Five years is a short amount of time, but it’s amazing how much can change in that period. Just ask recruitment process outsourcing (RPO) buyers. Turn back the hands of time, and HR executives were seeking RPO to tackle staffing problems mainly in terms of cost per hire and scalability. They were in it for the cost savings to drive the bottom line. And while this metric is certainly still measured, it’s no longer top of mind. That’s the beauty of entering second-generation RPO. The industry is at a maturation point where second-generation buyers expect—and earn—more value from their engagement, and first-generation buyers have the opportunity to start ahead of the game.
“We are seeing more buyers come to the table with a much clearer vision of what they want,” reports Angela Hills, executive vice president of Pinstripe, Inc. “They are looking to evolve the model and create a solution that isn’t cookie cutter.”
Hills of Pinstripe says RPO providers will have to strike a balance between the old and newer ways of conducting business. “There must be a balance between high tech and high touch. We must leverage new technology without forgetting the people element,” she says.
Analytics is a hot topic of conversation in every global organization. How best to leverage big data in recruitment strategies is on the horizon and nearing reach. “There is a major opportunity with big data and analytics—it’s mind blowing,” says Hills. “The key here is getting HR to consume it, digest it, and use it to predict the future.”