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

How RPO partnerships help leaders deliver an agile recruitment function

by

  • Blogs & Articles

How RPO partnerships help leaders deliver an agile recruitment function

Content Team

A “Support Function” RPO allows in-house recruiters to be
more strategic and business focused

Your organization relies on you to deliver top talent in a way that enables business success. To best achieve this, consider a “Support Function” Recruitment Process Outsourcing (RPO) partnership. This solution allows the perfect approach to your Talent Acquisition (TA) function through a hybrid of in-house TA and an outsourced team, which enables you to scale resources as the business needs and create the agility required to be successful in today’s uncertain market.  

A Support Function RPO can take over necessary, but time-consuming tasks, such as sourcing candidates, handling complex interview scheduling, and overseeing administrative tasks associated with recruiting and pre-boarding talent.  

Consider the ways a Support Function RPO could help drive improved outcomes in your TA function and the overall business:  

  • Sourcing qualified candidates (both active and passive job seekers): You’ll be presented with talent who best fit the role – no more sifting through non-relevant resumes.
  • Positive candidate and hiring manager experience: RPO partners can provide a consistent and positive experience for both candidates and hiring managers, which will help improve your employer-of-choice status and convince top talent to join your company.
  • Elevate your in-house recruiters: With functional tasks handled for them, your recruiters will be enabled to engage hiring managers and the business in a new and more strategic way, driving better outcomes. Spend your time on sharing strategic market intelligence and building deeper relationships that result in improved talent selection and onboarding of new talent.  
  • Geographic breadth: No matter where your organization needs qualified candidates, a Support Function RPO can provide you with on-the-ground intelligence and connections to quickly ramp up teams and get to business faster and more efficiently.
  • Diversity, Equity, and Inclusion (DE&I): Studies show that a diverse workforce is more productive and efficient. Your RPO partner can deliver a diverse slate of candidates for every engagement.  

We’d love to give you a no-cost, no-commitment consultation to find the best approach for your organizational and talent needs.

Contact us to start the conversation 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.

Follow Hudson RPO on LinkedIn

What is RPO?

Learn More

What is MSP?

Learn More

Related articles

Hudson RPO Named One of ‘America’s Greatest Workplaces’ by Newsweek

by

Tampa, Fla., June 24, 2024 – Hudson RPO has been named as one of America’s 500 best places to work in Newsweek and Plant-A Insights Group’s second-annual ranking of America’s Greatest Workplaces. This recognition highlights Hudson RPO’s commitment to creating an exceptional work environment and fostering employee engagement, even amid a challenging economy.

“At Hudson RPO, we believe that a great workplace is the cornerstone of our success,” said Jake Zabkowicz, Global CEO of Hudson RPO. “Being named one of America’s Greatest Workplaces is a testament to our ongoing efforts to cultivate a positive and engaging work environment. Our employees are the driving force behind our achievements, and we remain dedicated to supporting their growth, well-being and satisfaction.”

To compile this year’s list, Newsweek and Plant-A Insights Group interviewed more than 250,000 U.S. employees, generating more than 1.5 million company reviews across 78 individual sectors. The survey explored key aspects of the workplace, including compensation and benefits, training and career progression, work-life balance and company culture. Hudson RPO’s strong performance in these areas is a clear indicator of its successful employee engagement strategies.

In addition to the survey, the ranking considered each company’s online reputation, diversity and inclusion ratings, and reviews of senior management. Hudson RPO’s consistent positive ratings in these categories demonstrate its commitment to fostering an inclusive and supportive work environment.

According to Nancy Cooper, the Global Editor in Chief at Newsweek, the companies featured in this ranking are noted for their ability to foster environments where employees feel valued and motivated. As a result, these organizations often enjoy stronger client relationships and higher retention rates.

“We are honored to be recognized alongside other leading companies that prioritize their employees’ needs and well-being,” said Zabkowicz. “This accolade reinforces our commitment to creating a workplace where our team members can thrive and achieve their full potential.”

