Archives for November 2021

Experiencing rapid growth? Start here.

Experiencing rapid growth? Start here.

Content Team

Is your company in reaction mode, unable to hire in time to make the most of a new market opportunity? Or constantly scrambling to fill key staffing gaps, often at a significant cost and not getting the best hires? Is your staff worn down because they are always doing extra work to cover vacant roles? There’s a better way.

Step 1: Consider workforce planning

A robust workforce planning is your first step. Workforce planning is a strategic process that helps organizations anticipate future resourcing needs. A workforce planning aligns with your strategic plans, laying out staff numbers, locations, roles, and capabilities that will be required to meet your goals and ambitions. A workforce planning also outlines how to attract and recruit the staff you need, as well as how to tap into both obvious and hidden pools of internal talent.

There are 2 types of workforce plans.

  • Strategic Workforce Plan: aligns to the 3–5-year business plan. Today 3-year plans are more common than 5-year.
  • Operational Plan: aligns to the 12–18-month recruitment forecast.
three workers in outdoor meeting
Workforce planning is a strategic process that helps organizations anticipate future resourcing needs.

Step 2: Build your business case

Workforce planning is not a quick fix. Because it needs to be aligned to your business plan, you will need input and support from senior leaders in your company to make it successful. Build a compelling business case to win stakeholder buy in.

A great way to do that is to show some powerful metrics. For example, if the business finds it is taking too long to fill critical open positions, then it is possible to show how this high “time to fill” is adversely impacting the financial results of the company by way of missed revenues. Showing how revenue can be increased can provide a compelling argument. Below are some examples of triggers that indicate that a workforce plan could be beneficial:

  • High cost-per-hire
  • High time-to-fill metrics
  • High employee turnover
  • Significant company expansion
  • High employee demand in your market
  • Hard to achieve desired level of productivity within a reasonable timeframe
  • Company is slow to react to new business opportunities
  • Added pressure on current employees covering for open roles

Step 3: Gather the data

To calculate missed revenues, start by choosing a few roles where it’s easy to measure the value of 30 days of revenue-generating work (sales roles are often a good option). You can easily look at expected revenue from each sales resource and then extrapolate out the missed revenue by not filling that role. Remember, the value of those 30 days is what you will ‘earn’ by filling that role 30 days faster. Next, determine how many of these roles require filling each year. Multiply this by the 30 days figure to arrive at a hard-to-ignore revenue impact.

three workers at table on their laptops
A high “time to fill” is adversely impacting the financial results of the company by way of missed revenues.

Alternatively, you could look at the additional costs you are incurring by not having a proper workforce plan, such as the cost of over-using recruitment agencies or search firms to fill jobs. The cost-per-hire difference between you filling a job yourself (via your in-house recruitment team or RPO partner) versus the cost of doing so via a search firm can be large and may be significantly reduced with a robust workforce plan tied to the right resourcing plan and model.

Step 4: Implementation

Once the business case is complete, you need to find the most appropriate person to present it to the Executive Team to build their buy-in and support. Typically, this is the HRD or CFO. If the business case is done well, then adopting your recommendations should be an easy decision. By demonstrating the value and getting buy-in to workforce planning, you’ll position the company for better project success and create a company “habit” that will reap benefits for years to come. Aside from the data gathered from your business, these are some other helpful benefits of a workforce plan to help you build your case:

  • Agency spend reduction
  • Improved budgeting accuracy
  • Accurately defined roles attract better talent
  • Greater visibility into recruitment technology needs
  • Enhanced succession planning and internal mobility
  • Proactive talent pipelining of actual business needs
  • Anticipated costs before the recruitment process starts
  • Better positioned to execute new business initiatives successfully

Once you have approval and enter the implementation phase, it is critical that the plan is kept live and relevant by regular contact with senior executives to ensure any changes to strategies are understood and reflected in the workforce plan. Without this, ensuring a workforce plan matches the plans of leadership simply isn’t possible. Your CEO also needs to back the process, sending a signal across the business that workforce planning is both essential and valued.

Other possible partners of the workforce plan in your business are your finance and analysis experts. Finance can assist a keener understanding of tax, accounting, regulatory issues, and pro forma studies pertaining to different types of labor. The business analysis team can gather the data needed to assess internal attrition rates, time-to-fill statistics, the percentage of positions that remain open beyond a certain threshold, and other insightful workforce analytics guiding more informed decisions in different markets and geographical regions.

