India HR and Recruiting Issues Update - : Labor Market Overview

India HR and Recruiting Issues Update -
With an expanding economy and consumer base, along with burgeoning capabilities
in service sectors like information technology and business process outsourcing,
India is the new go-to place for Western companies large and small. Despite India’s
huge population, however, the current expansion is tightening the supply of skilled
labor. Furthermore, many differences in laws, compensation, and business culture
can make HR in India a challenge. This article provides a brief overview of laws,
practices, and other local conditions vital for HR and recruiting in India.
Labor Market Overview
Looking in the aggregate, India has a huge number of employable workers. Out of
India’s population of 1.1 billion people, about 160 million are in the non-agricultural
workforce. The population is matched by a large educational network of over 10,000
colleges of various sorts. India has over 22 million college graduates, 7.2 million of
those in science and engineering. It turns out 2.5 million new graduates each year.
Since 2002, seasoned technical and managerial staff have been in particularly high
demand in India, with salaries rising sharply every year. Competition is fierce, with
frequent job-hopping and poaching the norm. Still, salaries are significantly less
than those in the US.
Legal environment
Although deregulation in the 90’s made it much easier to do business in India, the
legal system is still onerous by American standards. Among the hazards one must
deal with are: the huge number of laws on the books (estimated at over 2000, but
never codified); joint federal and state government authority over labor; and and
ambiguous laws. However, restrictions are often lighter for the newer service
industries, and the regulatory burden is no longer so heavy that it deters
investment.
Working Conditions
Working conditions standards in India depend on state and federal laws, as well as
whether the workplace is a “specified establishment.” Factories, mines and
plantations are usually put in this category. When in effect, regulations set standards
such as: annual paid leave of 19 days; a working day not less than 12 hours; and
double pay for overtime above 9 hours a day or 48 hours a week. Also,
governmental permission is needed for female employees to work at night, though
this is usually granted in service sectors.
Managerial staff are almost always excluded from regulations on working

conditions. While managers usually receive the same leave terms, they do not
receive overtime pay.
Contracts and Termination
In standard practice, employees will receive a letter of appointment, which serves as

a binding contract, though legal requirements take precedence. The letter will
include such terms as salary, starting date, position, place of work, transfers, ethics,
confidentiality, probation, and termination.
Termination in India is somewhat difficult. By law, a number of procedures must be

followed, including just cause, notice, and arbitration. (These procedures are not
applicable to managerial staff.) Without the proper procedures, firing can be
challenged in court. This means termination must be done carefully: although
misconduct is accepted as a cause for termination, inefficiency is not always
accepted.
Compensation Structures
For Westerners, one of the most unfamiliar aspects of employment in India is the
prevalence of non-salary benefits. The structure of compensation usually comes out
to about 40% base salary, 35% flexible benefit plan, and 25% retirement benefits and
performance-based pay.
This system came about mainly because most non-salary benefits were tax-exempt
to the company. However, these tax advantages are being chipped away at,
especially with the Fringe Benefit Tax (FBT), a new corporate tax established in 2005.
The FBT lists tax valuations for many different benefits, such as entertainment,
travel, and gifts, ranging from 0% to 30% of the benefit’s actual value. As a result of
the FBT and other changes, benefits are being reduced somewhat, but they are still a
significant part of the Indian HR landscape.
The Flexible Benefit Plan (FBP) is a standard corporate practice where an employee
is assigned a fixed monetary amount to receive in benefit form. He or she then
chooses how to take them, depending on personal and tax circumstances. Common
benefits include rent, house payments, transportation, medical insurance, children’s
education, and subsidized loans.
Compensation Levels
Salaries in India vary sharply by education quality and experience. As shown in the
charts below, an entry-level IT hire may earn as little as US$2,000 annually, while an
engineer freshly graduated from a reputed university will easily make US$12,000. In
some of the highest-demand sectors, salaries for particularly experienced staff have
even risen to surpass American levels – IT managers with 15 years’ experience, for
example, command about US$220,000. However, this is an exceptional sector; pay
for functional heads is generally about a quarter of American levels. Overall, salaries
are rising by 10-30% yearly.
Public Retirement / Disability Programs
The most prominent social security program in India is the Provident Fund.
Although it is only mandatory for employees making under about US$141 monthly,
it is used almost universally because of its tax benefits. It takes contributions of 12%
of salary from the employee and 12% from the employer. Its funds go to a
retirement pension as well as to lump sum payments for death or disability.
There is also Employees State Insurance, mandatory for employees in specified

industries making under about US$163 monthly. It pays benefits for death and
disability as well as sick pay and maternity pay.
Types of Employees
Expatriates are less common in India than in most Asian countries, except for top
positions. Pharmaceutical, hospitality, and airline industries are among those most
often hiring expatriates. Returnees are becoming more common, but are still limited
overall; however, they rarely command higher salaries than locals. India does not
have a system that would allow a foreigner to move easily from job to job on the
same permit; work visas are tied to jobs.
Recruiting Methods
Like the US, India has a wide range of recruiting methods. Much recruiting is still
fairly informal, with walk-in interviews common below the managerial level. In
specialties like finance, engineering, or marketing, on-campus recruitment is often
used to find entry-level candidates. Advertisements and recruitment agencies can be
effective and even necessary to recruit for managerial positions. Internet job sites
like Monsterindia.com and Naukri.com are also coming into wider use.
Employee Characteristics
Employees will usually be hardworking, analytical, and open to relocation. On the

other hand, their written communication skills may need improvement. Some
socialization with colleagues and bosses is also expected as a matter of course.
In deciding whether to take a job, they will consider such factors as responsibility,
career prospects, company reputation and profitability, their offered title, travel
opportunities, and the possibility of going overseas. Multinational companies tend
to have more prestige, even as the gap between their salaries and domestic company
salaries is narrowing.
Retention
There was a time when many Indians hoped to stay in one job for life, but that is no
longer the case. Employees will now frequently check up on average industry
salaries, and will readily switch jobs for an inducement. Indians may take an
overseas posting as an opportunity to relocate to the West permanently.
In this environment, one must do as much as possible to keep employees satisfied.

