HRO Today Global Winter 2016 - 35

WilsonHCG/HRO Today
Research Report
WilsonHCG/HRO Today
Research Report
about specific metrics, and what these metrics can do for the
business.
Exactly What Does Quality
Mean in the RPO Space?
2. The issue of cultural fit is crucial. When asked to rank
account-management factors, both the quality and nonquality
groups ranked the same items in the same order of
importance (how they felt about how their RPO providers
delivered was a difference). However, one item stood out:
cultural fit. The quality group ranked this factor higher than
the non-quality group. This finding was confirmed during
follow-up interviews.
Nine take-home fi ndings from a WilsonHCG and HRO Today
Magazine study
3. There is a clear connection between quality of service and
innovation, particularly among those that feel they have
quality RPOs. When we look at all respondents, nine out of 10
(89.1 percent) cited a connection between quality of service
and innovation. Breaking down these numbers, we see that
93.1 percent of respondents with quality RPOs made this
connection, compared to only 78.6 percent of respondents
with non-quality RPOs. The interviews tell the same story.
4. Responsiveness was ranked the highest of the elements
examined when considering contract renewal. How much of
an impact does the perception of quality have on contract
renewal? Quality is critical. Study results show that 83.3
percent of those who believe they have a quality RPO agree
they are likely to renew their contract, compared to only 14.3
t percent of those with a non-quality RPO.
unasked.
Ask a person on the street what quality means, you'll get a
variety of answers. Craftsmanship. Performance. Reliability.
Good answers, but they beg for follow up.
Ask an HR exec what RPO quality me ns, and you're likely
to hear about service - how well their provider meets
h ir recruiting needs. But that still leaves a lot of questions
Because WilsonHCG has the highest raw scores in quality
in the industry, HRO Today wanted to know how they are
achieving quality, and also ask HR professionals what they
think about quality in the RPO space. Specifi cally, we wanted
to know the following:
5. Those components of staffing operations with the greatest
predictive relationship with RPO quality of service are meeting
specific goals of recruiting metrics and efficient management
of processes. In other words, did you hit the numbers, and did
you do so without making a mess?
* What exactly does quality mean in a context of r cruitment
process outsourcing?
* What are the most important components of quality?
* What are the key drivers of satisfaction?
* What distinguishes quality service from run-of-the-mill or
mediocre service?
satisfaction or customer frustration.
6. RPO providers should be wary of the post-honeymoon
period of a contract. Quality of service and overall satisfaction
typically starts off with a mediocre rating about two-thirds
positive. In many cases, this rating dips at some point after
three months, and then remains flat or decreases until
about 18 months. After that time, the ratings generally
i inncrease once more. Therefore, RPOs must be diligent to
* What roles do innovation and cultural fi t play in perceptions
of quality RPO service?
We already had a head start on the answers. Each year,
HRO Today's RPO customer satisfaction surveys (th
dustry-leading Baker's Dozen) demonstrate the relative
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HRO TODAY MAGAZINE
| SEPTEMBER 2015
Not only do positive answers here demonstrate service
quality, they are also the best distinguishers between quality
and non-quality providers: Meeting the metrics and doing
so efficiently are the two areas where there was the highest
gap between those HRO professionals who saw their provider
as offering quality service and those who didn't. Thus, these
two elements are strong components of either customer
importance of staffi ng operations on satisfaction. Would an
additional study that focuses on staffi ng operations uncover
components that have a greater impact on satisfaction than
others; if so, to what extent?
manage expectations before and during the inevitable posthoneymoon
period.
7. Perception of quality in account management has three
main drivers: (1) Trust in the account manager (2) Adapts
well to changing business needs, and (3) Proactively suggests
solutions. The account manager is of course the face of the
RPO; as such, that person's performance is highly important
(4.51 of 5.00) in how HR officers perceive quality of service.
If that person is flexible in meeting client requirements and
is engaged to offering suggestions for improvement, a HR
officer is likely to perceive the RPO itself as offering quality
service.
8. Quality RPOs distinguish themselves by effectively using
the functions of the applicant tracking system (ATS). Great
technology doesn't do a lot of good if people don't use it.
Those with an ATS were significantly more likely than those
without one to rate their RPO quality as good or excellent. In
fact, 73.3 percent of clients using an ATS reported favorable
about their RPO provider, compared with 52.9 percent who
didn't use an ATS.
But that's not the whole story: The RPO has to be
knowledgeable about the functionality of the system, as
respondents that said their RPO provider was knowledgeable
about the ATS system were 28.5 percentage points more
likely to report a quality experience with the RPO than
those with a non-quality experience. Satisfaction with HRIS
integration with the ATS is also much higher among those
u with quality RPO providers.
Here's how we got our answers: HRO Today Magazine and
WilsonHCG began a study on April 17, 2015. Survey invitations
were sent to readers of HRO Today Magazine and HRO Today
newslet ers. We screened invitees so only those currently
sing an RPO provider participated. In total, there were
155 responses. . We followed up by conducting in-depth
interviews. Key driver analysis was conducted so we could
examine the relationships between the variables of quality
and the individual components of staffi ng operations. To
facilitate comparisons and analysis, we segmented one group
of HR pros who perceived their RPO as providing quality
service, and another group that didn't, and they become for
our purposes the quality and non-quality groups.
Here is what we found:
9. Requisition development with hiring management is
among the most important services for those with quality
RPOs. Conversely, the service is not entirely appreciated by
those without quality RPOs in terms of importance. This
suggests that some RPO providers do a better job of setting
expectations upfront-and that offers a yardstick for clients
to measure performance against. But a vague standard, as
with the non-quality group, leaves clients uncertain of what
counts as good service and what doesn't.
1. A quality RPO educates clients on the importance of
quality of hire metrics and applications. Those with quality
RPOs value all applications of quality of hire greater than
those without quality RPOs. Quality isn't fully realized and
innovation is hampered unless the RPO provider is offering
proactive solutions and advice. Further, both innovation and
proactivity in suggesting solutions speak to enabling change,
not just sticking with the status quo. This suggests RPO
providers need to explain why HR practitioners should care
Bottom line: This report shows that quality goes beyond
service levels and KPIs to encompass responsiveness,
innovation, proactive suggestions and having the right
cultural fit. Quality isn't just about doing what's expected
- it's about moving beyond the status quo to deliver
meaningful, lasting value to each client.
Information: To view the complete report, visit http://www.
hrotoday.com/category/market-intelligence/ esearch/.
SEPTEMBER 2015 | www.hrotoday.com
WINTER 2016 | www.hroglobal.com
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http://www http://www.hrotoday.com/category/market-intelligence/ http://www.hrotoday.com http://www.hroglobal.com

HRO Today Global Winter 2016

Table of Contents for the Digital Edition of HRO Today Global Winter 2016

HRO Today Global Winter 2016 - 1
HRO Today Global Winter 2016 - 2
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