We have been made aware that someone using the name ‘Scarlett from Hudson RPO’ has been contacting individuals about job opportunities.  This is a scam and does not emanate from any employee within our company.  Please refer to Scam Warning – Hudson RPO to learn more.

Content Team

Recruitment terminology 101: your guide to different types of hiring

Recruitment terminology 101: your guide to different types of hiring

Content Team

As you set out to find a talent partner or learn more about the talent industry, does it feel like it’s raining recruitment terminology?

Fear not: we’ve developed a glossary of recruitment lingo.

It’s designed to help you understand the staffing industry — no umbrellas or raincoats required.

Let’s get started.

Two Hudson RPO workers discussing recruitment
Recruitment terminology defined: browse this glossary of recruitment lingo to grow your knowledge of the staffing industry.

Temporary staffing

Temporary staffing agencies provide employees for short-term assignments. Temporary employees are typically included on the staffing organization’s payroll.

This option may be suitable when a new project arises. Or, it may be worth considering if you require a certain skill set for a designated period of time (such as the holiday season), and the need doesn’t justify a new full-time position.

Contract-to-hire

Some recruitment agencies will source and recruit for contract-to-hire roles. The contract-to-hire scenario allows both the employee and the hiring company to evaluate whether the candidate is a good match before the role becomes permanent.

A typical contract lasts about three months. The contract can expire if the match doesn’t suit the candidate and business. It’s important to note, however, that not all candidates are willing to leave a stable job for a riskier contract-to-hire scenario.

Direct (permanent) hire

Direct hires are for permanent, full-time positions. Permanent roles tend to offer company benefits.

Hiring a recruitment firm for a direct hire is ideal for unexpected vacancies. A recruitment firm can also help if your internal team lacks the time or resources to fill the role. It may also be a good solution for hard-to-fill roles.

The recruiting firm will be involved during the initial sourcing, recruiting, and hiring process. Once an offer is accepted, the employee is added to the client’s payroll.

Types of recruitment offerings

Recruiting also comes in different shapes and sizes to accommodate your varying candidate needs.

Read on to discover the standard types of recruitment offerings. These solutions can help solve your immediate hiring challenges, while laying the groundwork for longer-term growth.

team discussing employer branding around computer
Learn the different types of recruitment.

Contingent recruiting

With contingent recruitment more than one company competes to fill an open position for your company. The contingency organization collects a fee only if your company hires their candidate.

Contingent recruitment can be attractive to businesses due to the low initial investment. However, the placement fees are typically more expensive, and contingent recruiters are unlikely to take on hard-to-fill roles.

Since the contingent recruiter is financially motivated, the focus may lean towards candidate quantity over quality.

Managed Service Provider (MSP)

An MSP is an outsourced company that manages their clients’ temporary staffing programs.

MSPs provide a small team of recruiters or coordinators who manage all the requirements to ensure a smooth operation. This team will use a vendor management system (VMS), which is a technical platform, to run the program.

Large organizations that hire thousands of contractors and hundreds of staffing agencies typically MSPs.

Learn more about managed services.

Recruitment Process Outsourcing

Recruitment Process Outsourcing (RPO) agencies manage an organization’s permanent recruiting efforts enterprise wide, within a specific department or for a specific short-term project (such as hiring sales people for a new product launch).

RPO recruiters effectively become part of your company. They function as an extension of your team and may even be based onsite at your company’s offices.

The RPO team owns the design and execution of the recruitment process. They drive continuous improvement and assume responsibility for results. Companies of all sizes turn to RPO solutions for their scalability and flexibility. RPO solutions are also valued for their ability to disseminate best practices.

RPO can be delivered as a short-term project, or even as an end-to-end solution. Learn more about the differences between project RPO vs. end-to-end RPO.

Learn more about RPO services.

Recruitment tracking terminology

Recruitment tracking terminology is also nuanced. Whether you’re a talent sourcer, recruiter, or hiring manager, these phrases help keep everyone on the same page.

Using the right term for each step of the hiring process enables you to accurately track and report progress. This process can also help you identify gaps which may require further review or additional support.

