With a track record that includes client-side recruitment, Mark Rogers understands well what it’s like to be in the HR decision-maker’s hot seat.
In particular, he can appreciate the many factors that go into selecting an optimal talent-delivery model.
After all, Mark currently serves as Senior Account Director for Bausch Health, one of our key clients. He has also led the in-house recruitment function at multiple large pharmaceuticals.
We asked Mark to reveal his thoughts on how to select the best talent delivery model.
HR maturity: one indicator shaping talent delivery
When evaluating an in-house recruitment option, vs. full RPO, vs. a blended model, Mark recommends that you first consider the maturity of your HR function.
He says: “Is your talent acquisition function at the same level of maturity, or similar to the rest of the HR functions? Identifying your current resources and capabilities will help you choose the best route.
“Second, are key stakeholders willing to invest in developing an in-house team? If the business is investing in ancillary functions, such as L&D or talent acquisition, this may signal support for an in-house recruitment function.”
However, in-house recruitment isn’t always an ideal solution for every company.
Mark explains: “If the company has an established talent acquisition function, but doesn’t want or need to invest in further enhancing internal TA capabilities to support long-term talent needs, you might want to consider a blended model.
“Augmenting in-house talent acquisition with the flexibility and speed of an RPO can work really well for organizations that need to ramp up hiring quickly.”
It’s also important for the RPO provider to have expertise in your industry and/or the functions where you have critical hiring needs.
Mark says: “In my experience, many larger enterprises with more mature HR and talent acquisition functions might outsource to an RPO, but the internal talent acquisition leader will continue to own the strategy piece, with the RPO owning the delivery and execution of the strategy.”
Don’t start the talent race flatfooted
So, what is the ideal scenario for a fully outsourced RPO?
In Mark’s view, this is when a company has just begun building its internal HR model and lacks the recruiting resources and processes to deliver on its critical hiring needs.
“Having been on both the client side and the RPO provider side,” Mark says, “I’ve had the opportunity to see RPO outsourcing done well and not so well. The organizations that understand the long-term health of their workforce, including talent needs, gaps in skills and talent, succession-planning requirements, etc. are best positioned to outsource successfully to an RPO.”
Workforce planning is an essential HR function, but can sometimes suffer from a lack of planning.
Mark says: “In my experience, few companies invest adequate time and resources into the necessary scope of workforce planning. If they plan to outsource, they assume the RPO will handle it for them. Yes, an RPO can guide you through the process to understand your workforce. However, the more information you offer from the beginning, the faster the RPO can begin pipelining and fulfilling your hiring needs.”
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