HRO Today June 2015 - 26

Talent Acquisition
Technology already is informing
more innovative and targeted
recruitment messaging to attract
candidates, as well as prompt
them to initiate a quick response.
" Many of our current and prospective customers have
talent recruitment and talent management on their
minds right now, " says Paul Harty, president of Bostonbased
Seven Step RPO. " As baby boomers retire and
college graduates have different work aims, there's a
big fear in the marketplace that the organization won't
be able to attract or retain the talent it needs to sell
more stuff or do more things. "
These concerns are markedly different from the
workforce management objectives during the last
recession. Then, the focus was on labor costs; today, all
eyes are on the labor.
Planning for Progress
According to the Deloitte survey, the need to " develop
innovative ways to attract, source, recruit and access
talent " is one of three key areas of strategic focus
for HR in 2015. To begin this undertaking requires
executing a strategic workforce plan that refl ects the
company's growth objectives.
If an organization is planning to develop new products,
open new facilities or move into new locations, it
should strategically look at all the current and open
positions in its workforce and evaluate who is ready for
internal mobility and who may be at risk for leaving.
" It will take seven to 10 years to bridge the gap between
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HRO TODAY MAGAZINE
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JUNE 2015
boomers retiring and the next generation entering
the workforce, " says Kyler. " During this period of time,
companies have to fi nd different and innovative ways to
attract people to the organization. "
This is a key element of her discussions with clients.
" They want to know if it makes sense for them
to continue to decentralize (talent acquisition) or
centralize it in a recruiting center of excellence, " she
explains. " We help them make this decision based on
an understanding of the strategic workforce plan. "
" This goes beyond RPO as we've known it, " agrees
Kathy Kalstrup, executive vice president of global RPO
at Aon Hewitt, which designs, builds, and operates RPO
solutions. " We are working closely with employers to
make sure we understand what their strategic business
objectives are, shifting from RPO as a transactional
service to one that is more outcome oriented. "
The same transition is in play at Aon Hewitt. " We've
elevated the conversation to become more strategic
in assisting the client's business imperatives, "
Kalstrup explains. " It's really a tactical conversation,
determining where their opportunities are and where
their business is growing, then supporting them talentwise
to get to that place. "
Diverse Recommendations
Since each client's growth trajectory and current
workforce makeup is different, RPO solutions are
wide-ranging. " In some cases, we advise the client
that the best recruitment option is to emphasize
retention and (employee) training, whereas in others
we may recommend they enhance recruitment by
making their benefi ts more competitive or increasing
the compensation, " Harty says. " It all depends on the
alignment between the company's business strategy
and the most effective deployment of quality talent to
achieve it. "
In the case of CVS Health, the company wanted Seven
Step RPO to assist both its recruitment and retention
efforts. Rather than just hire and train IT employees on
a contingent contractor basis, it also sought innovative
ways to convert these contracted IT positions into

HRO Today June 2015

Table of Contents for the Digital Edition of HRO Today June 2015

HRO Today June 2015 - 1
HRO Today June 2015 - 2
HRO Today June 2015 - 3
HRO Today June 2015 - 4
HRO Today June 2015 - 5
HRO Today June 2015 - 6
HRO Today June 2015 - 7
HRO Today June 2015 - 8
HRO Today June 2015 - 9
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HRO Today June 2015 - 11
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HRO Today June 2015 - 17
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