Some common strategies are: keeping salary levels in line with the market; having a
transparent appraisal system and company policies; and providing good
food/leisure facilities.
Conclusion
India is full of capable, effective workers that can excel. The catch is that most of
them are already employed. To get the most out of your Indian operations, a careful
and proactive HR strategy, adapting to local culture and practices, is imperative.
HCI Research
Recruitment Process
Today’s Challenges
and Opportunities
H u m a n C a p i t a l I n s t i t u t e | F u t u r e s t e p |
A research report prepared by
A Research Study Conducted by the Human Capital Institute for FuturestepFuturestep
Futurestep, a Korn/Ferry Company, is the industry leader in strategic
talent acquisition, offering fully customized, flexible solutions to help
organizations meet specific workforce needs. Strategic RPO from
Futurestep combines talent acquisition strategy, global recruiting
resources, competency-based methodologies and a flexible service
delivery model that enable clients to identify, attract and retain top talent.
In addition to Strategic RPO, the company provides a full-spectrum
portfolio of services, including: Project-Based Recruitment, Mid-Level
Recruitment, Interim Professionals and Consulting Services.
With locations on four continents and a record of success in securing
top talent around the world, Futurestep provides the experience and
global reach to help companies turn talent acquisition into a competitive
advantage. In 2008, Futurestep was named as part of the annual Baker’s
Dozen list of top RPO providers by HRO Today Magazine. To learn more
about Futurestep and its complete array of Strategic Talent Acquisition
solutions, visit futurestep.com.
Today’s Challenges and Opportunities
By Dr. Ross Jones, Senior Researcher/Analyst, Human Capital Institute
Executive Summary
Organizations outsource recruitment and hiring practices for many reasons. Some may
lack the internal
resources to address their talent acquisition needs. Others may want to focus on core
competencies, or
to look for a competitive advantage in competing for talent. Whatever the reasons,
Recruitment Process
Outsourcing (RPO) is a growing practice. Despite this growth, limited information
exists on the trends in
RPO use, the specific recruitment practices it includes, and how well it is being carried
out.
Survey
To gain a better understanding of today’s RPO practices, we surveyed 381 business

professionals who have
insight about their companies’ approaches to RPO.
In the survey, we explored current or planned use of RPO, the prevailing definitions of
RPO, recruiting
practices and employee levels covered by RPO, the business case and drivers, Return on
Investment (ROI),
and recruiting practices that create the most effective RPO. 2
Recruitment Process Outsourcing: Today’s Challenges and Opportunities
Copyright © 2009 Human Capital Institute. All rights reserved.
Findings
The survey results reveal several trends about the adoption of RPO today, the definition
and scope of the
practice, and current and future ROI opportunities.
Adoption: More than half of companies utilize RPO.

59 percent of organizations surveyed currently outsource some or all of their recruiting
processes.
50 percent say they will use RPO in the next five years. Another 20 percent are unsure.
Scope: The majority of current RPO deals cover selective practices for tactical needs.
Among users, the most common definition of RPO is the outsourcing of some recruiting
activities
for some levels of employees, with 36 percent of respondents choosing that specific
definition.
More generally, 73 percent of respondents accept an RPO definition that includes some
form of
selected outsourcing of recruiting services for selected levels of employees.
The recruiting service considered most important to organizations’ talent acquisition

goals, Active
Recruiting, is the second most likely service to be outsourced.
However, RPO practices that focus on strategic talent needs (for example, talent
strategy
development/consulting) are outsourced less frequently.
ROI: Strategic emphasis correlates with increased RPO value among respondents.
Only 39 percent of organizations rate the ROI for their current RPO program as good or
excellent.
In contrast, organizations that use an RPO approach to encompass longer-term strategic
needs,
such as workforce planning, employment branding and competency management, are
significantly
more likely to report excellent ROI for their recruitment outsourcing.
An Opportunity for Competitive Advantage
The results of our study indicate a widespread use of RPO to focus on tactical recruiting
practices. However,
they also demonstrate that those organizations using RPO as a talent acquisition
approach to address
strategic needs are much more likely to capture the full value of RPO, as evidenced by
their significantly
greater ROI. The underutilization of this strategic approach today means that there is an
immediate
opportunity for organizations to adopt RPO to achieve a holistic talent acquisition
strategy, increase ROI,
and improve competitiveness in today’s marketplace.
…organizations typically begin using RPO by outsourcing tactical practices
first and, with growing maturity of the process, will outsource strategic
practices later. Survey results show that those organizations that do move
toward a more strategic approach to RPO will reap rewards for their efforts.3
RPO in Today’s Economic Environment
As of late November 2008, the economic climate is changing on a daily basis. To
gauge how the ongoing economic crisis will affect RPO over the next two years, we
conducted a short follow-up survey of 86 talent acquisition experts working for a
wide range of organizations. We asked them the following three questions:
1. Given the current economic downturn, what trend do you predict for the
outsourcing of recruiting practices in your organization over the next two years?
2. Assuming that your overall recruiting budget will decrease over the next one
to two years, what will be the trend for your spending on Recruitment Process
Outsourcing (RPO)?
3. Would your organization outsource strategic recruiting practices (e.g., talent
strategy development, employer branding, recruitment planning) IF it resulted in an
increased Return on Investment (ROI) for your talent acquisition process?
The responses to the first question point to the uncertainty gripping businesses
today — both because of the range of responses and by the fact that the largest
group of respondents is the uncertain one.
17 percent believe that their outsourcing of recruiting practices will decrease.
30 percent will not outsource recruiting practices.
14 percent believe that their outsourcing will remain unchanged.
6 percent believe that their outsourcing will increase.
33 percent are unsure about future trends.
However, many organizations are open to the possibility that RPO, particularly if
focused on strategic business needs, can be a tool to compete during difficult
economic times. The first indication of this comes out of the answers to the second
question above — namely that 44 percent of respondents are open to the possibility
that, even if their overall recruitment budget declines, their organization’s investment
in RPO may increase. Specifically, while only four percent believe that their RPO
budget will increase, 40 percent are unsure about the future of their organization.
Again, while highlighting the current uncertainty about what can and will be done
in the future, this result points out that many organizations remain open to the
possibility of increasing their RPO budget in the future.4
Finally, as the figure below shows, the answers to the third question indicate that
strategic RPO may be the answer for many organizations looking to optimize their
investment in talent acquisition. In fact, 78 percent of our respondents are either
using a strategically focused RPO effort now, would definitely use it in the future, or,
at least, have not ruled it out. The fact that 52 percent of respondents are unsure
if their organizations would move to a strategic RPO, even if it might increase their
ROI, again points to the uncertainty of today’s economic environment. However, it
also highlights a silver lining — that a vast majority of businesses will remain open to
the idea of increasing investment in RPO in general, and strategic RPO in particular,
if it helps them compete in the complex environmental climate of the future.
0 10 20 30 40 50 60
No
Already use
strategic RPO
Yes
Unsure
Would you outsource strategic recruiting practices if it
increased your talent acquisition ROI?5
I. Talent Acquisition and RPO — The Current State
Facing increasing competition for talent and the current economic
downturn, many organizations are focusing limited resources on core
business needs. As a result, they are outsourcing many key recruiting
processes (see Figure 1), fueling the growing trend for services and
solutions in the market known as Recruitment Process Outsourcing (RPO).
During August and September 2008, we surveyed and interviewed a wide
range of HR professionals, from many types of organizations, to determine:
The current state and successes of RPO
The challenges and opportunities facing RPO
The best practices and solutions for implementing a winning
RPO program
Defining RPO
What talent acquisition activities are organizations referring to when they
say they use RPO? Our study found a general consensus that RPO is the
selective outsourcing of some recruiting activities. Results reveal that 73
percent of responding organizations believe that RPO is the outsourcing
of some or most recruiting processes, while only 16 percent define RPO
as the outsourcing of all recruiting activities for, at least, some levels of
employees
What are some other definitions of RPO?
(From the 10 percent that chose “Other”)
“Outsourcing ANY aspect of the recruiting process for ANY level of employees”
“RPO can be an end-to-end solution for all positions, or a service to take over part
of the recruitment process, or be confined to just a certain title-type, such as a
highvolume title. RPO can be as flexible as it needs to be for what the client wants.”
“Outsource according to current needs of firm — could be any one of the above
at different times or economic conditions. Ability to recruit for needed hires varies,
depending on the current workload for in-house recruiters.”
“RPO can mean any or all of the above options based on business need.
Some organizations choose to keep recruiting higher-level positions within
the organization, while outsourcing the candidate sourcing, screening and
administrative support ... up to and some including onboarding (full life cycle).”