Step 5: Keep evaluating

HR and Talent Acquisition should review the Workforce Plan every three months, and meet with the formal Workforce Planning team (comprised of senior-level business stakeholders) every six months to keep them engaged in the process. Naturally, the workforce planning team would meet to respond to any major market changes or shifts in the business plan.

As you continuously evaluate the outcomes, analyze the workforce plan effectiveness along the way. Are roles being filled faster? Is retention improving? Are we achieving the expected results? Are we getting the necessary cooperation from the field? This way you’ll identify gaps and course correct as necessary.

two workers looking at laptop
HR and Talent Acquisition should review the Workforce Plan every three months

Some pitfalls to avoid in your workforce planning are:

  • External-Only Recruitment Focus
    Don’t forget the wealth of internal skill sets already in the company. A good process includes internal mobility, succession planning and professional development. Include internal employees in the recruitment plan.
  • No Budget for Training
    Part of Workforce Planning involves identifying internal talent you can move into key roles with some basic training. If no training budget exists, this internal talent cannot be leveraged.

Keen to get started?

While it is ideal to create a Workforce Plan that is truly company wide as it leverages talent and synergies across the entire business, this may not be possible for businesses embarking on this for the first time. In these instances, you may have to focus your energies initially in one business division to prove the concept before expanding the plan and actions across the entire organization.

Whether you are considering workforce planning, are at implementation phase, or have existing workforce plans, Hudson RPO has experience with workforce planning in different industries, markets, and businesses. Would you like to discuss your workforce planning? Get in touch today.

Hudson RPO

Content Team

The Hudson RPO Content Team is made up of experts within the Talent Acquisition industry across the Americas, EMEA and APAC regions. They provide educational and critical business insights in the form of research reports, articles, news, videos, podcasts, and more. The team ensures high-quality content that helps all readers make talent decisions with confidence.

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Hudson RPO APAC celebrates top 3 ranking

Hudson RPO APAC celebrates top 3 ranking

Kathi May

Hudson RPO APAC has ranked third in Asia Pacific in the regional Baker’s Dozen list of top RPO providers and has been recognised as number one for breadth of service in the region.

For the 12th consecutive year, Hudson RPO (NASDAQ: HSON) has been ranked among HRO Today magazine’s Baker’s Dozen list of top enterprise recruitment process outsourcing (RPO) providers globally.

The annual RPO Baker’s Dozen reflects the views of senior HR decision makers. The list is based on a survey of industry professionals, including RPO clients, who analyze and rank services offered across the market. The Baker’s Dozen survey is considered a leading global indicator of top recruitment outsourcing providers.

“We are incredibly honoured to make the Baker’s Dozen list and I am thrilled we are recognised as top 3 in APAC and number one in the region for our breadth of service. It is gratifying to know our clients benefit from our expertise in managing and transforming their permanent and contingent talent acquisition functions to improve business outcomes. It is also a testament to our team’s continued commitment to delivering world-class service to our clients. This recognition is especially rewarding as we continue to work in close partnership with our clients to help them manage unique personnel and business challenges related to the COVID-19 pandemic,” said Kimberley Hubble, CEO of Hudson RPO Asia Pacific.

Kimberley Hubble, CEO for APAC

“We are grateful for the loyal partnerships we have established with many extraordinary clients over the years, and we appreciate the dedicated community of HR professionals who have shared their experiences and insights for the Baker’s Dozen.”

Results of the Baker’s Dozen were based on a client satisfaction survey completed by 500 verified global customers who use recruitment outsourcing services. Respondents rated RPO providers on the overall breadth of service, deal size, and service quality.

About Hudson RPO

Hudson Global, Inc. is a leading total talent solutions provider operating under the brand name Hudson RPO. We deliver innovative, customised recruitment outsourcing and total talent solutions to organisations worldwide. Through our consultative approach, we design tailored solutions to meet our clients’ strategic growth initiatives. As a trusted advisor, we meet our commitments, deliver quality and value, and strive to exceed expectations.

