RPO Blog

In this case study, Advanced RPO delivers a tailored solution that delivered significant business impact.

Company Profile

A national provider of investigative and risk mitigation services to government organizations utilized a small internal team plus agencies to fulfill recruiting needs.  

In the early 90s, Recruitment Process Outsourcing (RPO) began as Employment Process Outsourcing and consisted of mainly project work. As the evolution of EPO progressed it was redefined as Recruitment Process Outsourcing. RPO emerged as a formalized human resources outsourcing offering around 2003. Since then, the RPO industry has gained momentum and has become standard practice among Fortune 1000 companies.  In recent years, midsize companies have also begun to adopt RPO solutions to augment their talent acquisition programs.  

Welcome to our new “Get to Know Advanced RPO” series!  Want to know what makes Advanced RPO special? It’s our people, and you’ll get to meet them, one at a time.

Today let’s meet Tammie Hoerig. Tammie has more than 15 years of recruiting experience with many of those years in an RPO environment. Let’s hear what Tammie has to say about recruitment and working for Advanced RPO …

Welcome to our new “Get to Know Advanced RPO” series!  Want to know what makes Advanced RPO special? It’s our people, and you’ll get to meet them, one at a time.

First up is Sarah Buck, one of our Senior Recruiters. Sarah is a fantastic example of what makes RPO recruiters unique. Let’s get to know Sarah …

“Great vision without great people is irrelevant.”

Jim Collins stated it so simply in Good to Great (1990): you simply cannot achieve greatness if you do not have the right people “on the bus.” While the philosophy is simple, executing on competitive talent acquisition strategies is anything but. Finding and attracting exceptional talent is hard enough as it is; when you add in the complex dynamics of today’s workplace and hiring landscape, you have a seemingly daunting task.

In our last blog, we explored the importance of the recruiter/hiring manager relationship. A recent study from Bersin by Deloitte ranked this relationship as the top performance driver for high-impact talent acquisition.

Strong recruiters are a critical component to high-performing talent acquisition. The best recruiters are great at building relationships and solving problems. They are tenacious, resourceful, and highly organized, and they are current with the latest recruitment trends, techniques, tools, and technology.

Bersin by Deloitte recently published an excellent study: “High-Impact Talent Acquisition Revealed: Key Findings and Maturity Model.” Talent acquisition is now a CEO-level concern and it’s been well documented that high-impact talent acquisition can significantly improve business outcomes. The Talent Acquisition Maturity Model gives valuable insight into the journey companies often make towards achieving this goal.

The middle market continues to be a thriving portion of the U.S. economy. Revenue increases are fueling continued hiring momentum for the middle market; in fact, at 4.9%, the rate of employment growth is near the all-time reported high and is well above the long-term average growth rate of 3.3%. Expectations for future employment growth are the highest ever reported at 4.0%.

Competition for talent is intensifying and the rapid pace of change in the dynamic world of talent acquisition makes it challenging for companies to hire the best talent. These challenges are the driving force behind the growing acceptance of RPO solutions. Recruitment Process Outsourcing (RPO) is a fast-growing sector of HR outsourcing and the $2 billion industry is expected to expand at a rate of 9% through 2018.

This post was originally posted at RPOAssociation.com.

I often define HR as “everything people”, therefore the essence of HR has to be strategic. As HR expands beyond its traditional administrative role, that shift provides a significant impact on an organization’s value creation. To properly align HR with the business strategy, the structure must support having the senior HR leader involved in the strategic planning process. It’s then that HR leader’s responsibility to ensure the entire executive team understands that it is human capital that impacts all areas of an organization. In turn, the HR function needs to ensure the human asset is effectively aligned with the business strategy. The focus on business strategy needs to be addressed within every department of HR – Talent Acquisition, Compensation & Benefits, Performance Management, Employee Development & Employee Relations.