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RPO invaluable tool that saves time and money
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“The RPO model really works! We saved over a million dollars each year in recruiting costs and our hiring time dropped from seven weeks to just seven days.”
So says Mike Russell, who adopted TalentPoint’s RPO recruitment approach during his time as Manager of EDS’ Solution Centre in 2005.
Mike was responsible for resourcing projects undertaken by the EDS Solution Centre, during TalentPoint’s 3 year RPO engagement from 2002 to 2005. He says this was a fairly challenging time for EDS.
“We had about 700 staff in the centre, both permanent and contract. When we had a vacancy to fill, we tended to use traditional recruiting agencies, which became expensive in terms of both time and money.”
He says managers were spending 10 to 14 hours on each hire and they all had different processes.
“A manager with a team of 20 people might have to fill six or seven positions at one time, so in a lot of cases they were spending more time on hiring new people than managing the team they had.”
Using the TalentPoint RPO model the hiring time for each placement was cut to less than two hours of effort per manager.
Mike says one of the main benefits of RPO is having an on-site recruiter dedicated to just one client.
“We found that we didn’t always get the best solution from traditional agencies. We knew they were looking after competitors as well, so we sometimes felt the best person for our job may have gone to our competitors.”
“Because our on-site TalentPoint consultants were fully dedicated to us, they were able to build a pool of pre-qualified, suitable candidates which we could access any time.”
As a result, the time to hire dropped from up to seven weeks to between seven and 10 days.
“Working on projects for different clients meant we always had deadlines to meet. If we were a person short it could potentially hold up the whole project, which meant paying for project resources which we may not have been able to recover.
“With TalentPoint RPO we had the reassurance of having the right people available at the right time. We could give the on-site recruiter the details of a vacancy and the skills we wanted, and she would sometimes have a short list to us on the same day.”
Mike says that RPO was also invaluable for improving business processes.
“We knew at any time what recruitment activity was underway. Because of the performance and activity reporting, we were better able to make informed decisions.”
From the outset, Mike knew that TalentPoint’s RPO model made good business sense.
“I believe that recruiting should always be a business activity, not an HR activity. It’s about getting the solution we want quickly and efficiently and freeing up managers’ time so they can manage.” |
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Herald Jobs online reported the following interesting stats for [month, year] compared to October last year:
- increase in people looking for a job with total HHI of less than $20K (25% above the market proportion)
- increase in people looking for a job with total HHI of$60K-$80K (11.7% to 13.3%)
- more domestic workers, labourers visiting the site
Herald Jobs online receives 143,096 unique browsers per month.
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TalentPoint LTD – Head Office
Level 1, Economous House
4 Bond Street, WELLINGTON
Phone: 04 494 8595
Fax: 04 496 5209
Email: info@talentpoint.co.nz or craig.mcgrory@talentpoint.co.nz
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Executive elite available through TalentPoint
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TalentPoint
director
Ron Stuart |
Organisations facing change, or facing up to the difficult economic climate, can tap into a wealth of organisational and management knowledge to help them through with TalentPoint.
TalentPoint offers an executive services consultancy which has business improvement strategist Ron Stuart at its helm.
“We have now identified and attracted a swathe of top executives who are available to provide assistance to organisations who require additional leadership and strategic firepower,” he says.
“In my view we have the best executive consultancy capacity, with a management background, in the New Zealand environment.”
Each of the consultants on Ron’s books have senior management experience across three key areas; organisational investment and portfolio delivery, strategic provisioning and organisation development.
“In the current economic climate every new appointment must be scrutinised, but particularly those at executive level. Executives are often the brain of an organisation, making crucial judgments which can define if a business flourishes or flounders,” Ron says.
“However, companies still need to deliver value at a thought leadership level and this is even more important now. When hiring for key strategic roles you should look outside the old recruiting models and tools.”
These strategic experts are at the heart of Ron’s new consultancy model which focuses on linking leaders and thinkers, such as those people who consult for TalentPoint, with the organisations and companies that need their services.
He has also extended the model to encompass other businesses and professionals in information technology developing collaboration relationships with other Software as a Service (SaaS) providers in the organisational capability development space in what he terms a “Cloud Ecosystem”.
“We are finding areas of expertise where other organisations are really good and we don’t want to reinvent the wheel, so we are working with these businesses and partnering or collaborating where there are synergies.”