Why Use RPO?
Now that we know how users define RPO, the next question is: Why do they
use RPO? It is unlikely that the decision to turn over parts of such a key talent
management process (recruiting) to a third-party service provider is taken
lightly. To understand the reasons for this decision, we asked respondents
to tell us which of the following were their organizations’ reason(s) for turning
to RPO:
1. The existence of pressing staffing needs that they cannot meet themselves
2. The desire to concentrate on their core competencies
3. A lack of internal HR resources
4. The high cost of attracting and recruiting new talent themselves
5. Lack of satisfaction in the new hires they recruited themselves
While many organizations chose more than one reason for using RPO,
Figure 3 shows that three stand out: 1) Pressing staffing needs that they
cannot meet, 2) Desire to concentrate on core business functions, and 3)
Lack of sufficient internal HR resources to do the job. The fact that “the
existence of pressing staffing needs” is the most important reason for
choosing RPO shows that short-term business necessities can be a powerful
motivator for action. This is particularly true if those same organizations also
lack the internal HR resources needed to deal with staffing needs themselves
— another major reason to outsource.
The other main reason to use RPO, “the desire to concentrate on core
competencies,” is one example of a driver that is influenced by the
organization’s long-term business strategy rather than immediate responses
to staffing needs. It is certainly likely that many of the organizations that
initially choose to use RPO to meet short-term goals will, eventually,
embrace it for its ability to solve long-term strategic problems. However,
our results show that many organizations are already making business
strategy a main reason for using RPO. Later in this report, we will show how
those organizations may also be generating greater benefits as a result of
this decision. 8
What Recruiting Practices Drive RPO Today?
Before determining the specific recruiting practices included in most RPO
programs today, we sought to discover which practices organizations
viewed as most critical. Figure 4 clearly shows that most organizations
agree or strongly agree that all of the major practices presented are
important. Even the lowest-ranked practice — permanent hiring services —
was viewed by most respondents as a critical part of their talent acquisition
program. However, our results do indicate that two specific practices, active
recruiting and talent strategy development/consulting, are particularly
critical to most organizations’ talent acquisition processes — see Figures 6
and 7. These two practices represent the tactical and strategic aspects of
recruiting practices, respectively, and they represent the prime components
of an effective RPO program.
Figure 3: Reasons why
organizations turn to RPO
0%
10%
20%
30%
40%
50%
60%
Not satisfied
with our recruits
Cost of
recruiting
is too high
Lack internal
HR resources
Desire to
concentrate
on core
competencies
Pressing staffing
needs could not
be met
55%
50%
43%
25%
16%
Percent that agree/strongly agree9
Figure 4: The following
activities are critical to
achieving your organization’s
talent acquisition goals.
Strongly Disagree —— Strongly Agree
12345
Permanent hiring services
Temporary and contingent staffing services
Employee offboarding
Passive recruiting
Talent research (trends, demographics, etc.)
Skills training
Applicant tracking management
Skills assessment
Onboarding
Measuring success of recruitment process (metrics)
Employer branding
Talent strategy development/consulting
Active recruiting
Some Other Critical Activities Related to Organizational
Talent Acquisition Goals -
As noted by our Survey Respondents
“Alignment with corporate objectives and business strategy”
“Adopting and maintaining a model of continuous sourcing is not only
best practice but critical in achieving effective proactive talent acquisition.”
“Employee referrals—good source of applicants”
“Ensuring our Applicant Tracking System is best in class and competitive”
“Market tracking and employment forecasting”10
Figure 5: Recruitment practices most likely to be outsourced (ranking of importance in
talent acquisition in parenthesis — from Figure 4)
n
166
135
84
67
51
51
50
29
26
19
24
61%
49%
31%
25%
19%
19%
18%
11%
10%
7%
9%
25% 50% 75% percent
Onboarding (5)
Employee offboarding (11)
Talent strategy
development/consulting (2)
Measuring success of recruitment
process (metrics) (4)
Employer branding (3)
Talent research
(trends, demographics, etc.) (9)
Skills training and assessment (6, 8)
Permanent hiring services (13)
Applicant tracking management (7)
Active and passive recruiting (1)
Temporary and contingent
staffing services (12)
In Figure 5, the talent acquisition practice that ranks second in its likelihood
of being outsourced, active and passive recruiting, was deemed most critical
to the success of a talent acquisition program (see Figures 4 and 6). The
practice that ranks third in its likelihood to be outsourced, applicant tracking
management, is also one of the three practices (along with active and
passive recruiting) that makes up the Tactical Recruiting group of practices
identified by our analysis (see next page: Linking Strategic Priorities
and Recruiting Practices). Finally, the practice that is most likely to be
outsourced, temporary and contingent staffing services, is also another type
of tactical recruiting practice. These results highlight the important fact that
RPO today is focused mostly on outsourcing a range of tactical practices,
some of which are considered critical components of talent acquisition.
n=27311
Figure 6: Tactical Practice — Active Recruiting
90 percent of respondents agree/strongly agree that this practice is critical to their
organization’s talent acquisition process.
n
195
139
25
5
5
5
percent
53%
37%
25%
1%
1%
1%
25% 50% 75%
Unable to Rate
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
n
189
141
26
4
4
7
percent
51%
38%
7%
1%
1%
2%
25% 50% 75%
Unable to Rate
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Figure 7: Strategic Practice — Talent Strategy Development/Consulting
89 percent of respondents cite this practice as critical to their organization’s
talent acquisition process.
n=371
n=37112
Linking Strategic Priorities and Recruiting Practices
Not surprisingly, our analysis showed a high degree of correlation in
the value placed on similar types of recruiting practices. For example,
organizations that believe talent strategy development/consulting is very
critical also tend to choose employer branding as a very critical recruiting
practice. To determine if the 13 recruiting practices could be reduced to a
smaller number of key “practice types,” we used a statistical method called
factor analysis to assess the pattern of responses from multiple respondents
(organizations) to combine various responses into natural groups or
components
2
The analysis showed that the 13 recruiting practices belong to .
the following groups:
Strategy & Analysis: Talent strategy development/consulting, employer
branding, talent research, and measuring success of
recruitment process (metrics)
Tactical Recruiting: Active recruiting, passive recruiting, and applicant
tracking management
Skill-based: Skill training and skill assessment
Staffing Services: Permanent hiring services and temporary and
contingent staffing services
Miscellaneous: Onboarding is part of both the Strategy & Analysis
and Skill-based groups, while offboarding is unrelated
to the other practices. Most organizations treat it
independently from the more recruitment-focused
practices.
As our definitions in Figure 2 describe, most organizations view RPO not
only as a selective process when it comes to which recruiting practices to
outsource, but also when it comes to which level of employees to include
in an RPO program. Similarly, as with critical recruiting practices, an initial
goal of our research was to determine if the recruitment of certain levels of
2
See Appendix 2 for a complete
description of the factor analysis
method and results.13
59 percent of respondents = 207 out of 381 total respondents calling “Upper
and middle management” very important to talent acquisition efforts.
56 percent = 192 out of 381 total respondents calling the “Execuitve” level
very important to talent acquisition efforts.
employees is considered more critical in order to understand how well RPO
is meeting the needs of organizations today. As Figure 8 shows, 59 percent
of respondents say that recruitment of upper and middle managers is a
very important part of their talent acquisition process — closely followed by
executive recruitment (56 percent). Clearly, if an RPO program is to be fully
integrated into the talent acquisition process, it needs to be used in the
recruitment of these critical employee levels.
Figure 8: Which levels of
employees will be most
critical to your organization’s
talent acquisition effort over
the next year?
234
Contingent labor
Contract labor
Hourly
Entry-level managers
Exempt
Executive
Upper and middle management 6 7 29 101 207
11 16 4 8 71 192
22 19 41 122 133
22 21 73 134 9 9
3 0 3 6 72 116 93
36 58 101 107 31
69 56 97 76 35
Irrelevant
Unimportant
Neutral
Important
Very Important
I rrele van t —Ve r y Im p o r ta nt
(59%)
(56%)
(39%)
(28%)
(27%)
(9%)
(11%)14
II. RPO — Challenges and Opportunities
Results from the survey point to key challenges in the use of RPO in the
future. The first challenge is the need to address strategic, rather than