About Hudson RPO

Hudson RPO is a leading global provider of flexible and scalable recruitment solutions. We service all levels of client organizations, from entry-level to the C-suite, focusing on mid-market and enterprise-level organizations worldwide. Taking a consultative and collaborative approach, we partner with talent acquisition, HR, and procurement leaders to build diverse, high-impact teams and drive business success. Learn more at hudsonrpo.com.

Media Contact

Tracy Kurschner
Global Communications Manager, Hudson RPO
[email protected]
612.309.3957

Counteroffers and Job Satisfaction: Insights from Hudson RPO’s Latest Survey

by

Tampa, Fla., July 11, 2024 – A new Hudson RPO survey reveals that many professionals are skeptical about how effective counteroffers are in convincing them to stay in their current role.

When asked if they would stay at their current job if offered a counteroffer, a staggering 73% of respondents said no.

The survey explored the effectiveness of counteroffers in detail. While 57% of respondents had received a counteroffer when they announced their intention to leave, only 27% found it sufficient to stay. Most professionals indicated that a 30% increase in salary would be the minimum acceptable counteroffer to consider staying, with 32% stating that no counteroffer would make them stay.

“Counteroffers are often seen as a quick fix to employee turnover, but our survey shows that they rarely address the underlying issues,” said Hudson RPO CEO Jake Zabkowicz. “Organizations need to focus on creating a supportive and engaging work environment rather than solely relying on monetary incentives to retain talent.”

The survey highlighted several key insights into job satisfaction and the reasons professionals choose to leave or stay at their jobs. The top reasons professionals leave their jobs include having a bad boss (35%), salary and benefits (32%), and needing more of a challenge (17%). Conversely, the primary reasons for staying with their current employer are great co-workers and management (32%), an increase in salary and benefits (25%), and engaging, rewarding work (21%).

When asked about their preferred working environment, a significant majority (84%) favored a hybrid model with some level of remote work, while only 3% preferred working onsite five days a week.

The survey also found that nearly half (46%) of professionals have left their job without having another lined up, indicating a strong willingness to take risks for better opportunities.

About the Survey: The global survey of nearly 350 professionals took place in late June 2024.

Survey results

Has an employer ever given you a counteroffer when you told them you were leaving for another job?

  • Yes: 57%
  • No: 43%

If you did receive a counteroffer from an employer, did it incentivize you to stay?

  • Yes: 27%
  • No: 73%

What is the minimum salary percentage of a counteroffer that would cause you to stay at your current employer, even if you were less than happy with your job?

  • 10%: 8%
  • 30%: 44%
  • 50%: 16%
  • No counteroffer would make me stay: 32%

Are you looking for a new job?

  • Yes: 49%
  • No: 32%

Have you ever left your job without another one lined up?

  • Yes: 46%
  • No: 54%

What is your preferred remote vs. office environment?

  • 100% remote: 13%
  • Onsite 1 day per week: 6%
  • Onsite 2 days per week: 27%
  • Onsite 3 days per week: 43%
  • Onsite 4 days per week: 8%
  • Onsite 5 days per week: 3%

Have you changed employers since 2021?

  • Yes: 51%
  • No: 49%

Has your boss ever talked you out of leaving for another job by promising a better work environment?

  • Yes: 44%
  • No: 56%

What’s the biggest reason to leave one employer for another?

  • Salary/benefits: 32%
  • Bad boss: 35%
  • Too much stress: 14%
  • I’m bored, need more of a challenge: 17%
  • Can’t work remotely: 2%

What’s the biggest reason to stay with your current employer instead of taking a new job?

  • Challenging, rewarding work: 21%
  • Increase in salary/benefits: 25%
  • Great coworkers, management: 32%
  • Company culture: 11%
  • Can work remotely: 11%

About Hudson RPO

Hudson RPO is a leading global provider of flexible and scalable recruitment solutions. We service all levels of client organizations, from entry-level to the C-suite, focusing on mid-market and enterprise-level organizations worldwide. Taking a consultative and collaborative approach, we partner with talent acquisition, HR, and procurement leaders to build diverse, high-impact teams and drive business success. Learn more at hudsonrpo.com.