Collaboration is crucial across all TalentPoint’s services but particularly its executive arm.
Working with a consultant who can offer specialised high-level input can boost an organisation’s top table with the skills it needs to plan or see through an identified goal.
Essentially, this service is all about accessing New Zealand’s executive elite, he says.
“But it need not be limited to elite organisations. Now, this level of leadership and management is available to anyone – through TalentPoint.”
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| GardenWebster director, Crispin Garden-Webster |
How many deep thinking leaders do we have in New Zealand who can articulate the connections between where we want to be and how we are to deploy the knowledge, skills and processes required to get there? Creating a future or just letting it happen is a conscious choice; a choice to live in our own future or one decided by someone else.
These are fundamental change challenges that need leaders with ‘bottle’, vision and a high tolerance for ambiguity. Who is stepping forward for this possible future and what are we doing to create robust sustainable channels for leadership development?
Our future depends on managing a balance of fragile systems; our precious natural environment, our social and political systems and our economy. A breakdown in any one of these systems will dramatically impact on the others. Converting these opportunities into reality will not be about cost minimisation and cringing risk management, it will be about leaders engaging and managing the delivery of our capability.
Looking up and out, globalisation has seen the evolution of multi and supranational organisations. Technology and media means that there is increasing transparency on what organisations and their leaders are doing. Even in the constrained environment of the current recession, economic influences and information technology continues to blur the boundaries of national sovereignty and multinational board rooms. Of the 100 largest economies in the world 50 of them are Corporations. Climate change, recycling, saving energy and other green initiatives are now also commonly featured in the performance indicators of organisations and individuals.
This is where the leader thing really has traction. We need leaders from public private and the voluntary sectors who can describe the future as close up and who can place the status quo at a distance where it doesn’t block our view. We need to let go of any anxiety about trying to predict the future and move instead to deciding what future we actually want to create.
Successful leaders love results. They focus on outcomes and consciously or subconsciously give people opportunities to learn and grow. They do not micro manage the work, they give people room to take responsibility and they are as interested in the people as they are in the process.
When you think about the leaders you have worked with, one or two may come to mind as people who played an important role in your development. It may have been in a positive context – constructive actions that have shaped your own approach or it may have been in a negative context – “whoa, I’ll never behave like that when I move into a leadership role”.
When you ask effective leaders what has been important in their development; they talk about leaders they have worked with and the personal and professional challenges they have faced and overcome. Somewhere along the line their boss or their boss’s boss took a risk with them for the sake of their learning. Whatever the story – it’s all about stories; these effective leaders can point to at least one or two examples that are sharp in their memories as points of departure to a new level of confidence. Think about it... this probably resonates with your own experience.
Many of us have been stirred listening to a successful leader tell their story; regrettably far fewer of us have had the opportunity to actually work for one – an experience that can be both inspirational and life changing. The evidence for this is easy to find, just ask people and those who have had this experience can recount almost to the word some of the conversations that marked the way along their leadership path.
Let’s be clear on something... It’s not saying that courses and programmes aren’t helpful. There are times in one’s career where it is valuable if not vital to go back into a formal learning space to learn new models, to be exposed to fresh thinking and to network with peers. Indeed, the common experience reported by people working through executive programmes and education, is the value of intensive learning in the company of other managers and their shared experience. Leadership learning is a profoundly social activity.
Click here to read full article.
Overhauling redundant recruitment processes could save the health sector up to $30 million dollars a year, a research paper written by TalentPoint has found.
The paper examined the potential savings that could be made if the recruitment process outsourcing (RPO) model was used across the sector.
TalentPoint director Craig McGrory says the Ministry of Health has saved more than $2.5 million over two years by using the RPO for hiring in three business units within its Information Directorate.
“The RPO model takes ownership of the whole hiring process and places a recruitment consultant onsite. The consultant has access to a database of potential candidates which means less administration for the employer and a better quality list of more suitable candidates.”
Craig says the real savings come from not having to pay per placement as per the traditional style of recruiting.
“With RPO you’re hiring for an organisation, rather than against a vacancy. Which means organisations with high-turnover like distribution and manufacturing, those with high cost per hire such as IT, and those that require skills that are difficult to find will benefit most from a RPO model,” says Craig.
Click here to learn more.
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