48 percent) o
organisations are recruiting or ve or
ewer locations; EMEA rms are most
oten (84 percent) recruiting or one
to 10 locations, whilst both American
and Asia Pacic rms are more
broadly spread rom one to 20-plus
locations.
P t r6
Permanent
Temporary
Graduate
0% 20% 40% 60% 80% 100%
2008
2009
P t r 100+5
Permanent
Temporary
Graduate
0% 10% 20% 30% 40% 50%
2008
2009
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05 As we ound last year, when askedabout the job categories they will ll
in the next year, the top categories
are business operations support
and mid-level executives, both at 74
percent o all respondents, although
in general slightly lower numbers
than the prior year.
The majority o respondents (66
percent) use recruiting rms to aid
in their hiring eorts, although this
number is down slightly rom last
years 71 percent. Organisations
in EMEA are more likely than their
counterparts in the Americas or
the Asia Pacic region to call on
recruiting rms to aid them 78
percent o EMEA respondents versus
67 percent o American and 59
percent o Asia Pacic respondents.
Larger rms, too, are more likely
to seek the assistance o recruiting
companies than are their smaller
counterparts; just over hal o the
smallest rms (ewer than 1,000
employees) use recruiting rms, while
85 percent o the largest (more than
50,000 employees) do.
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m j ctr t f, 2008 20097
2008
2009
Senior Exec
Mid-level
Business Ops Support
Administrative
Contact Centre
Trades
Other
0% 20% 40% 60% 80%
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05
O those organisations that use
recruiting rms, 90 percent use them
or sourcing, screening and testing,
and hal use them or reerence
checking.
Two thirds o the companies that
use recruiting rms say they ll 25
percent or ewer vacancies through
third-party providers. Just as EMEA
organisations are more likely to make
use o recruiting rms, they rely on
them to ll more positions as well;
the highest percentage o EMEA
respondents (42 percent) say they
ll between a quarter and a hal o
all vacancies through third-party
providers.
Most organisations 83 percent
will use cross border recruitment
to ll up to 25% o their vacancies.
Only 7 percent will use this method
to ll more than 50 percent o their
vacancies.
h rt p t rcrtt fr8
Sourcing, screening, testing
Reference checking
Applicant and recruitment performance tracking
Vendor management
On-boarding
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
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Our 2009 survey ound
that slightly ewer than hal o
the respondents (49%) have
decentralised recruitment processes,
and another 43% are centralised,
whilst 4% are outsourced. (The
remainder use a broader hybrid o
arrangements.) American and EMEA
organisations ollow similar patterns
with more reporting decentralised
recruitment. Asia Pacic rms are
most likely to have centralised
recruitment unctions (56 percent)
and least likely to outsource
(1 percent).
Most recruitment departments
(61 percent) in our survey are
operating with ve or ewer internal
recruitment sta. Its no surprise
that internal recruitment size grows
as organisation size grows; nearly
three quarters (73 percent) o rms
o 50,000+ employees are have 20+
recruitment sta.
Similarly, decentralised organisations
generally have larger recruitment
sta sizes, but that dierence is likely
owing to the act that larger rms are
more likely to be decentralised.
06 rrr
nr tr rcrtt t, z9
1 to 5
6 to 10
11 to 20
More than 20
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1,000 to 10,000
10,000 to 50,000
More than 50,000
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
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06
Respondents indicate that they use
a wide range o technologies to
source and track candidates. The
most popular are online applications
and assessment (73%) and applicant
tracking (66%) programs, both o
which are used more than twice as
oten as the next most common
technologies.
Not only are many recruiting
unctions limited in size, but ew
HR/recruitment sta are dedicating
signicant time to recruitment
unctions. The highest percentage
o respondents 37 percent say
less than 10 percent o their internal
HR/recruitment team perorm
recruitment duties only. On the
opposite end o the scale, 20 percent
o respondents say they have HR/
recruitment sta that are dedicated to
recruitment duties 75 to 100 percent
o their time. This is oten the case
with larger organisations, 36 percent
(the highest total percentage among
rms o 50,000+ employees) o
whom say 76 to 100 percent o their
internal HR/recruitment team perorm
recruitment duties only.
% rcrtt t rcrt10
Less than 10%
10% to 25%
26% to 50%
51% to 75%
76% to 100%
0% 10% 20% 30% 40%
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07 h d r
Our survey asked
respondents about their use o
any outsourcing within their HR.
According to their responses, less
than hal (43 percent) are outsourcingpart or all o their HR unction.
These numbers vary signicantly
by region, with EMEA rms (at 63
percent) considerably more likely
than American (46 percent) and Asia
Pacic (27 percent) organisations to
be outsourcing HR unctions.
The most commonly outsourced
HR processes among respondents
who do outsource are recruitment
(65 percent o those outsourcing HR
unctions) and payroll (54 percent
o those outsourcing HR unctions).
These two HR unctions are more
than twice as likely to be outsourced
as are any other.
Familiarity with recruitment
outsourcing in particularly appears
to be on the rise. Whilst last year
56 percent o respondents were
amiliar or very amiliar with RPO,
this year that number has climbed
to 62 percent. Still 9 percent (aboutthe same as last year) are not at all
amiliar with RPO; the remaining 29
percent are somewhat amiliar with
it. Familiarity is somewhat higher in
EMEA (69 percent) and the Americas
(66 percent) than in the Asia Pacic
region (53 percent).
otrc prt r t hR ct, r11
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APAC
EMEA
AMERICAS
0% 10% 20% 30% 40% 50% 60% 70%
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07 The largest rms (more than 50,000employees) are more likely to be
amiliar or very amiliar (53 percent)
with RPO than are smaller rms,
which range rom 32 percent to 38percent.
