Five myths of supplying talent through a third-party provider model

5 myths of supplying talent through a third-party provider model

ThorsTen KoleTschKa

A guide for third-party talent managers and suppliers

/02

“Suppliers that play a proactive part to deliver genuine talent supply chain management to clients in assisting third-party Program Offices will undoubtedly position themselves best for growth opportunities across multiple client programs.”Teresa Carroll, SVP & General Manager, KellyOCG

Is this paper for you?

Whether you are a recruiter, an HR outsourcing firm or a niche talent supplier, this paper outlines

the key issues and misconceptions of delivering your service through a third-party versus directly

to an employer.

While many talent management agencies still provide their services directly to clients, third-party

programs are becoming more common in developed and rapidly emerging economies. The

“third-party” model for managing talent falls into a number of different categories, including

those managed by Managed Service Providers (MSP), Master Vendors (MV), Recruitment Process

Outsourcing providers (RPO) and Business Process Outsourcing providers (BPO). Regardless

of what the model is called, the experience of being a supplier within these models can be

significantly different to sourcing and managing talent directly for the client/employer.

Many suppliers have genuine concerns about operating through a third-party, and too few

third-party management firms understand these concerns and how to proactively address them.

Regardless of how you are providing talent to a client and where you sit in the talent supply chain,

this paper will assist in understanding how to deliver maximum value within a third-party model.

IntroductIon /03

/04

Talent supply chain

Management (TscM): Is a

proactive approach to securing

and optimising talent supply

and services through all input

channels. It integrates the

management of both the

permanent and contingent

workforces to determine the

optimal mix and strategic value

of all human capital within

the organisation.

Program office (for talent

management): This is the

people, processes and

technology set up by an MSP, MV,

BPO or RPO provider to conduct

talent sourcing and management.

It is the structure through which

all HR/recruitment suppliers

are managed.

Managed service Provider

(MsP): A company that takes

on primary responsibility for

managing an organisation’s

contingent workforce program

and the various sourcing models

within it. Typical responsibilities of

an MSP include overall program

management, reporting and

tracking, supplier selection and

management, order distribution,

and consolidated billing.

Direct talent supply: This is

when individual recruitment

and HR companies work

directly with an employer to

provide talent sourcing and

management services.

Master Vendor (MV): A staffing

supplier that takes overall

responsibility for providing

clients with temporary staff. All

orders will usually go first to

the master supplier to either be

filled or distributed to secondary

suppliers. Sometimes a master

supplier will not only provide

a significant portion of the

temporary staff working at the

employer’s site but also manage

an organisation’s contingent

workforce program.

recruitment Process

outsourcing (rPo): A third-

party specialist that undertakes

all or part of the end-to-end

recruiting process for clients/

HR departments. It is often

focused on recruiting permanent

members of a workforce.

Definitions

Business Process

outsourcing (BPo): the

outsourcing of specific business

processes or functions to a third

party based on concrete results

or milestone plans rather than

on time and material (often back-

office functions such as HR,

IT and some customer service-

related tasks).

Why do clients outsource their talent management to

Program offices?third-party

/05

Organisations make the decision to implement third-party talent management solutions with the central aim of improving the quality and the efficiency of their business.

Typically, a Program Office (under an MSP, MV, BPO or RPO agreement) will be tasked with:

• Improvingtheaccesstocriticalandsought-aftertalentthroughtheactivemanagementand

development of the supplier network

• Enhancingthereporting,performancemeasurementandoperationalanalyticsofatalent

acquisition and utilisation solution

• Aligningaspecificserviceorprocesswiththebroaderstrategicobjectivesoftheorganisation

• Strengtheningprogram-levelgovernance,transparencyandriskmanagement

• Managingchangealongsideexistingbusinessdemands.

Why do clIents outsource theIr talent management to thIrd-Party Program offIces? /06

<10% of leaders outside of North America are satisfied with their access to the right talent for thejob.

The frustration of talent supply is widespread

/07Why do clIents outsource theIr talent management to thIrd-Party Program offIces?

