Top Pitfalls to Avoid when Implementing an RPO Solution

You’ve chosen your RPO partner by assessing their performance, track record and potential as a long term partner. After determining that your culture and values align, you negotiated competitive commercial terms and finally signed on the dotted line. You’re ready for the smooth launch of your new RPO program!

However… in reality it’s not until solution implementation that you can truly assess your RPO partner. Implementation is the barometer of success for the overall RPO solution. Get the solution started on the right track by reducing risk and avoiding some of the common pitfalls associated with implementing change programs:

  • Be sure to launch the RPO solution with proper executive support and buy-in. It’s critical to have business leaders who understand the value of RPO and who have communicated a compelling case to the rest of the business. Without the right senior leaders in your corner, it may be an uphill battle to get cooperation from the field teams.
  • Commit appropriate resources and time to the implementation project team. The project will require dedicated teams from both organizations who are fully committed to project deliverables. This is not a part-time endeavor, so your team members will need to be freed from some of their day job responsibilities to fully participate in a successful implementation.
  • Don’t underestimate the value of sustained performance and a successful track record. Experience counts! A project implementation may not always go according to plan. When problems do occur you need a partner who can anticipate and respond to the unexpected. You need a partner with contingency plans.
  • If you must do a soft launch, do it right! Given business pressures and high recruitment volumes, some companies want to bring in a few RPO consultants as a “soft launch” prior to the formal launch of the wider RPO program. If the proper processes aren’t in place yet, in can affect the reputation of your new RPO team. Don’t let haste ruin your firm’s first impression of their new provider.
  • A communication plan that addresses all project phases is essential. Communication must not become fragmented during the project. It needs to be scheduled and frequent so all parties are fully informed and accountable. Meeting notes should be documented and include agreed follow-up actions, roles and responsibilities. Meeting in person as much as is practically possible will aid project outcomes.
  • Plan for resistance. Anticipate pockets within the business that do not favour change. Early identification of these individuals and follow up with them through personal attention to their issues will give you the best opportunity to turn them around.
  • Don’t develop KPIs in a vacuum. When setting service expectations and KPIs, such as time-to-shortlist or time-to-hire, be sure they are based on current service level data and hiring manager expectations. Otherwise you are setting yourself up for failure.
  • Take an active role in the RPO team appointment. Aligning the right RPO consultants to your business is crucial to the success of any outsourced solution. Your participation and endorsement of key appointments within the RPO team at the outset allows you to directly establish service and performance expectations.
  • You aren’t finished when the program goes live. Your RPO program should evolve as business needs change. For sustained performance, create a forward-looking plan to accommodate your business fluctuations over time.

Learn how Hudson RPO can help you avoid pitfalls in when using an RPO. Contact us today.

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