tactical, priorities with RPO. Three recruiting practices that comprise
the core of a strategic approach to talent acquisition — talent strategy
development/consulting, employer branding, and measuring success
of recruitment process (metrics) — currently are the least likely practices
to be outsourced. For most organizations, the strategic side of talent
acquisition remains in-house. This may simply be an artifact of the still-early
stages of RPO implementation: organizations typically begin using RPO by
outsourcing tactical practices first and, with growing maturity of the process,
will outsource strategic practices later. Our survey results show that those
organizations that do move toward a more strategic approach to RPO will
reap rewards for their efforts.
A second major challenge facing RPO is the apparent uncertainty about
how to use and benefit from it in the future. This uncertainty is evident in the
responses we received when we asked people to tell us if their organizations
would be using RPO in the next five years. As Figure 9 shows, 30 percent
of respondents told us that their organizations will not be using RPO in the
future, and another 20 percent are unsure. This last number, in particular,
points to some uncertainty — as well as potential opportunity — for the
future of RPO.
Why this uncertainty about the future use of RPO? The main reasons for this
reluctance are highlighted in Figure 10. It is important to note that these
particular results combine both current users and non-users of RPO who say
they will not be using RPO in the future. Therefore, most of the 39 percent of
organizations that are not using RPO now (see Figure 1) presumably chose
Figure 9. Does your
organization plan to outsource
some of your recruiting
process within the next 5
years?
n
188
111
74
50%
30%
20%
25% 50% 75% percent
Unsure/Don't know
No
Yes
n=37315
the “No need to” reason for why they won’t in the future. However, two
other reasons — “too expensive” and “we have not found a company that
can provide us with the services we need” — are likely to be key reasons why
some potential users of RPO may remain wary.
At the same time, it is important to note that 50 percent of respondents say
they will use RPO in the future — indicating that many companies are satisfied
with their current RPO services. At the end of this report, we will identify the
“best practices” that create satisfaction and value between organizations
and their RPO service providers. When it comes to turning those “unsure”
organizations into RPO users, the challenge, for RPO providers, will be to
provide them with those best practices in a cost-effective manner.
The third challenge for RPO is one of focus and priority. Organizations
consider upper and middle managers, as well as executives, as the levels
for which recruiting is most important — see Figure 8. While executive
recruitment is the second most likely employee level to be outsourced,
turning to a third-party provider for the recruitment of upper and middle
managers occurs less frequently than does the outsourcing of contingent
and contract workers — two levels of employees for which recruitment is
considered a relatively low priority (see Figure 11). These results indicate
that RPO today tends to be used most for the recruitment of employees on
two opposite ends of the spectrum — temporary workers and executives.
The final RPO challenge may also be the greatest opportunity — maximizing
the Return on Investment (ROI). As with every other business decision, the
success of RPO can be measured by its ROI. While organizations use various
payment models to invest in their RPO programs, the “fee per hire” model
n
95
26
9
14
percent
66%
18%
6%
10%
25% 50% 75%
We have not found a company that can
provide us with the services we need
We don't know which parts of the recruiting
process should be outsourced
Too expensive to outsource
No need to — we do a good job of recruiting
Figure 10. Why will your
organization not consider
outsourcing some or all of its
recruiting processes in the
next five years? Results only
include the respondents who
state that their organizations
will not be using RPO in the
next five years.
n=14416
dominates (see Figure 12). This is not surprising given the fact that RPO is
largely viewed by our survey respondents as a solution to address pressing
staffing needs (Figure 3). Organizations that are initially turning to RPO to
deal with immediate recruiting problems will likely look for a short-term
payment model, given the uncertainty of their future RPO needs. However,
as those same organizations become aware of the long-term value of RPO
(in other tactical and strategic recruiting areas), they will likely move towards
longer-term contractual arrangements with RPO service providers, or a
combination of payment models (see Figure 12).
Figure 11: How often do you outsource the recruiting of each level of employee?
234
45
Hourly
Entry-level managers
Exempt
Upper and middle management
Contingent labor
Executive
Contract labor 86 47 70 86 41
92 4 6 79 87 32
104 51 49 71 4 3
102 58 112 61 14
108 85 9 9 21 9
130 81 91 27 7
142 82 6 3 39 9
Never
Infrequently
Sometimes
(but we do most)
Most recruiting is
outsourced
Always
N ever — U sua l ly17
Figure 12. What payment model does your organization use when recruiting is
outsourced? Note: the majority of respondents who chose “Other and/or combination of
the
above” indicated that they used a combination of fee per hire and short- or long-term
contracts
for specific levels of employees (e.g., Contingent and/or Executives).
n
169
23
39
25
67
52%
7%
12%
8%
21%
25% 50% 75% percent
Other and/or combination of the above
Long-term service contract
Short-term service contract - based on services
provided, not number of hires recruited
Monthly retainer/management fee
Fee per hire
Regardless of how recruiting is financed, measuring the success of the
process is critical to determining ROI — whether for in-house or outsourced
recruiting programs. Sixty-four percent of respondents say that they
know that their organizations measure some aspects of recruiting success
(another 10 percent are unsure). Figure 13 summarizes the results for RPO
effectiveness, broken down by specific recruiting metrics. Overall, the
results display a moderate level of satisfaction with RPO. The vast majority
rank their process as “average” or “above average” for each metric, with
only a few citing “poor” or “below average” satisfaction. However, it is
also true that relatively few organizations believe that their RPO is doing
an outstanding job as measured by any metric. This means that there are
definite opportunities for improving RPO effectiveness.
n=32318
Figure 13. How effective is your organization’s current RPO for each of the following
measures of recruitment success?
123
45
Cost per hire
Time to fill
Time to submission
Candidate diversity
Staffing efficiency ratio
New hire retention rate
Percent of jobs filled
Quality of hire
Offer acceptance ratio 5 7 65 85 37
8 6 70 101 32
4 18 73 82 39
4 16 73 89 23
4 19 69 4 4 19
7 29 81 62 26
5 17 86 55 17
5 33 93 6 0 24
6 3 0 90 58 19
Poor
Below average
Average
Above average
Outstanding
N ever — U sua l ly
As a bottom-line question, we asked respondents to rate RPO impact: is
there positive ROI, or is RPO a drain on the organization? As Figure 14
highlights, the current level of satisfaction with RPO programs leaves room
for improvement. In fact, almost two-thirds of all organizations (61 percent)
rank their current RPO program as being only break-even or worse. In
contrast, only 39 percent of organizations currently using RPO think their
program is providing a good or excellent ROI. 19
Copyright © 2009 Human Capital Institute. All rights reserved. Copyright © 2009
Human Capital Institute. All rights reserved.
However, to end the story, we took a deeper look at specific organizations
that are experiencing the greatest ROI from their Recruitment Process
Outsourcing program. To do this, we differentiated between those
organizations that are currently using an RPO approach that outsources
talent strategy development/consulting practices (along with other practices
that our analysis identified as strategic recruiting practices) and those that
aren’t — and looked for how their ROIs differ. The results are striking —
see Figure 15. Clearly, those organizations that apply RPO to addressing
strategic needs in their talent acquisition process are the organizations that
are capturing the full value of RPO.
Figure 14. How would you rank the current Return on Investment for your
organization’s RPO? Note — only results from organizations currently using RPO.
Figure 15. Organizations that
apply RPO to addressing strategic
needs are significantly more likely
to achieve an “Excellent” ROI from
outsourced recruiting practices.
n
13
60
82
80
19
5%
24%
32%
31%
8%
25% 50% 75% percent
Excellent — RPO is a critical factor in our
organization's current and future success
Good — RPO has measurably increased the quality
of hires and cost effectiveness of recruiting
Neutral — it is a break-even process
at the current time
Fair — We want the quality and/or cost of the
services to improve to continue with RPO provider
Poor — the quality of hires and services does
not justify the cost of the process
4%
22%
0% 5% 10% 15% 20% 25%
RPO with
Tactical Focus
RPO with
Strategic Focus
% with Excellent ROI
n=25420
III. Conclusion
Our study confirms the findings of other recent reports on RPO. For most organizations,
RPO means the
outsourcing of selected recruiting activities for selected levels of employees — the