Talent supply and the Program Office.

The need to compete in a global marketplace—where access to the right skills at the right price

is now a critical capability—means more organisations are seeking innovation in the way they

recruit and manage talent. The creation of third-party Program Offices to manage talent supply is

a growing trend in most developed (and rapidly emerging) markets around the world.

This is largely because:

• Globalaccesstotalentiscomplexandconstrained,requiringdetaileddemographicand

psychographic analysis

• Accesstoahighernumberofnichetalentpoolsisoftenrequiredtomeetskillshortages.

• Clientsareunderincreasinginternalscrutinytobalancetheneedforoperationalefficiency

and cost savings in some categories with the need to adapt process to drive effectiveness

and responsiveness in other categories. The access to and quality of talent is now a core

competitive issue.

There is a range of benefits that talent sourcing and management suppliers can access when

working as part of a third-party Program Office. Here, we explore the common myths of working

through a Program Office versus maintaining a direct relationship with clients/employers.

If Program Offices and suppliers are to achieve the talent management outcomes clients are seeking, these are the myths they must proactively address and overcome.

Buyer adoption of RPO/MSP

80%

2007

MSP

MSP

RPO

RPO

2009 2011 2013 (p)

60%

40%

20%

0%

50%

40%

30%

20%

10%

0%

Myth 1

/08

“Losing the direct client relationship will harm my business.”

If a recruitment or talent management supplier has previously worked directly with their client, moving to a relationship with a third-party talent management Program Office can seem like a “demotion”.

Often, suppliers work hard to develop strong relationships with their clients across all levels of

the organisation—from the sales team, account executives and recruiters right through to the

managing director. On the surface, the “disintermediation” of these relationships could appear to

limit the growth of the supplier’s business.

However, all parties involved must remember that the key reason clients outsource their

recruitment and talent acquisition functions is to allow them to focus squarely on their core

business. Therefore, the same logic can, and should, be applied to suppliers in the talent

supply chain.

Developing a strong sales capability naturally draws focus and resources away from the core

business of finding, securing and deploying talent. If Program Offices can remove the need for

suppliers to do this, more focus can be placed on the talent management and sourcing outcomes

myth 1: “losIng the dIrect clIent relatIonshIP WIll harm my busIness” /09

“If suppliers adapt to a third-party set up

as they do with any of their clients, an MSP

can truly be a door opener to more business

especially for smaller niche suppliers.”

Van nguyen, Pauwels consulting

that the client is seeking. This will only occur, however, if the following issues within the new

relationship are proactively addressed:

• Eachsupplierunderstandsthebusinessgoalsandobjectivesoftheclientandhowtheycan

support productivity and efficiency goals

• Suppliersareprovidedwithclearguidelinesandexpectationsregardingtheirengagement

with the Program Office

• Allsuppliershaveaccesstotherightinformationanddatatoassisttheminaddressing

performance issues in a timely way.

All suppliers in the network must develop a shared understanding of where and how each

organisation’s strategy overlaps with the others, and how they can address gaps and capture new

opportunities. Ultimately, it is in the Program Office’s best interests to strengthen those suppliers

in the network because a strong supplier base is a key competitive advantage they can and

should deliver to the client.

/10myth 1: “losIng the dIrect clIent relatIonshIP WIll harm my busIness”

“There was a time that I agreed with this but

once it is properly managed and structured it

may not harm the business.”

Michael o’Brien, PeGlobal

STRATeGy TIP fOR SuPPlIeRS wORKInG wITh PROGRAM OffICeS:

When suppliers develop the same approach to managing their relationship with the Program

Office as they would with the client, and they build strong relationships at all levels, they will

maintain strong visibility regarding their growth opportunities with the client through a third-party

model.

Suppliers that wish to actively “sell” their business in a third-party arrangement should consider

waystodemonstrateandshowcasetheircapabilities.Considerdevelopingyourowncasestudies

of specific recruitment outcomes that could be used by the Program Office. Far from eroding

your competitive edge, this can cement your business as a thought leader and also offers added

valueinhavingyouaspartofanysuppliernetwork.Considertoothatyourthird-partyprovider

will likely have diverse relationships with other clients and demonstrating a solutions-oriented and

innovative approach can lead to further opportunities.

