Post-recession RPO Becomes a Top Candidate for Growth

Date: November 22, 2010
Pages: 20
Price:
US$ 3,995.00
Publisher: Ovum
Report type: Strategic Report
Delivery: E-mail Delivery (PDF)
ID: PC650DF1523EN
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Post-recession RPO Becomes a Top Candidate for Growth
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Introduction

The economic crisis that began in 2008 had a dramatic impact on recruitment, and the RPO industry has had to change to meet buyers' changing needs. This report focuses on how RPO vendors have changed in the last three years, and how they are evolving to provide global services to enterprises in the future.

Features and benefits
  • Analyzes changes to the RPO market in view of the global recession.
  • Estimates the size of the RPO market and forecasts its growth in 2011.
Highlights

Recruitment process outsourcing has been through a difficult adolescence, experiencing a spurt of growth followed by a crisis of confidence as buyers shunned vendors' advances during the recession.The repercussions of the changes in the buyer-vendor relationship during this phase appears to be long-lasting, and it could well be that the changes in approach that the recession has necessitated will have made the value proposition of RPO stronger than ever as the industry moves towards maturity.

Your key questions answered
  • How large is the RPO market, and how fast is it growing?
  • How can companies benefit from outsourcing recruitment processes?
  • Are vendors and enterprises ready for global RPO contracts?

SUMMARY

Catalyst
Ovum view
Key messages
Multi-regional deals are gaining in buyer acceptance
Greater emphasis is on quality of hire
Vendors are pursuing more realistic pricing models
RPO is set to grow by 11% in 2011

MARKET CONTEXT: THE EMERGENCE OF RPO

History of RPO
Defining RPO
RPO and the global recession
RPO is forecast to grow by 11% in 2011

POST-RECESSION DRIVERS FOR RPO

Overview
Key drivers for RPO
Improving the quality of candidates
Moving to a variable cost model
Internal recruitment capabilities are lacking
Improve the recruitment brand
Trend to a shared-services model in HR

CAN RPO GO GLOBAL?

Global deals have yet to materialize
Vendors have not been able to demonstrate true global capabilities
New partnerships, new hope
Sourceright Solutions and Hays (WorldSource)
The Right Thing and Alexander Mann
Allegis and Talent2 (allegistalent2)
Multi-region deals are gaining traction

COMEPTITIVE LANDSCAPE

Adecco
Alexander Mann
Allegis
Futurestep
Hays
Hudson
Kelly Outsourcing and Consulting Group
Kenexa
Manpower
Pinstripe
Sourceright Solutions
The Right Thing

RECOMMENDATIONS

Recommendations for enterprises
Push for variable pricing, but leave room for vendor profit
Consider RPO before reinvesting in recruitment infrastructure
Recommendations for vendors
Partnerships need strong governance
Vendors need to develop a reputation for flexibility
Vendors must explore new techniques to source the best candidates

APPENDIX

Further reading
Methodology
Author
Ovum Consulting
Disclaimer
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