definition used by 73
percent of our survey’s respondents. Given that definition, we found that RPO is an
important component of
most talent acquisition processes today, with 59 percent of organizations currently
outsourcing some or all
of their recruiting services.
We identified several important reasons for using RPO. However, the two major ones
are distinguishable by
their focus on tactical goals — the need to meet pressing staffing needs — and on
strategic goals — the
desire to focus on core competencies. Clearly, most organizations using RPO today are
using it for tactical
reasons. However, equally evident is the fact that those organizations that have adopted
a strategic RPO
approach are the ones that are capturing the most value from the process.
With 50 percent of our respondents saying that they will use RPO in the future and
another 20 percent open
to the idea, the future of RPO is positive. For those organizations that want to leverage
the full potential
of RPO to improve the talent acquisition process, and their overall business strategy, it
is critical that they
consider making RPO a larger part of their talent management strategy. Then, they may
be able to join that
group of respondents who manage to more fully benefit from RPO — see RPO Best
Practices.
What our respondents have to say about RPO Best Practices
“Any organization moving to an RPO should expect to invest its own time in ensuring
hiring managers are
adequately trained on how to best work with a new system, process, recruiter, etc. in
order to make the
relationship work effectively.” — Manager in a mid-size retail company
“Knowledge and experience in our industry [are important] because we are so niched.
Standard
approaches just don’t work for us. Our providers must exhibit competence in many
different industries …”
— HR Director for a large healthcare company with offices in seven countries
“I can buy supplemental recruitment services a la carte to supplement my internal
team’s capabilities.
RPOs give me an alternative to the traditional outsource contingency and temporary
staffing firms.”
— Vice President of HR of a mid-size Financial Services company
“[A best-practice RPO provides] good utilization of HR and company resources, good-
quality hiring
processes, and good metrics on a timely basis. Consistency in processes is important.”
— Vice President of HR for a large automotive company
“My providers have an understanding of my specific needs and qualifications … [and
the] more
personality- and attitude-driven qualities that I would like to see in employees. Will the
employee fit in
with our corporate atmosphere? My providers can key in to attributes that they have
learned from doing
business with me for so long.” — HR Director for a small high-tech company
“Great communication!” — Recruiter for a mid-size bank holding company21
A report by Dr. Ross Jones, Senior Researcher/Analyst, Human Capital Institute
Appendix 1: Methodology and Demographics
Methodology
We surveyed 381 people, of which more than 50 percent are Director/Vice President or
higher, and over 75
percent work in some area of HR or talent management — see demographic breakdown
below. The online
survey consisted of 33 questions concerning issues related to RPO use, definition,
practices outsourced,
payment models used, and overall (and practice-specific) effectiveness. The survey took
respondents, on
average, about 15 to 20 minutes to complete. The 33 questions on talent branding were
divided into six
main parts:
1. Current or planned use of Recruitment Process Outsourcing (RPO)
2. User definition of RPO
3. Recruiting practices and employee levels included in RPO services
4. Drivers for organizations to use RPO
5. The Return on Investment for RPO
6. Best/worst practices in RPO
For part 6 above, we also conducted nine in-depth telephone interviews with selected
survey respondents
to gain more information on the success and failure of specific RPO practices.
A two-step analysis of all quantitative data was carried out:
1) Standard descriptive statistical methods were used to determine the frequencies
and/or means (and
standard errors) of the current state and future trends in RPO, as well as variation
among organizations in
RPO practices, payment models and program effectiveness.
2) Various inferential statistical methods (i.e., ANOVA and z-tests) were used to
determine whether there
are statistically significant differences in the responses for the various groups of
respondents, as identified
by the demographic shown on the next pages
3
.
3
The only significant findings in this part of the analysis were the not surprising results
that larger organizations were more likely to use
RPO, as well as the fact that larger organizations place more emphasis on certain
recruitment practices—e.g., employer branding.22
Demographic Information
Automotive
Banking
Chemicals & Petroleum
Consumer Packaged Goods
Education
Electronics/Technology
Financial Markets
Government
Healthcare
Industrial Products
Insurance
Media & Entertainment
Pharmaceuticals
Professional Services
Retail
Telecommunications
Transportation & Logistics
Trade & Tourism
Utilities
Other
20%
17%
2%
3%
3%
3%
10%
3%
2%
3%
2%
1%
1%
1%
1%
4%
5%
5%
8%
6%
Industry
Board/C-Level/Principal
Director/Vice President
Supervisor/Manager
Practioner/Other
17%
15%
30%
Position
37%23
Recruitment
General HR or Talent Management
Training & Development
Leadership & Succession
Workforce Planning
Other Human Resources
Non-HR
5%
3%
3%
21%
8%
37%
Functional Area
23%
United States
Canada
India
Australia
United Kingdom
Brazil
Malaysia
Other—Europe
Other—Asia
Other—Central/South America
Other
4%
4%
3%
2%
2%
1%
1%
1%
1%
7%
72%
Country
< 1,000 employees
1,001 – 10,000 employees
10,001 – 50,000 employees
> 50,000 employees
15%
9%
29%
Organization Size
47%24
Appendix 2: Factor Analysis of Critical Talent Acquisition Practices
As discussed in the main text, we performed a factor analysis of the 13 talent acquisition
practices in order
to determine:
1. If the practices could be grouped into logical functional groups
2. Which groups are most used by RPO today, as well as which groups are
underutilized and provide the
most opportunity for the future of RPO
These factor components are a very powerful method to shrink the number of variables
to a more
manageable level and provide insights unavailable with the analysis of individual
variables (e.g., specific
talent acquisition practices). More importantly, these groupings often allow us to see
patterns in the results
that are obscured by the sheer number of original variables. In other words, they allow
us to identify new,
previously unnamed variables that underlie and drive the variables in our survey.
We were able to group all 13 of the original questions into one of five factors (groups)
that explained
70.8 percent of the variation in responses — a very high level of explanation. The results
are summarized in
Table 2, Appendix Two, which shows how much the original questions contribute to
each of the groups.
The results of the factor analysis are striking:
1) Factor 1 is made up of all the talent acquisition practices associated with talent
strategy, metrics and
analysis (numbers in red) that are major parts of a strategic RPO. In addition,
onboarding is partially
included in this group, indicating that onboarding programs play a role in talent
strategy, although not as
great as the four practices in red. The clear implication is that there is an underlying
variable focusing on
talent strategy and analysis, of which the four specific practices are parts.
2) Factor 2 is made up primarily of the two skill-based practices—skills training and
skills assessment
(numbers in green), with a significant contribution from onboarding. This should not
come as a surprise since
while onboarding includes other important purposes, skill training for new recruits is
certainly a major one.
3) Factor 3 covers the general recruitment practices. They include the major parts of any
tactically driven
RPO program and consist of the active and passive recruiting practices, as well as the
associated applicant
tracking management practice (numbers in blue).
4) Factor 4 includes the two specific hiring services—permanent hiring and
temporary/contingent staffing
(numbers in pink). This provides evidence that organizations tend to deal with their
permanent and
temporary hiring needs in a coordinated fashion—a positive approach to take!
5) Factor 5 consists entirely of the employee offboarding practice (in orange) and
indicates that most
organizations do not integrate this practice with their more recruiting-specific
practices.25
Appendix 2: Table 1. Factor Analysis of 13 talent acquisition practices to determine
recruitment practice groups.
The larger the absolute value of the number in each box (the closer it is to 1 or -1), the
more important it is to the
creation of each group.
Factor
12345
Talent strategy development/consulting .753 .241 .138 -.015 -.095
Employer branding .736 .172 .185 .003 .189
Talent research (trends, demographics, etc.) .770 .139 .167 .197 -.023
Measuring success of recruitment process (metrics) .641 .244 .350 .052 .224
Skills training .220 .858 .107 .003 .174
Skills assessment .254 .868 .088 .062 -.017
Onboarding .446 .513 .195 .021 .316
Active recruiting .208 .190 .743 .133 -.051
Passive recruiting .165 -.072 .811 -.016 .048
Applicant tracking management .228 .240 .661 .118 .224
Permanent hiring services .225 .002 .011 .804 .154
Temporary and contingent staffing services -.073 .051 .141 .850 .016
Employee offboarding .071 .147 .092 .152 .916