/11myth 1: “losIng the dIrect clIent relatIonshIP WIll harm my busIness”

“Whilst maintaining a direct client relationship

seems instinctively right, we have found that

supplying through vendor neutral MSP models

increases supplier performance transparency,

resulting in high-performing suppliers

increasing their reputation and breadth of

supply with the client.”

John Kirby, sentinel

/12

Myth 2“We will not have a clear view of what the client really needs.”

Knowledge is power. Suppliers that lose the direct access to the client often feel they are losing access to knowledge and that this will impact their ability to perform well.

However, clients often seek to establish Master Vendor or MSP programs to improve transparency

and reduce siloed access to data. RPO and BPO programs are often tasked with standardising

access to knowledge to ensure a more level “playing field” for suppliers.

Everybusinessthatmanagesmultiplesupplierrelationshipsknowsthatperformancevaries.

Understanding why this occurs, and what the barriers to success really are, is critical to any high-

performing HR outsourcing arrangement.

EventhoughdirectaccesstotheclientisoftenremovedfromindividualsupplierswhenaProgram

Office is established, access to the right knowledge to ensure high performance from suppliers

should improve, not deteriorate. This will only occur, however, if the following conditions are met:

1. The Program Office must regularly share relevant client information in a comprehensive way to

enable suppliers to understand and adapt to the changing requirements of the client, and to

fully comprehend the impact those changes will have on their workforce plans.

2. The Program Office must provide thorough briefs or requisitions for candidates that are

properly researched and matched to client needs as they evolve.

myth 2: “We WIll not have a clear vIeW of What the clIent really needs.” /13

“With respect to understanding client needs,

supplying through an MSP model is of

course no different to supplying through any

centralised recruitment function such as a HR

department or recruitment team. In recent

years we have found that communication

channels have opened and we have enjoyed

greater access to clients’ line managers

and more frequent and enlightening

briefings on clients’ businesses. A good

communication structure and information

culture is key to a successful third-party

provider model as it simply takes us one

step closer to a system that works.”


3. The Program Office must have a process to deliver regular, timely and consistent feedback to

all suppliers on key metrics, including the quality of candidates.

4. Suppliers must be willing to engage in conversations with the Program Office to provide

feedback on market demand and supply of talent.

Data should be used proactively to drive continuous improvement when Vendor Management

or Applicant Tracking Systems are used effectively. Suppliers and Program Offices should look

togeneratereportsthatwillassistsupplierstomakecontinuousimprovementsandadjusttheir

recruiting approach (which will result in higher fulfilment rates). Importantly, the timing of reporting

is the main issue here—waiting for a regular report may be too slow. Data should be used in a

timely way to inform the entire supply chain and to deliver a better result.


Take a second look at the ways in which information is shared between your organisation and the

third-party Program Office. How can this be improved? What data could be shared to ensure the

quality and timeliness benchmarks of talent requisitions are met?

myth 2: “We WIll not have a clear vIeW of What the clIent really needs.” /14

“A clear benefit that a good program office

can add is the setting of the rules that will

ensure the full visibility to all suppliers.”

Kieran coughlan, life science consultants

/15

Myth 3“Agoodsupplierjustdoesthe jobwithoutaskingquestions.”

Maintaining a focus on consistent learning and innovation is a central challenge for those managing any supply chain, including the talent supply chain.