With the right terminology driving the process, you can help ensure hiring targets are achieved and business partners remain satisfied.

Talent-pooling

This refers to market and talent mapping. A talent sourcer is typically responsible for talent pooling. This information is then offered to the recruiter or hiring manager.

When building a talent pool, the sourcer does not yet contact candidates. The list of possible candidates may be given to the onsite team, or another recruiter, for candidate screening.

Long-listing candidates

This is the list of candidates who have been screened by a talent sourcer. The sourcer will have identified these candidates as suitable for further consideration, typically by the on-site recruiter.

Short-listing candidates

This refers to the number of candidates from your long-list who are recommended to the hiring manager. The recruiter typically makes a recommendation on who to short-list.

Here’s an example of recruitment-tracking, phrase by phrase

The talent sourcer begins by building a talent pool. From the talent pool, she or he then identifies and screens 10 candidates. She or he identifies six as being suitable for the role. These six candidates are forwarded as a long-list to the onsite recruiter. Next, that recruiter decides to short-list five of them. Finally, these five candidates are recommended to the hiring manager.

If a talent sourcer is also managing the relationship with the hiring manager, the short-list and long-list numbers will be the same.

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.

Related articles

Project RPO for short-term hiring: discover the benefits in this video

Project RPO for short-term hiring: discover the benefits in this video

Content Team

Is the clock ticking on your short-term hiring? Power ahead, quickly and efficiently, with a project RPO solution.

Watch the video to learn more. Or, if you prefer, scroll down to read more about project RPO.

Project RPO for short-term hiring

Project RPO can boost your team in a variety of situations. For example, perhaps your company is launching a new product or service. Meanwhile, you urgently need a top-flight sales team to get the product to market. Project RPO can help you find the top sellers to successfully hit the market in time.

Or, perhaps you’re experiencing a hiring backlog because of business expansion or industry-wide talent shortages. Project RPO can address these challenges.

Project RPO is also suitable if you’re:

  • building a talent strategy
  • developing your talent database for future hires
  • about to try an end-to-end solution, and want to test-drive RPO

RPO projects can launch super quickly, in as little as three weeks! A typical project lasts around six months.

Learn more about Project RPO here.

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.

Related articles

Discover the value of RPO and total talent: Sharp’s story

Discover the value of RPO and total talent: Sharp’s story

Content Team

As an experienced HR Director for Sharp, Justin Hooper fully understands the challenges of competing for talent while creating efficiencies.

Sharp logo

But it is possible. In this video, Justin reveals how Sharp achieves these outcomes and more.

Whether you need to respond to hiring volumes in flux, or are exploring how to improve talent processes, hear from Justin why recruitment process outsourcing (RPO) is worth considering.

In this video, you’ll discover how RPO:

  • Lifts the bar on talent (00:12)
  • Fits into the business culture (01:15)
  • Improves talent processes (01:46)

You’ll also get advice on:

  • Considering RPO (02:56)
  • Dealing with RPO implementation concerns (03:19)
  • Building an RPO business case (04:24)
  • Selecting an RPO partner (05:03)

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.

Related articles

Designing a candidate-centric experience: Sharp’s story

Designing a candidate-centric experience: Sharp’s story

Content Team

When it comes to recruiting top talent, a seamless candidate journey is key.

After all, the recruitment process works both ways: candidates are developing a lasting impression of your business, as much as you are developing one of them.

With that in mind, the candidate journey needs to be efficient and lean, of course, but it also needs to include meaningful interaction at key touch points.

Hear from Justin Hooper, HR Director at Sharp, as he reveals Sharp’s approach to attracting great talent through a candidate-centric experience.

This video is for HR and talent leaders who want to explore the benefits of:

  • An applicant tracking system (00:13)
  • A careers microsite (01:21)
  • Employer branding and accessibility (02:36)
Sharp logo

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.

Related articles

Competing for talent in today’s market: Sharp’s story

Competing for talent in today’s market: Sharp’s story

Content Team

When it comes to operating a lean talent model, there’s no shortage of challenges.

The number of roles you need to fill can fluctuate greatly. Different languages might be needed today, but the requirements could look completely different tomorrow.