Extraction Method: Principal Component Analysis
Rotation Method: Varimax with Kaiser Normalization
a. Rotation converged in six iterations
Challenges of Organization
One of the toughest tasks for organizations is to hire perfect people suitable for their requirement.
Economy is booming like everything, every organization is trying to maintain pace with growth rate of
economy. They are grabbing new assignments, looking for new business segment to maximize their
benefits. Such efforts need fresh human resources, maximum utilization of existing resources and to
maintain consistency among them.
Recruitment Process and Its Importance
Recruitment has been a mammoth task for organization always. The current trend is of outsourcing
recruitment and other HR Practices. Today Human Resource Consultants and Recruitment Agencies play
important role in performance of organization.
Performance is a vital factor. It’s a function of all the Human Resource Components:
1.Selecting individuals who are best able to perform the jobs defined by the organization.
2.Appraising their performance to facilitate the equitable distribution of rewards.

3.Motivating employees by linking rewards to high level of performance.
4.Developing employees to improve their current performance at work as well as to prepare them to
perform in positions they may hold in future.
What we provide?
Here at Talent Onions, we enable you to improve people performance by more effectively planning and
acquiring your talent pool, as well as processing and assessing from an applicant pool that can be rapidly
converted into your productive work force. Our Enterprise Solutions portfolio integrates technology and
professional services that help you achieve a balanced scorecard on the critical dimension of
recruitment.
Our Approach
We begin by defining the scope of the assignment in discussion with our client. This may require a
diagnostic study or a brainstorming session with a client team.
Defining the approach or methodology that we will adopt is the next step. Our focus will be to use
relevant tools and techniques from a vast array and customize our approach to client needs. We do not
believe in the "one coat fits all" approach.
Most assignments require a good understanding through evaluation of facts and situations. We believe
data integrity and relevance is as important as the sophistication of analysis. This requires considerable
checks and cross checks.
Providing the right perspective and insights is what adds value to analysis. Our wide knowledge and
experience across a range of industries enables us provide this and has earned us the respect of our
clients.
We finally present our findings and thoughts with clarity and absolute independence to various levels of
management.
Human Resource Management theories focus on methods of recruitment and selection and highlight
the advantages of interviews, general assessment and psychometric testing as employee selection
processes. The recruitment process could be internal or external or could also be online and involves the
stages of recruitment policies, advertising, job description, job application process, interviews,
assessment, decision making, legislation selection and training (Korsten 2003, Jones et al, 2006).
Examples of recruitment policies within healthcare sector and business or industrial sectors could
provide insights on how recruitment policies are set and managerial objectives are defined. Successful
recruitment methods include a thorough analysis of the job and the labor market conditions and
interviews as well as psychometric tests to determine the potentialities of applicants. Small and medium
sized enterprises (SMEs) also focus on interviews and assessment with emphasis on job analysis,
emotional intelligence in new or inexperienced applicants and corporate social responsibility (CSR).
Other techniques of selection that have been described include various types of interviews, in tray
exercise, role play, group activity, etc.
Recruitment is almost central to any management process and failure in recruitment can create
difficulties for any company including an adverse effect on its profitability and inappropriate levels of
staffing or skills. Inadequate recruitment can lead to labor shortages, or problems in management
decision making and the recruitment process could itself be improved by following management
theories. The recruitment process could be improved in sophistication with Rodgers seven point plan,
Munro-Frasers five-fold grading system, psychological tests, personal interviews, etc. Recommendations
for specific and differentiated selection systems for different professions and specializations have been
given. A new national selection system for psychiatrists, anesthetists and dental surgeons has been
proposed within the UK health sector.
Recruitment is however not just a simple selection process and requires management decision making
and extensive planning to employ the most suitable manpower. Competition among business
organisations for recruiting the best potential has increased focus on innovation, and management
decision making and the selectors aim to recruit only the best candidates who would suit the corporate
culture, ethics and climate specific to the organisation (Terpstra, 1994). This would mean that the
management would specifically look for potential candidates capable of team work as being a team
player would be crucial in any junior management position. Human Management resource approaches
within any business organisation are focused on meeting corporate objectives and realization of
strategic plans through training of personnel to ultimately improve company performance and profits
(Korsten, 2003). The process of recruitment does not however end with application and selection of the
right people but involves maintaining and retaining the employees chosen. Despite a well drawn plan on
recruitment and selection and involvement of qualified management team, recruitment processes
followed by companies can face significant obstacles in implementation. Theories of HRM may provide
insights on the best approaches to recruitment although companies will have to use their in house
management skills to apply generic theories within specific organizational contexts.
WHAT IS RPO?
“Recruitment Process Outsourcing (RPO) refers to a company outsourcing its recruitment or

