Cielo CEO, Sue Marks, was quoted in an article published by HRO Today. The editorial, RPO Steps Up, is based on the premise that “savvy talent management strategies will be a key differentiator in 2015.” Specifically, global organizations cannot afford to be caught with talent inferior to the competition, which underscores why Recruitment Process Outsourcing (RPO) has shifted from the “back office” to the forefront of business and HR strategy.
As Sue explains, this has produced “enhanced interest in global RPO solutions,” yet truly global RPO requires a solution tailored to each regional market, cultural differences and unique workflows.
Excerpts from the article:
Trends that focus on strategy include enhanced interest in global RPO solutions that look, act, and pretty much work differently across global entities, followed by greater use of predictive data analytics to gauge retention risks; the creation of progressively unique workforce compositions; heightened interest in assessing current employees for internal hiring; and stepped-up movement toward the development of talent communities.
In this regard, one size fits all is not the answer. “We all think that ‘global RPO’ means one program all over the world, where the processes and systems are standardized and consistent, but this is not the best solution because recruiting is a local business,” says Sue Marks, CEO of RPO provider Cielo. “While there is an evolution toward centralized global delivery design, there is still a need for more decentralized approaches in each market.”
[Sue] explains that a global client wants its recruitment platform to look one way in the U.S. and another way in Germany, tailored to reflect each market’s cultural differences and unique workflows. Nevertheless, the core of the RPO system from a delivery standpoint is consistent across all countries. “This type of hybrid solution continues to gain more traction,” says Marks.
A factor in this acceleration is that many companies may brand themselves as global, but the truth is they still tend to operate on a country-by-country basis, given cultural, economic, and regulatory differences
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