Nowadays, clients consistently challenge third-party Program Offices to improve the speed and

veracity with which learning is absorbed by supplier networks. This is a complex task, particularly if

we consider that talent supply networks now often have the following characteristics:

• theydrawontalentpoolsthatareglobalinscope

• theyincludeanincreasingnumberofnicheproviderswithspecificaccesstouniquetalent

communities

• theyoperatewithinthecontextofdecliningtalentpoolsinkeymarkets(inpartduetothe

ageing population and rapid development in key growth economies)

• theyneedtoadaptrapidlytochangingregulatoryenvironmentsaswellaschangingbusiness

strategies and their related talent solutions

• supplierbusinessmodelsarechanging;brickandmortaroperationsandcentralisedmodels

co-exist in most talent supply chains—each delivering their own unique value propostion

With the complexity of many client talent requests increasing, and the pressure on talent

strategies to deliver higher performance at lower cost, third party Program Offices must take a

leading role in educating and motivating their supply chain to change and innovate.

myth 3: “a good suPPlIer just does the job WIthout askIng questIons.” /16

“Knowing what the right questions are

is a competitive advantage.”


Ideally, a central aim of a Program Office should be to educate suppliers to develop a clear talent

accessstrategythatsupportstheclient’sbusinessobjectives.Often,thisisthedifferencebetween

suppliersbeingabletoprovideclientswithtalent,notjustpeopletocompletethescopeofwork.

Managing on-going change to talent supply as well as dynamic regulatory environments requires

a higher level of insight to ensure that every talent decision is a quality decision. And clearly, this

requires suppliers to engage in more dialogue, not less.

A culture of innovation and continuous improvement is a goal that Program Offices should set

within their supplier network. If suppliers outperform, that performance and the associated

learning should be leveraged by the entire network. We live in a growing “sharing” economy,

where reputation and knowledge are everything. How supplier networks leverage knowledge for

the benefit of the whole will become an increasingly relevant issue for high-performing supply

chains. Awards and recognition programs are a key element of many successful centrally managed

supplier programs, simply because great ideas improve the performance of the entire network.


“Selecting the best candidates for a particular

requirement can be quite nuanced. Balancing

skills, experience, personality, availability and

cost involves compromise and to achieve the

best possible compromise we may need to

ask a few questions. On occasions, we may

simply be conveying legitimate questions

and concerns from candidates, which should

be given some consideration as candidate

engagement can make a big difference to the

success of a hiring process.”



Undertake systemic, regular gap analyses of your own talent demand and supply. What is

changing? What insights are you obtaining from candidates that might change the way you source

anddeploytalentthattheProgramOfficeshouldbeawareof?Criticallyanalysingthechanging

dynamics in your own talent pipeline and proactively providing them to your third party Program

Office can ensure the client’s expectations are not only well-managed but exceeded and potential

issues or bottlenecks are raised early. Rising wages for specific skill-sets, decreasing availability of

specific skills and declining candidate quality are all issues that must be strategically addressed

before they limit suppliers’ ability to access and deploy talent to the client. Suppliers are thus

asked to engage in more dialogue, not less.


Myth 4“The business strategies of individual suppliers are irrelevant.”

/19

Many suppliers already understand their clients operate in an increasingly fast-paced and complex business environment, yet few suppliers nor managed service providers task themselves with providing a “total” solution regarding their talent supply, hR processes and project workforces.

The changing global marketplace is a challenge for clients to navigate, and third-party solutions

with the right supplier networks will have an increasing role in helping clients see their way

through their transition to flexible, operational models. If suppliers and third-party providers’

Program Offices are going to be able to deliver this, they will need to share and invest in each

other’s growth to strengthen and ensure talent supply in the right areas at the right price. Then,

they will be able to offer the total solution that more clients are seeking.

To do this, suppliers need to develop a clear strategy that aligns with the clients’ business

needs too.

Implementing new processes and systems, or finding new pools of labour are expensive ways

tosolvepotentiallysimpleproblems.So,suppliersandProgramOfficesmustmakeitajoint

myth 4: “the busIness strategIes of IndIvIdual suPPlIers are Irrelevant.” /20

“Open conversations and mutual

understanding are the key to a

successful collaboration.”


responsibility to find out where these opportunities already exist and where they will grow well in

advance.Theymustconsiderjointquestionssuchastheseonaregular,ongoingbasis:

• Whatdatadoyouhavethatcanofferamorerelevantviewofyourorganisationalcapabilities—

beyond what you are delivering to this particular program?