While the list goes on, a common theme emerges: to meet the challenges of today’s workplaces, flexibility is paramount.

In the following video, you’ll meet Justin Hooper, HR Director for Sharp, as he explains how Sharp is building a stronger, more agile business, despite these challenges.

Sharp logo

This video is for talent leaders who want to gain a better understanding of how:

  • The talent market is shifting (00:13)
  • Psychometric assessments improve hiring (00:58)
  • Great talent can be discovered with extra support (01:39)
  • Business challenges can be solved with sourcing (02:13)
  • Analytical reporting inspires trust (03:14)

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.

Related articles

Recruiting women in the workplace: a leadership gap

Recruiting women in the workplace: a leadership gap

Content Team

Recruiting women in the workplace, and promoting them as leaders, continues to be a key business challenge for many enterprises worldwide.

Just ask Jenny Milner, a talent resourcing manager for Hudson RPO. Jenny delivers talent solutions for InterContinental Hotels Group (IHG), one of our key clients.

She recently participated in a panel of senior women IHG leaders. During the event, Jenny was asked: “What is the best advice you would offer women who want to excel in their career?”

Her answer, she says, is simple: Believe in what you do and say.

Jenny Milner, a talent resourcing manager for Hudson RPO
Jenny Milner, a talent resourcing manager for Hudson RPO, says self-belief is key to career success.

“Men will typically look at a job title and feel they are the right fit,” Jenny says.

“Women, on the other hand, will read a job ad. They’ll then call to ask questions about the job. If they have any doubt in their ability to perform all aspects of the role, they won’t apply.”

Nurturing self-belief is key to recruiting women in the workplace, particularly at senior levels.

Promoting more women in senior roles

Women comprise just under 40 percent of the global workforce, according to 2018 data collected by the World Bank.

This represents an overall upward trend for Europe, the Americas, and APAC, since 1990.

However, there’s still work to do in terms of placing more women in senior management leadership positions.

Women in an office
Global trends reveal a gap in the number of women vs. men in senior management.

Women are underrepresented at senior levels, according to the 2018 LeanIn.org and McKinsey Women in the Workplace study. Within corporate America, as an example, for every 100 men promoted into management, only 79 women became managers.

This inequality is hitting the talent pipeline.

According to the study:

“If companies continue to hire and promote women to manager at current rates, the number of women in management will increase by just one percentage point over the next ten years. But if companies start hiring and promoting women and men to manager at equal rates, we should get close to parity in management—48 percent women versus 52 percent men—over the same ten years.”

Financial performance links to gender diversity

Companies must act on the opportunity to improve gender parity in management. Financial performance links to these metrics.

Average relative returns increase in correlation to gender diversity, according to research by Morgan Stanley. And profits grow by six percentage points for companies whose executives number at least one in three. That’s according to the Peterson Institute for International Economics. You can learn more about both insights here.

Beyond financial performance, there exist plenty of more reasons to act. Diverse representation is known to drive employee engagement, which in turn drives the bottom line. Gender representation also helps ensure diversity of thought when it comes to problem-solving and innovation, both of which are key to success in a crowded market.

Progress and perseverance

Across regions and countries, various efforts are helping to reduce the gender pay gap. A range of anecdotes illustrate how the dial is starting to shift, says Leah Burdick, vice president of global marketing for Hudson RPO.

In the United States, for example, some states and localities now prohibit recruiters from requesting salary history. Meanwhile, California has become the first US state to require at least one woman to serve on the board of a public company.

Canada, for its part, trails the US in terms of gender diversity at board-level. Given the nature of that economy, a deeper commitment to diversification is required of smaller firms and the resource sector.

Iceland offers a notable example of outcome-driven compliance and equality. In an effort to eliminate the gender pay gap by 2022, Iceland recently made it illegal to pay women less than men. Iceland continues to rank No. 1, worldwide, for gender pay equality.

Leah says: “These examples open our eyes to the work that remains to be done in terms of placing more women in senior roles. That begins with supporting women to achieve their professional goals from the start of their career.”

Discover a range of strategies to improve gender diversity in the workplace.

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.

Related articles

Download our Latest Guide