Global Rpo Report 2009

8/9/2019 Global Rpo Report 2009

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caReeR tRansition& oRganisationaleectiveness

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Think ouTside.

global RPo

RePoRT 2009


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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

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http://prevpage/http://prevpage/


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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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6/24

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.

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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).

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APAC

EMEA

AMERICAS

0% 10% 20% 30% 40% 50% 60% 70%


17/24


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%


19/24


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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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%


20/24


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,

just under a quarter, indicated that

average cost o recruitment is 500

Euros to 1,000 Euros (US$700 to

US$1,400).

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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


21/24

The ThRee mainPRioRiTies oF RPo aReReduCing Time To

hiRe, loweRing CosToF ReCRuiTmenT, andinTegRaTing mulTiPlesouRCing Channels.


22/24


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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02 exctvr

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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

01 Prc

02 excuivsummry

03 a prf rspndns

04 th rcruiinchn

05 g hirininnins

06 Inrnrcruimnuncins

07 th dcisin usurc

08 esiminh r cs rcruimn

09 Rspndns

cunry rsidnc

10 auspnsrs
http://www.kellyocg.com/http://www.hroa.org/http://prevpage/http://www.kellyocg.com/http://www.hroa.org/http://prevpage/


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Global Rpo Report 2009

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