• Wheredoyouhavestaffthatareunder-utilisedandcouldberedeployedacrossthenetwork?

• Whatadditionalservicescanweoffertheclienttogether?

• Wherecanwereducecostsandriskstotheclient?

• Wherecanyourdeliverycapabilitiessupportactiverevenuegenerationorimprovedtalent

utilisation for the client?

• Howcanclientsbenefitmostfromyourknowledgeregardingrecentmarketratesand/orthe

latest talent demand and supply developments?


Seektomeasureandimproveyourownefficiencyinmorethanjustfinancialterms.Clientsmay

be willing to spend more to attract a specific type of talent if process efficiencies can be found

elsewhere. Or, if they understand that there is a need to invest into the creation of talent pools for

their most critical roles. Looking for ways to align your own business strategy to resolve current

or emerging issues for the client are critical for success over the long term and can assist you in

making the right investment decisions.

myth 4: “the busIness strategIes of IndIvIdual suPPlIers are Irrelevant.” /21

“The business strategy of a

supplier is the key to success.”

Michael o’Brien, PeGlobal

Myth 5“I don’t invest in talent, the client does.”

/22

while it may be every supplier’s job to understand the talent market they are operating within, few consider themselves to be genuine investors in talent.

Most suppliers see themselves as access points for talent, but do not recognise how critical it is for

them to invest in talent development independently (or at least ahead) of client requests.

Access to quality talent is now consistently the key benchmark for clients. Although speed of

requisitions will always be a highly visible metric, quality outcomes are gaining more attention.

This is why those suppliers that are operating in niche and low-supply markets must develop

longer-term relationships with talent—especially as the most critical roles in five years from now

maynotevenexistasajobtoday.So,accessingandcombiningtherightskill-setsforfutureclient

needs is becoming a critical business advantage. This is the only way to ensure suppliers have

access to the right talent with the right skills when client requests are made. If suppliers receive

the right feedback on the performance of their candidates from the third-party Program Office,

they can use those insights to assist talent to fit better with client requirements going forward.

Coachingcandidatestohelpthemperformwellduringtheselectionprocessisjustoneexample

of “developing” talent, yet there are many others. The opportunities to develop talent in a cost-

effective way will depend entirely on the market and the type of talent required, but it can include

strategies to tap into emerging talent pools, including migrant diasporas and alumni networks.

myth 5: “I don’t Invest In talent, the clIent does”. /23

“We invest in the full lifecycle of our

talent, which enables us to build strong

relationships especially as most of

our talent works at client sites.”

Van nguyen, Pauwels consulting

Helping candidates to improve specific “soft” skills, including language and communications

skills, may provide access to candidates with excellent technical expertise who may be missing

out on opportunities. Where suppliers can assist to improve soft skills—either by providing advice

or making strategic alliances with other training facilities—they will have a competitive edge

that clients need.

If suppliers expand their reach and access to talent, they will clearly have further growth

opportunities with the current client, or with other clients that the Program Office

organisation manages.


Look for strategic alliances with other organisations that may assist new talent pools to

differentiate themselves. Or, consider expanding your own offering as an organisation to deliver

higher quality candidates to the market. By gaining the right feedback on individual candidate

performances you should be able to address quality issues regarding talent suitability with a

relatively small resource investment.

myth 5: “I don’t Invest In talent, the clIent does”. /24

/25

“Maintaining a focus on consistent learning and innovation is a central challenge for those managing any supply chain, including the supply chain of ‘talent’.”John healy, VP, Talent Supply Chain Strategist, KellyOCG

/26

where to from here?

1. Define your unique position within the talent supply chain

Talent is still the key differentiator inside every business, every third-party managed talent solution

and every supplier—and that is why suppliers of talent remain most critical to organisational

success.

To ensure consistent, ongoing access to talent as a differentiating capability, clients have started

to build their unique talent supply chain strategies: This means, they are taking a proactive

approach to securing and optimising talent supply and services through all input channels

including the best suppliers. It is fundamentally about integrating the management of both the

permanent and contingent workforces to determine the optimal mix and the strategic value of all

human capital within the organisation.