Media Contact

Tracy Kurschner
[email protected]
612.309.3957

How to write an inclusive job description

by

  • Blogs & Articles

How to write an inclusive job description

Content Team

An inclusive workplace fosters a sense of belonging, encourages authenticity and open communication, and supports the career growth of all employees, regardless of race, gender, sexual orientation, religion, age, education, or background. This is a tall order, but many companies are working hard to improve inclusivity through shifts in company culture, leadership development, and employee education.

All too often, however, these efforts bypass the job description and seriously undermine inclusion as a result. Job descriptions are the initial touchpoint for a large segment of your prospective talent and where candidates get a ‘gut feeling’ about whether they’ll feel valued and welcome to be themselves at work. It’s increasingly clear that this matters, and not just to minority groups. A 2023 Deloitte survey found that inclusion is very important to employees when choosing where to work. Nearly two-thirds of millennials (64%) and three-quarters of Gen Z (72%) look for information about a company’s commitment to diversity and inclusion before applying for a job.

Read on to learn how to write inclusive job descriptions, so candidates sense they’d be valued by your organization and are more likely to click ‘Apply.’

Make your inclusion and diversity goals clear

Simply sharing the fact that inclusion and diversity matter to your company goes a long way toward attracting a diverse group of applicants. You can convey this company value throughout the job description. For example, you may lead with a brief “What We Offer” or “Working With Us” section that states your commitment to diversity goals, career growth, and work-life balance. In the list of requirements for the role, you can also include the ability to work effectively with a diverse group of employees to further demonstrate that your organization takes inclusion seriously.

Avoid exclusionary language

Certain words used for job titles and descriptions can be off-putting to some people. Though it’s pretty common knowledge that including ‘ninja,’ ‘rockstar,’ ‘wizard,’ and ‘genius’ can make older candidates and women scroll right past your job posting, they still show up in job descriptions. These words hint at a youth-centered workplace and the so-called ‘bro culture’ that is known to make women feel unwelcome. Also, while it’s important to feel confident in what you bring to the table, ‘genius’ or ‘guru’ is not how many highly talented people would describe themselves.

Additionally, keep gendered language to a minimum in job descriptions. For example, words like ‘competitive’ and ‘hard-driving’ are generally associated with masculinity, while words like ‘supportive’ and ‘collaborative’ have more feminine connotations. This doesn’t mean these words should be thrown out entirely, but if you overuse either masculine or feminine words you will unwittingly narrow your applicant pool.

Make sure perks have broad appeal

Highlighting only the presence of a fancy espresso machine or cozy lounge chairs in your job description is a mistake if that’s all you mention. Similarly, mentioning quirky team-building activities like laser tag and bowling afternoons or exclusively offering craft beer at company events might not resonate with everyone. While these activities are not enjoyed by men exclusively, they are more associated with male than with female interests. Include activities that have broader appeal, such as team cooking classes or offering beer, wine, and cocktails at company socials.

Distinguish between requirements and nice-to-haves

A long bullet list of required skills and experience is known to minimize applicant diversity. That’s because women tend to apply for jobs only when they meet most requirements, while men apply even when they meet only some of them. Decide what the ‘must-haves’ are for the role and clarify them on the job description. Then, in a separate section, list the skills that would be great for candidates to have but are not vital.

Back it up

Finally, make sure the picture of an inclusive workplace you are painting in the job description accurately reflects your real office culture. When you foster an inclusive culture at every level of your organization, you’re more likely to retain the wider group of talent your improved job description attracts.

Need hiring assistance? Contact us.

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.

Follow Hudson RPO on LinkedIn

What is RPO?

Learn More

What is MSP?