For more information, please visit us at

Kathi May Headshot

Kathi May

Regional Director, Marketing & Employer Branding

Kathi leads Marketing and Employer Branding in APAC and is passionate about helping Hudson RPO clients attract, engage and retain top talent through innovative employer branding initiatives.  She works closely with the Client Solutions team to develop meaningful marketing strategies that promote the benefits of recruitment process outsourcing in delivering cost reductions, reduced time to hire and significant improvements in quality of talent, staff retention and recruitment service levels.

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The time to engage an RPO partner is now. Here’s why.

The time to engage an RPO partner is now. Here’s why.

Crystelle Reyes

Unpredictable times call for a trusted partner, a partner ready to scale up and down according to your hiring needs, providing you with the right talent where and when you need it. As we described in our previous articles, the recruitment industry is unlike it has ever been before. Climate change, vaccination strategies, remote working and The Great Resignation have called for businesses to adapt swiftly to compete for the best talent.

Attracting talent takes a holistic approach.

two women in meeting
At Hudson RPO, we reduced agency reliance from 92% to 7% for one of our clients.

New generations are entering the workforce. With different wants, needs, and aspirations than the generations before them, they will again transform the workforce. Gen-Z especially is asking more from employers than a place to work; employers need to answer questions about their commitments to creating equal opportunity, stances on social issues, and plans for the future. Alongside the unseen competition in the great resignation, companies need to offer a more holistic approach to recruitment, including their employer brand and benefits package.

A one-off strategy to quickly fill a role with the next available applicant is no longer enough. An RPO partner can offer a solution tailored to your needs that offers more than recruitment alone. The solution can include employer branding, data analysis, diversity & inclusion programs, early careers initiatives and more. Click here to read more about how Hudson RPO reduced agency reliance from 92% to 7% for one of our clients.

Industries are rapidly changing.

The COVID-19 pandemic has shown employers how quickly circumstances can change in light of a crisis and how quick adaptation is everything in such an event. With the COVID-19 pandemic not yet behind us, it is time for businesses to prepare for the next big transformation: climate change.

With energy transitions, new rules and regulations, and net-zero commitments becoming a competitive factor in winning customers and candidates, a significant shift in the market as we know it is approaching. Jobs might disappear in more traditional sectors, while new jobs will be created in modern ones, including renewables, food manufacturing, and agritech.

Industry changes call for a partner who can rapidly respond to your needs, whether to speed up or slow down hiring, adapt the recruitment process, and provide you with the latest market insights and industry expertise. At Hudson RPO, we helped our client of 12 years improve their strategy using a wealth of hiring metrics and data, click here to read more.

Long-term strategies win.

Recruitment is quickly associated with attracting talent, but recruitment takes on a more strategic role in business in the current market. Where attracting talent is becoming more time and resource-intensive, the focus in the recruitment industry is moving towards retention, learning and development.

Existing talent within your organization can disengage quickly without guidance, training, and opportunities for progression, even more so in unpredictable times where employees might reconsider what they find important. An RPO partner can help design consistent and effective onboarding processes across departments and regions; and advise on learning and development programs, leadership succession and internal mobility. Click here to read more.

co-workers in discussion
Existing talent within your organization can disengage quickly without guidance, training, and opportunities for progression.

Technology is advancing.

A successful recruitment strategy is increasingly intertwined with staying up to date with the latest technology and knowing how to use them to gain a competitive advantage. Newcomers in the social media space like TikTok and Clubhouse are transforming the candidate experience and opening new ways of sourcing. AI and Natural Language Processing are automating processes that now allow recruiters more time to spend on early engagement and delivering top-notch candidate experience across all touchpoints in the recruitment process.

The wealth of technologies and their advancements can be daunting to navigate, let alone invest. This is where Hudson RPO can advise on the technology that is right for your organization. Developing a partnership and a deep understanding of your business also allows an RPO partner to advise exactly where the technology should be implemented in the recruitment process, allowing you to focus on what’s most important: your candidates.

With 2022 just around the corner, there is much more to prepare for. Over the next month, we will share our insights for 2022 and how recruitment might change even further. Recognize any of the above challenges, or do you have questions? Click here to get in touch today.

Crystelle Reyes

Global Content Lead

Crystelle is responsible for our global content activity. Having started in the industry as a talent sourcer in the Hudson RPO academy, she has first-hand experience in recruitment strategies. In her role she combines this experience with her background in marketing to write and coordinate relevant content across our three regions.

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