Successful suppliers have already positioned themselves within these talent supply chains and

with third-party providers that proactively manage them. As a matter of fact, the client can

leverage a strong talent position across every market they operate in. When suppliers collectively

understand the fundamentals of each individual talent supply chain and position themselves with

their unique value proposition as part of one integrated framework, their service offering to the

end client is compelling.

Where to from here? /27

/28

Talent Supply Chain Management

Operations

human Resources

Procurement

wORKfORCe AnAlyTICS

STRATeGIC wORKfORCe

PlAnnInG

c o r P o r a T e

s T r a T e G I c

P l a n

Temporary Staff

Service Providers

(SOW)

Full-Time Employees

Alumni, Retirees

and Interns

Independent Contractors/Freelancers

Talent Supply Chain Management

Where to from here?

Therealstrengthofanintegratedtalentsupplychainsolutionisnotjustthatitprovidesreliable,

just-in-timeaccesstotalent,butthatitcanbeadjustedtomeetthechangingneedsofclients.If

cost savings are required, the model responds. If a higher level of skill in one area is required for a

shorttime,theapproachisadjustedtoaccessit.

When the right people have the right conversations about talent, and they match their needs

to the overarching program strategy, they can truly optimise talent supply through all input

channels.Thisensurestheclientmeetstheirstrategicobjectives,andthisiswhatstrengthens

the competitive position of all suppliers within that network. For more on Talent supply chain

Management visit kellyocg.com

2. Make strategic investments in relationships

The quality of relationships between suppliers and the overarching Program Office is what makes

or breaks the outcomes for clients.

Suppliers should make strategic investments in talent and their access to it, while Program Offices

should make investments that remove barriers to suppliers in achieving these outcomes. The

Program Office should look to take the information, administrative and sales burden away from

suppliers to ensure they can concentrate fully on their core strength of talent acquisition.


http://www.kellyocg.com

The right relationships must be developed so that suppliers and those in the Program Office

work as consultants to each other. For example, recruiters should closely interact with the Vendor

Management Specialists (those in charge of order flow), while account managers should work

closely with the Program Office Managers. Both tiers of the supplier framework should have

executive sponsorship and visibility, and this united front should be the basis upon which the

client’s business can grow, become more efficient and innovate.

Bothpartiesmustfocusondoingwhattheydobest,andthisiswhatthegrowthtrajectoriesof

both organisations should be tied to.

3. Know what a high-performing program looks like

Someofthekeyissuessuppliersshouldconsiderwhenjoiningorengaginginaspecificprogram

include the following:

1. how many suppliers are/will be in the program? An unusually high number of suppliers

can be the sign of a poorly performing Program Office or a client unwilling to change to

the new rules of the talent market. Often, having more suppliers increases the cost structure

of the program and limits the ability of suppliers to fill a profitable share of orders. A

successful program is a sustainable one where suppliers can deliver efficiencies while still

making the profit they need to make to grow, innovate and deliver excellent service.


2. how will requisition requests be made and how targeted will they will be? Job titles

and labour categories need to be targeted to the right suppliers in the right locations to

ensure the suppliers have a good opportunity to fulfill them.

3. What is the margin risk? To achieve maximum efficiency, suppliers need to have control

over their margins. Suppliers should know if the margins will be calculated as a mark-up

rate or a bill rate before committing to a program. This transparency will help determine if

supplier efficiency will also improve supplier profitability.

4. how tailored will the program be? Where it makes financial sense, suppliers should be

able to align their service delivery model to the needs of the program(s). This can entail

anything from dedicating resources to service third-party managed accounts, aligning

compensationplanstotheobjectivesoftheprogram,ormakingadjustmentstorecruiting

plans and account management structures. The greater the ability for suppliers to respond

to the program, the better.


Client organisations want and need a broader, more holistic view of their talent supply and demand. They need to know how (and if) various talent strategies will help them meet their business objectives.