staffing process to an external service provider”. The external provider shall provide your
company with the necessary skills, tools and technologies to perform the recruiting function.
Recruitment Process Outsourcing (RPO) will bring in significant COST savings and
improvements in the QUALITY of recruitment.
PURPOSE AND BENEFITS
Recruitment Process Outsourcing provides excellent benefits in the areas of Quality, Cost,
Service and Speed.
QUALITY: Recruitment is a labor-intensive process and it is further compounded by the fact

that it is recurring. To cite an example, your company could have a very high number of open
positions during a certain time of the year each requiring varied skill-sets and experience. To hire
a team that is capable of sourcing and recruiting these candidates is very challenging. Providers
of Recruitment Process Outsourcing have the required processes in place, expertise, an extensive
database of resumes and the networking required to source all types of candidates.
COST: Your costs can be significantly reduced because an RPO provider essentially uses
“economies of scale”. They are also capable of handling volume fluctuations in a much easier
way. For example, the RPO provider could allocate 10 recruiters to your company when volumes
are high and then easily shift them to another client when volumes are low. If you as a company
were to hire these 10 recruiters, you would either be forced to pay for resources that are not
being used or lay them off which involves overhead expenses.
SERVICE: A Recruitment Process Outsourcing (RPO) provider will help to streamline your
company's recruitment function and make it seamless and effective. RPO providers are equipped
to provide you with the best people when you need them and also take care of your ongoing and
future needs through greater employee retention and process control.
SPEED: “Time to hire” is a very critical factor in the recruitment process as this directly affects
business performance. A Recruitment Process Outsourcing (RPO) provider will find it much
easier to analyze their database and create a pool of candidates that is ready to be interviewed.
They need not take time to advertise for the specific job profile.
Recruitment Process Outsourcing is an end-end function. It begins all the way from designing a
job profile to charting the recruitment process and also developing orientation strategies once a
candidate is hired. It is not just restricted to hiring a specific person for a specific profile at any
time. It is about building a talent pool of resources that can be made accessible for your
company. RPO providers also go the extra mile to provide your company with valuable advice
and strategies on employee retention.
Recruitment Process Outsourcing has a powerful place in the market. RPO providers are well
connected to various companies and the job seeker market. They have a much larger and
attractive talent pool than any single company could possibly have.
Recruitment Process Outsourcing or RPO as the term is also referred to, involves the outsourcing of
select recruiting function or even the entire process related to staffing to a qualified and experienced
external service provider. At times, this function was only outsourced in the circumstance that the in-
house HR staff was over-burdened or unavailable for some reason to meet urgent staffing role-filling, but
increasingly there has been an added awareness about the many benefits associated with recruitment
process outsourcing, RPO has thereafter emerged as a top choice of market-savvy CEOs today.
Why avail recruitment process outsourcing RPO services?
Besides helping take over the numerous responsibilities of an in-house staffing solutions provider, the
external vendor chosen to transfer the recruitment process outsourcing RPO functions to often provides a
considerable cost-cut, faster turn around for the same work and more effective results since they are the
specialists in this field, handling volume staffing needs. They are also the ones keeping in touch with the
latest market trends in varied industries as well as staying updated on the modern management skills,
executive search tools and use of advanced technologies to stay atop HR related activities so they can
serve their client's virtual "recruiting department" better. Thus, it is no wonder that many companies based
abroad are choosing to go to cheaper countries like India , Canada , Ireland , China , Brazil , Philippines
for recruitment process outsourcing RPO with a cost-effective edge to it.
What kind of tasks does a Recruitment Process Outsourcing RPO Firm lend business support for?
First and foremost, it is important to have a potential list of recruitment process outsourcing RPO vendors
before you to cross-check their various benefits for your company's HRO needs. As a good, experienced
and quality provider of RPO services will be the best team support you can put your recruiting dollars to
good use by making the right choice the first time round; do look to see whether the organization of your
choice offers a wide networking range with other RPO specialists, a wide selection of industries they have
provided staffing solutions for or are simply concentrating on one or few categories only.
Online rec practice
Such efforts need fresh human resources, maximum utilization of existing resources and to maintain
consistency among them. That leads organizations to look for alternate recruitment solutions to meet
this human resource requirement. Internet has changed the definitions of everything. These days whole
world has become a cyber village. Impact of globalization and technology advancement is easily visible
in every area. The evolution can be seen in the recruitment process of employees. It was one of
toughest tasks for organizations, but here comes the concept of E-Recruitment or online recruitment.
Whether you are looking for a job or looking to fill up a vacancy in your organization, the Internet is your
one step solution. Thousands of web portals are present to draw your attention with their unique and
effective functionalities. The main objective of these portals is to serve as a common meeting ground for
job seekers and employers, both locally and globally, where the candidates find their dream jobs and
recruiters find the right candidate to fulfill their needs.
Online recruitment makes data collection from job seekers easier and tasks get completed quicker. The
return on investment is immediate, simply because of the reduced time and increased ease of
recruitment processes. Online recruitment websites play a major role in simplifying the hiring process.
These portals two way functionalities:
Functionalities provided to employers:
1. Job Seekers Resume Database Access
2. Resume Search Tools (Category, Experience, Keyword etc.)
3. Job Posting/Long Term Visibility of Job Posts
4. Sufficient/Unlimited/Customized space for Job description and other details.
5. Mass mailing to short listed candidates
6. Confidential Job Posting (Employers details not visible if requested)
7. Instance response from targeted job seekers.
8. Automatic Job Alerted to targeted job seekers.
9. Cheaper hiring process.
10. Help and Support.
Functionalities provided to job seekers:
1. Job Listing from every possible sector.
2. Job Search Tools (Category, Experience, Keyword, Salary, Place etc.)
3. Resume Posting/Customized Resume Services
4. Step-by-step guide for making resumes and valuables suggestions.
5. Group Apply to multiple selected jobs.
6. Job Alert Services according to the resume posted on website.

