HRO Today Global Summer 2017 - 25

Talent Acquisition
By The Numbers
Randstad Sourceright delivers RPO and MSP services
to Merck KGaA, Darmstadt, Germany across all
global regions and in 19 countries, with additional
countries to be added.
* 5,000 permanent and contingent hires per year
supported by Randstad Sourceright
* More than €100 million MSP spend under
management and €30 million contract workforce
supply
Randstad Sourceright. At the time, the partnership
between the two wasn't as aligned as it could have been.
As Faust says, all it took was a little common sense and a
clear outline of key performance indicators (KPIs) to drive
business strategy.
Streamlining processes was crucial to ensuring that global
recruiting was consistent across all countries for both
internal and external hires. The organisation has an equal
distribution of nearly 2,300 permanent hires per region
in which it does business: APAC, EMEA, North America,
and Latin America. When hiring was executed by the
team of 40 recruiters in the past, some regions received
more specialised, high-touch attention than others. To
overcome the situation, consistency was key.
" If we compare the past and today, very few countries
had the same level of work from the internal recruiters, "
Faust explains. " So we segmented recruiting and applied
a strategy to define what hires would be done with
internal recruiters-middle management and up-and
the rest was to go external where technically feasible. "
This is not an uncommon approach. Volume hiring
often falls to an RPO provider because there's strength
in numbers; an RPO provider has the resources and
expertise to handle a large amount of hiring when
needed. That's been a consistent advantage of RPO-the
ability to flex up or down. In fact, NelsonHall's seventh
Global RPO Market Analysis names " scalability and
agility to meet business demands " as one of the five
main reasons organisations leverage RPO. Within the
global footprint of Merck KGaA, Darmstadt, Germany,
the countries with the most demand for volume hiring
include India, the U.S., Germany, Brazil, and China.
Middle and executive management positions are handled
by the company's internal talent acquisition team. " This
way, there is a very clear connection to our internal
talent, their development, and our succession planning, "
explains Faust. " Internal recruiters are connecting the
dots under the perspective of potential executives in the
company. "
Once the " what " was determined, it was time to focus
on the " how. " At the same time that the contract
with Randstad Sourceright was updated, Merck KGaA,
Darmstadt, Germany, redefined its own internal
global recruiting processes. There was a big shift to
accountability, says Faust: " We have applied a lot of new
principles to ensure accountability of line management
for hiring decisions. "
For the complete placement process, each step of the
hiring process is within the realm of the line manager's
responsibility-everything from search to selection
and offer-but supported by robust HR processes and
products. Faust says this mirrors the overall mindset
of the organisation, and helps to steer global talent
management because it's clear who made the hiring
decision. And this tactic has been well-received. " Our
managers embrace this thinking, " he says.
The Details Within the Data
The company's culture of accountability requires each
business function to share its successes and challenges.
For the newly restructured global recruiting approach,
Faust relied very much on data to show its strengths and
weaknesses. Helping to enable this was technology. The
organisation implemented SuccessFactors in 2014 and
Visier in 2015 to track KPIs as well as ensure processes
were the same in every country. The dashboard is a
global tool and accommodates language and country
needs.
" The data really helps them looks more to the future, "
says Chris Hutt, operations director for Randstad
Sourceright. " It can be used for field steering and to drive
the business strategy. "
Faust says that the technology provides straightforward
data in terms of metrics around time to interview, time to
hire, time to offer, and source of hire. The organisation
also has a clear picture of costs-cost of hire, external
costs, etc. " I can now compare the channels on a much
more comprehensive level, " Faust says.
SUMMER 2017 | www.hroglobal.com
[25]
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HRO Today Global Summer 2017

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