As a result, the evolution in the supplier-client relationships continues, and now third-party

ProgramOfficesaretaskedwithimplementingaTalentSupplyChainManagementapproachwith

the help of all suppliers within their talent sourcing and management network.

In high-performing programs, suppliers benefit from the continued guidance and consultancy

delivered by their third-party workforce solutions partners, which has proved to deliver economic

impact to the bottom line of the best performers and qualifies them for additional opportunities

within existing or new programs.

Clearly,theproactivemanagementandoptimisationoftalentsupplytomeetthebusiness

strategy is what clients need. However, this can only occur when all links in the chain of talent

supply understand how responsive their strategies need to be.

conclusIon /32

Whether you are a direct supplier to a client now, or you already work through a third-party

Program Office, addressing these key strategic issues in the business models of each organisation

will ensure a better outcome for all.

After all, a well-managed third-party program can be a secure, supportive environment for new

investments in talent and in expanding the reach and scale of individual suppliers. Suppliers that

play a proactive part in assisting third-party Program Offices to deliver genuine talent supply chain

management to clients will then undoubtedly have access to growth opportunities across multiple

client programs.

/33

Did we miss the point? Do you agree/disagree? what are your personal experiences when engaging through a third-party provider model? And what can be learnt from them? we are genuinely interested in your feedback and invite you to further conversations. Please contact us at [email protected] with “5 myths” in the subject line.

conclusIon

mailto:suppdevelopteam%40kellyservices.com%20?subject=5%20myths

http://www.thestaffingstream.com/2013/05/13/getting-the-most-value-from-your-msp/

http://www.staffingindustry.com/eng/Research-Publications/Publications/Staffing-Industry-Review/

November-2012/Straight-Talk

http://www.thestaffingstream.com/2013/01/10/beware-the-auction-effect/

http://www.best-management-practice.com/gempdf/Business_Benefits_of_P3O_Implementation_

White_Paper_Jan2010.pdf

reFerences /34

http://www.thestaffingstream.com/2013/05/13/getting-the-most-value-from-your-msp/%20

http://www.staffingindustry.com/eng/Research-Publications/Publications/Staffing-Industry-Review/November-2012/Straight-Talk

http://www.staffingindustry.com/eng/Research-Publications/Publications/Staffing-Industry-Review/November-2012/Straight-Talk

http://www.thestaffingstream.com/2013/01/10/beware-the-auction-effect/

http://www.best-management-practice.com/gempdf/Business_Benefits_of_P3O_Implementation_White_Paper_Jan2010.pdf

http://www.best-management-practice.com/gempdf/Business_Benefits_of_P3O_Implementation_White_Paper_Jan2010.pdf

aBouT The auThor

thorsten koletschka is director emea supplier development and takes care of our strategic

supplier development in emea. he focuses on building strong relationships with our supplier

community in order to serve as its voice within kelly and drives respective innovation and constant

improvement initiatives to ensure joint successes within our clients’ talent supply chains. Prior to his

current role, he held different business development, marketing and practice lead roles since joining

kelly in 2007 and has more than 10 years of experience in different management and consulting roles

within the hr/education sector.

eXIT

aBouT KellyocG

KellyOCG® is the Outsourcing and Consulting Group of workforce solutions provider Kelly Services, Inc. KellyOCG is a

global leader in innovative talent management solutions in the areas of Recruitment Process Outsourcing (RPO), Business

Process Outsourcing (BPO), Contingent Workforce Outsourcing (CWO), including Independent Contractor Solutions,

Human Resources Consulting, Career Transition and Executive Coaching, and Executive Search.

KellyOCG was named in the International Association of Outsourcing Professionals® 2013 Global

Outsourcing 100® list, an annual ranking of the world’s best outsourcing service providers and advisors.

Further information about KellyOCG may be found at kellyocg.com.

For more thought leadership go to talentproject.com

http://www.kellyocg.com

http://www.talentproject.com

Five myths of supplying talent through a third-party provider model

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Transcript of Five myths of supplying talent through a third-party provider model