Learn More

Related articles

Performance Measurement of Diversity, Equity & Inclusion Strategies

by

  • Blogs & Articles

Performance Measurement of Diversity, Equity & Inclusion Strategies

Content Team

This is 10 Ways to incorporate Diversity, Equity and Inclusion into your Talent Acquisition Strategy. Whether you have just begun or are already advanced in your DE&I journey, measuring your progress is a crucial part of any strategy

DE&I measurements can provide a place to start, a baseline to keep track of progress or pinpoint areas in your organizational strategy that need improvement. Measuring diversity, equity, and inclusion can be difficult and should always include input from your employees. This blog discusses how data and metrics can provide important learnings and the common pitfalls to avoid in DE&I measurements.

Data & Insights

Data collection can be done in various ways and, depending on the way you collect your data, will provide different insights. Collecting data should typically be the starting point of a DE&I strategy, as it can provide a baseline for you to track your progress and highlight unexpected areas for improvement in your approach.

Quantitative data can include demographics, such as sexual and religious orientations, ethnicity, or family status. However, it is not always permissible to ask for or use this information, and employees may feel uncomfortable with sharing this kind of information.

An example of another form of quantitative data that could provide useful insights is employees’ participation rate in targeted inclusion initiatives such as training, committees, or employee resource groups.

Quantitative data is helpful for data collection and insights on diversity, but the numbers alone will not tell you the full story. It is important to not only focus on diversity but also on equity and inclusion. This is where qualitative data can help you answer questions like: How are employees feeling about their workplace, do they feel part of their team, and how do their values align to those of the organization? Engagement surveys are a widely used tool to identify potential management issues, but a network analysis can also highlight how knowledge sharing, collaboration, and networks in your organization support DE&I goals.

Analysis & Correlational Metrics

Once you have collected your relevant data, analysis and correlational metrics are the next step to understanding how you should address your DE&I goals or where improvement is needed. When seeking leadership buy-in for your objectives, it can be helpful to use correlational metrics to support the value that your program can bring to the organization.

Correlational metrics can be storytellers when measured against your organizational, hiring or recruitment data. How are different groups making it through your hiring process? Are screening and selection tools applied evenly? Are staff overturns higher in one job family or seniority level? Examples of other correlational metrics include promotion rates, pay rates, and employment status (full time or contract).

Pitfalls to avoid in DE&I Measurements

Measuring diversity, equity, and inclusion can be challenging. However, input from a company’s employees is critical to its success. While there are some best-practice examples, copying what other organizations are doing without tailoring your approach to your organization and goals will not be effective long-term. Other common pitfalls are:

  • Authenticity
    Focus your research on what is relevant for your organization and how your data can contribute to insights for your DE&I strategy. A one-time survey is not enough to improve your DE&I.
  • Accessibility
    Make sure the results of your research are accessible to all, as well as the research method itself. For example, make sure the participants of your survey understand what their time and contributions will be used for, how their data will be used and anonymized, and take the necessary steps to ensure everyone who wants to is able to participate.
  • Transparency
    Even if the survey answers are anonymized and confidential, the conclusions of your research and the follow up of the outcomes can still be shared. This will also help assure employees that their time and contributions are valued, taken seriously and that your interest in improving DE&I is genuine.
  • Equity & Inclusion
    As previously mentioned, it is not about diversity alone. It is important to measure equity and inclusion too. DE&I is about more than having a diverse workforce; it is about creating a workplace where everyone feels included and empowered to contribute to your organization’s goals.

Hudson RPO can help you finetune your DE&I goals and advise on the appropriate metrics and technology for your organization. Contact us to find out how we can help. If you would like to learn more about DE&I, download 10 Ways to incorporate Diversity, Equity and Inclusion into your Talent Acquisition Strategy or listen to our podcast.

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.

Follow Hudson RPO on LinkedIn

What is RPO?

Learn More

What is MSP?

