HRO Today June 2015 - 41

Talent Acquisition
Responding to Market Change
Randstad US creates a new unit as organizations continue to seek advice
on leveraging both full-time and contingent labor in workforce planning.
By Elliot Clark
Editor's Note: Randstad, US announced on May 8th a
reorganization putting their RPO, MSP, payrolling, and
independent contractor solutions and other professional
services offering under a newly formed unit, Talent
Solutions Group.
I saw the announcement of the creation of the new Talent
Solution Group at Randstad, US under the leadership
of long-time industry executive Rebecca Henderson
(formerly Rebecca Callahan undergoing her own personal
" rebranding " following her recent marriage). HRO Today
reached out to Henderson to discuss how this change
refl ects the ongoing evolution of the marketplace where
clients are demanding more customized and creative
bundled solutions to address both permanent and
contingent hiring needs in the workforce.
Randstad, US has long offered both solutions
but through different service delivery and sales
organizations that were increasingly " co-bidding " or
responding to crossover request for proposal questions
about capabilities in many different enterprise
workforce solutions. Below we have the details of a few
pressing questions.
Do you think this trend is being driven by the increasing
use of independent contractors and contingent labor
resources?
There is a growing trend in the labor market today,
whereby more individuals who seek contingent work
will continue to work as contractors throughout their
careers. These workers, who were previously corporate
workers that may have been severed at one time or
another, have found that they do not need to return
to the full-time or direct labor force. They can make an
excellent living as a independent contractor and may
never return to the direct labor force. This brings a new
dynamic to staffi ng industry, as providers must now put
more quality into their programs to better meet the
needs of these " career contingents " and fi gure out how
to deliver a better experience to these candidates and
hiring managers alike. This will entail a new approach
to recruiting to truly engage this talent and provide the
opportunities they are looking for.
Are there any systems that can combine the vendor
management system technology for contingent labor
with applicant tracking system technology for full-time
hiring? Is technology holding back the combination?
No, but it shouldn't matter today. Programs will rely
on the technology and processes currently available to
engage the contingent workforce, rather than seek to
combine their talent strategies. Though having teams
working in two systems to manage talent may add
extra costs to the programs, it won't hinder their ability
to connect with that talent. Over time, as technology
catches up, the costs of such programs will only go down.
There are some that predict the changes to benefi t
requirements and the excise taxes on healthcare plans
under ACA may lead to a reduction on contingent labor.
Are you seeing that among your U.S. clients?
I think this could have the opposite effect. As individuals
from Gen X are known to change jobs often, the idea of
contingent work has great appeal for those who want
project-based work or more fl exibility. The availability of
benefi ts like healthcare through the ACA makes it much
easier to be a contingent worker.
Will the acronyms of RPO and MSP eventually disappear
in favor of a new blended solution?
Maybe so; ideally, yes. The acronyms as labels are useful,
but so many defi nitions of service exist that they really
are not that important. Meeting a client's specifi c need
and tailoring your offerings to provide a comprehensive
solution is more the key nowadays than what we call
it. As talent programs continue to evolve, the lines
will only continue to blur, and RPO and MSP won't be
distinguished by full time and temp in the future.
JUNE 2015 | www.hrotoday.com
[41]
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HRO Today June 2015

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