Among all respondents, 24 percent
say they are outsourcing some part
o the recruitment/hiring process.
Those numbers vary signicantly by
region, with 35 percent in EMEA
saying theyre involved in RPO, while
23 percent o American respondents
and 17 percent o Asia Pacic
respondents say they are involved in
outsourcing recruitment or hiring.
With 40 percent saying they are
engaged in recruitment/hiring
outsourcing, the largest organisations
are about twice as likely as smaller
ones to be outsourcing in that area.
About a third o those who are
outsourcing recruitment/hiring
processes are doing so as part o a
larger HR outsourcing contract.
A little over a third (36 percent) o
those who are engaged in RPO areoutsourcing company wide. Other
than that, their organisations are
using RPO in a wide variety o ways,
with just over a quarter saying they
are using RPO in the ollowing job
types: administrative, contingent,
temporary, business units, and
proessional. Firms are least likely to
be using RPO to recruit graduates.
When asked about uture plans,
across all respondents, 48 percent
say they would consider outsourcingrecruitment processes. O those not
currently outsourcing any part o
their recruitment process, 41 percent
say they would consider it; those
numbers do not vary signicantly
by region. However, the larger the
organisation, the more likely they are
to consider RPO, with 35 percent o
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07 the smallest rms and 47 percent othe largest rms saying they would
consider it.
Interestingly, o those who say theyare currently outsourcing recruiting,
nearly a third (31 percent) say they
would not consider outsourcing
recruitment in the uture. The vast
majority o the largest companies
that are currently outsourcing would
consider it in the uture (90 percent),
but that number drops to two-thirdso all companies smaller than
50,000 employees.
The recruitment processes
organisations would consider
outsourcing in the uture are not
signicantly dierent than those that
are currently outsourced, with theexception that twice as many would
consider outsourcing recruiting or
the business unit than currently do
Prvr ct crtr12
(26 percent considering versus
13 percent currently outsourcing).
As we ound last year, recruiter quality
(77 percent), industry knowledge(63 percent) and cost (53 percent)
were the top three criteria or
selecting an RPO partner.
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Recruiter quality
Industry knowledge
Cost
Years of RPO experience
Technology
Global Reach
International
0% 10% 20% 30% 40% 50% 60% 70% 80%
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07 The majority o organisations(86 percent) would expect a partner
to speed hire times i they outsourced
their hiring programs, ollowed next
by lowering the cost o recruitment
(69 percent). Program expectations
all o ater that, with less than hal
(46 percent) expecting partners to
integrate multiple sourcing channels,
just over a quarter (29 percent)
looking to the vendor to manage
or limit the number o third-party
providers, and less than a quarter
(21 percent) seeking to gain access to
technology.
Among those who would not
consider outsourcing recruitment,
nearly three-quarters (74 percent)
say outsourcing is unnecessary
because they are condent in their
own capabilities. The next most
commonly reported reasons rms
do not outsource recruitment are
because outsourcing is viewed as
too expensive (41 percent) and or
internal cultural issues (35 percent).
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otrc r prr xpctt13
w fr t trc14
Not necessary as we do a good job ourselves
Outsourcing is too expensive
Internal cultural issues
Unable to measure the financial benefits
Lack of internal expertise
Knowledge of outsourcing
Unable to identify a good potential outsourcing partner
0% 10% 20% 30% 40% 50% 60% 70% 80%
Faster time to hire
Lower cost of recruitment
Integrate multiple sourcing channels
Manage or limit number of third party providers
Gain access to technology
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
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global RPo RePoRT 2009 | 20
08 h
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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,
just under a quarter, indicated that
average cost o recruitment is 500
Euros to 1,000 Euros (US$700 to
US$1,400).
avr ct pr r15
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500 to 1,000
1,001 to 1,800
1,801 to 2,500
2,501 to 3,500
3,501 to 5,000
5,001 to 10,000
More than 10,000
0% 5% 10% 15% 20% 25%
Euros
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The ThRee mainPRioRiTies oF RPo aReReduCing Time To
hiRe, loweRing CosToF ReCRuiTmenT, andinTegRaTing mulTiPlesouRCing Channels.
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global RPo RePoRT 2009 | 22
09 rd ry
rd
Argentina
Australia
Austria
Belgium
Brasil
Bulgaria
Canada
Chile
China
Czech Republic
Cuba
Denmark
Egypt
France
Germany
Greece
Guatemala
Hong Kong
Hungary
India
Indonesia
Iraq
Ireland
Israel
Italy
Japan
Luxembourg
Macedonia
Malaysia
Mexico
Morocco
Netherlands
New Zealand
Nigeria
Norway
Philippines
Poland
Qatar
Romania
Russia
Saudi Arabia
Singapore
Slovakia
South Arica
South Korea
Spain
Switzerland
Taiwan
Turkey
United Arab Emirates
United Kingdom
United States
Venezuela
Vietnam
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03 a prf rpt
04 T rcrtc
05 g rtt
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10 atpr
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global RPo RePoRt 2009 | 23
10 about thesponsors
Ky oCg RPo Prcic
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
efciency, while attracting the highest
calibre o talent to organisations.
HRoa
The HROA is the defnitive
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.
kyc.cm hr.r
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eXiT
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