Learn More

Related articles

Managed Services Programs – How to ensure implementation success.

by

  • Blogs & Articles

Managed Services Programs – How to ensure implementation success.

Content Team

When implemented correctly an MSP can transform flexible talent management. Organizations with an extent of contingent workers know it can be fraught with complexity, yet an optimized management strategy of your flexible workforce can be a real competitive advantage. This is why many organizations turn to  Managed Services Program (MSP) providers to help them manage their contingent workforce efficiently. Our MSP expert Jade shares the most crucial factors when implementing an MSP partnership to ensure optimization and success.

Successful MSP implementation requires a holistic approach, involving not only processes and technology but also people and effective communication. By following these guidelines, you’ll be well on your way to achieving MSP success.”

—Jade Ferla, Director of Implementation and Contingent Workforce, Asia Pacific

Appointing a program champion and identifying key stakeholders:

First and foremost, designate a program champion who will lead the implementation efforts. This individual should have a deep understanding of the organization’s goals and the MSP’s role.

You should also identify key stakeholders across different departments and levels within the organization. These stakeholders will play a crucial role in supporting and driving the MSP program forward, so establishing a relationship and gaining buy in is essential.

Setting and maintaining expectations in the MSP program:

Next, you will want to clearly define the scope of the MSP program. What services will it cover? What are the expected outcomes? Communicate these expectations to all relevant parties, including hiring managers, procurement teams, talent acquisition and the Contingent Workers (If their employment is to be transitioned to the new MSP). Transparency is essential to avoiding misunderstandings further on in the implementation process.

Defining a clear communication plan:

One of the most critical components in a successful MSP is communication and transparency. Bringing your key users of the function on the journey of implementing an MSP program will ensure their adoption and compliance with the program.

Effective communication and transparency are the foundation of a successful Managed Services Program (MSP). By engaging our key stakeholders early in the program’s lifecycle, a culture of ownership and accountability has been fostered, ensuring seamless adoption and adherence to the program’s framework.”

—Jade Ferla, Director of Implementation and Contingent Workforce, Asia Pacific

Never underestimate the impact of change:

Implementing an MSP involves significant organizational change. Communicate the benefits of the MSP program, ensuring that the business case is clearly defined, understood, and shared with all partners and stakeholders. Aligning goals from the outset means that everyone will be on the same page and heading in the same direction.

Establishing the right technology:

One of the biggest challenges in the Contingent space is the speed required to onboard a worker, as well as then monitoring the contingent worker while they are completing their assignment. Ensuring you have the right technology in place (and further, ensuring this is seamlessly integrated with your current back-office systems) will enhance your stakeholder experience with the MSP. Another benefit of an MSP partnership is that your dedicated implementation team will assess your technology landscape and recommend the right technology to suit your unique needs.

In the dynamic space of contingent workforce management, rapid onboarding and meticulous oversight are not just goals but necessities. The integration of bespoke technology solutions with existing systems is the cornerstone of an enhanced MSP experience, ensuring that every client’s unique technological needs are not just met, but exceeded.”

—Jade Ferla, Director of Implementation and Contingent Workforce, Asia Pacific

Transition of data:

Another important element to be mindful of is to ensure you have the appropriate consent if data is to be shared across the organization or technology platforms. Respecting the personal nature of contingent worker data and working closely with current providers to ensure current arrangements are met or matched as closely as possible will be paramount to the seamlessness of your implementation.

Choosing the right MSP partner:

Selecting the right MSP provider is critical. Look for a partner with expertise in your industry, a proven track record, and a strong understanding of your organization’s unique needs. Consider factors such as technological capabilities, scalability, and cultural fit.

Hudson RPO‘s Managed Services Program (MSP) solution helps companies make smart and effective use of their contingent workforce spend. If you would like to have a confidential discussion with an experienced Talent Expert, click here to get in touch.

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.

Follow Hudson RPO on LinkedIn

What is RPO?

Learn More

What is MSP?

Learn More

Related articles

Download our Latest Guide

Get The Guide