7. Job Application History and Interview/Walk-in Alerts
8. 24*7 availability of service.
9. Multiple Resumes service, targeting multiple opportunities.
10. Help and Guidance, if needed.

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India HR and Recruiting Issues Update -

Labor Market Overview

Managerial staff are almost always excluded from regulations on working

Contracts and Termination

In standard practice, employees will receive a letter of appointment, which serves as

Termination in India is somewhat difficult. By law, a number of procedures must be

Public Retirement / Disability Programs

There is also Employees State Insurance, mandatory for employees in specified

Employees will usually be hardworking, analytical, and open to relocation. On the

In this environment, one must do as much as possible to keep employees satisfied.

To gain a better understanding of today’s RPO practices, we surveyed 381 business

Adoption: More than half of companies utilize RPO.

The recruiting service considered most important to organizations’ talent acquisition

17 percent believe that their outsourcing of recruiting practices will decrease.

30 percent will not outsource recruiting practices.

14 percent believe that their outsourcing will remain unchanged.

6 percent believe that their outsourcing will increase.

33 percent are unsure about future trends.

Recruitment Process Outsourcing: Today’s Challenges and Opportunities

Recruitment Process and Its Importance

2.Appraising their performance to facilitate the equitable distribution of rewards.

“Recruitment Process Outsourcing (RPO) refers to a company outsourcing its recruitment or

PURPOSE AND BENEFITS

QUALITY: Recruitment is a labor-intensive process and it is further compounded by the fact

Why avail recruitment process outsourcing RPO services?

Online rec practice

Functionalities provided to employers:

1. Job Seekers Resume Database Access

2. Resume Search Tools (Category, Experience, Keyword etc.)

3. Job Posting/Long Term Visibility of Job Posts

4. Sufficient/Unlimited/Customized space for Job description and other details.

5. Mass mailing to short listed candidates

6. Confidential Job Posting (Employers details not visible if requested)

7. Instance response from targeted job seekers.

8. Automatic Job Alerted to targeted job seekers.

9. Cheaper hiring process.

10. Help and Support.

Functionalities provided to job seekers:

1. Job Listing from every possible sector.

2. Job Search Tools (Category, Experience, Keyword, Salary, Place etc.)

3. Resume Posting/Customized Resume Services

4. Step-by-step guide for making resumes and valuables suggestions.

5. Group Apply to multiple selected jobs.

6. Job Alert Services according to the resume posted on website.

8. 24*7 availability of service.

9. Multiple Resumes service, targeting multiple opportunities.

10. Help and Guidance, if needed.

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