PeopleScout Named a 2019 Leader and Star Performer in Recruitment Process Outsourcing by Everest Group
Chicago – Apr 3, 2019 – PeopleScout, a TrueBlue (NYSE: TBI) company and leading global provider of talent solutions, has been named a Leader in Everest Group’s Recruitment Process Outsourcing (RPO) Services PEAK Matrix™ Assessment 2019. PeopleScout was also named one of five Star Performers based on year-over-year positive movement on the PEAK Matrix.
Arkadev “Arko” Basak, Vice President at Everest Group noted, “PeopleScout’s continuous investments, both organic and inorganic, are testament to its forward-looking plan and vision. Investment in the end-to-end talent technology platform, Affinix, combining multiple digital elements, and the recent acquisition of TMP Holdings LTD (TMP) strengthening its European presence and expanding its services portfolio to include value-added services, are good examples. Investments such as these position PeopleScout well for the next level of growth.”
Everest Group classifies RPO service providers into three ascending categories of Aspirants, Major Contenders and the highest designation, Leaders. RPO providers are positioned against their peers on the PEAK Matrix. Everest Group’s PEAK Matrix framework assesses the market success and overall delivery capability of RPO service providers.
“As we continue to invest in our industry-leading talent technology, Affinix, and the expansion of our geographic capabilities and service offerings, we remain focused on our mission to find, engage and deliver the best talent for our clients,” said PeopleScout President Taryn Owen. “Being recognized for our partnership-oriented approach and being named a Leader and Star Performer by Everest Group is important validation of our strategy and ongoing commitment to meeting our clients’ unique talent needs now and in the future.”
Everest Group’s research is based on three key sources of proprietary information: their database of approximately 3,000 RPO deals, the operational capability of the 26 ranked RPO service providers, and ongoing buyer surveys and interactions. To be named a Leader, RPO providers must have the highest maturity levels in market impact, vision and capability.
Highlights of Everest Group’s assessment of PeopleScout on this year’s PEAK Matrix:
- Everest Group reports that “buyers lauded PeopleScout for the partnership-oriented approach in understanding and catering to their requirements.”
- “PeopleScout’s recent acquisition of TMP Holdings LTD (TMP), strengthened its European presence.” The acquisition also expanded and strengthened PeopleScout’s employer branding practice and added to its delivery capabilities through its Bristol global delivery center.
- Affinix was recognized as an end-to-end technology platform leveraging various advanced technologies including AI. Everest Group states that Affinix “offers a one-stop shop value proposition to its clients.”
- “PeopleScout continues to strengthen and demonstrate superior capabilities in the healthcare market.”
- Everest Group also reports that PeopleScout is “expanding its offerings to the mid-market with an aim to evolve as a holistic service provider capable of serving all the buyer types.”
PeopleScout continues to be recognized as a leader in RPO, MSP and Total Workforce Solutions by industry analysts. In 2018, PeopleScout was recognized as an Enterprise RPO Leader on HRO Today’s 2018 Baker’s Dozen Customer Satisfaction Ratings. PeopleScout was also ranked the No. 1 RPO provider in the Size of Deal category, a Healthcare RPO Leader and an RPO Leader in APAC. The company was recognized as a Total Workforce Solutions Leader and the No. 2 overall provider on HRO Today’s 2018 Baker’s Dozen Customer Satisfaction Ratings. Additionally, in 2018, PeopleScout was named the No. 1 MSP on HRO Today’s Baker’s Dozen Customer Satisfaction Ratings for the second consecutive year, and PeopleScout’s proprietary talent technology platform, Affinix, won the 2018 HRO Today TekTonic Award in the Candidate Experience category. Affinix also won the gold award in the Brandon Hall Group’s 2018 Human Capital Management (HCM) Excellence Awards program.
To learn more about the Recruitment Process Outsourcing (RPO) – Service Provider Landscape PEAK Matrix Assessment 2019 visit the Everest Group website .
PeopleScout, a TrueBlue company, is the world’s largest RPO provider managing talent solutions that span the global economy, with end-to-end MSP and talent advisory capabilities supporting total workforce needs. PeopleScout boasts 98 percent client retention managing the most complex programs in the industry. The company’s thousands of forward-looking talent professionals provide clients with the edge in the people business by consistently delivering now while anticipating what’s next. Affinix, PeopleScout’s proprietary talent acquisition platform, empowers faster engagement with the best talent through an artificial intelligence (AI)-driven, consumer-like candidate experience with one-point applicant tracking system (ATS) and vendor management system (VMS) integration and single sign-on. Leveraging the power of data gleaned from engaging millions of candidates and contingent associates every year, PeopleScout enhances talent intelligence for clients across more than 70 countries with headquarters in Chicago, Sydney and London and global delivery centers in Toronto, Ontario; Montreal, Quebec; Charlotte, North Carolina; Bristol, England; Krakow, Poland and Gurgaon and Bangalore, India. For more information, please visit www.peoplescout.com.
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PeopleScout UK Jobs Report – March 2019
The March Labour Market Report released by the Office for National Statistics continued to post record-breaking numbers for the nation’s labour market. In the quarter covering November 2018 through January 2019, the highest percentage of people were working in the UK since comparable records have been kept. Nominal wages rose 3.4 per cent, the highest year-over-year level in over a decade.
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RECRUITMENT PROCESS OUTSOURCING – PERSONNEL TODAY
Employers are battling economic uncertainty but still struggle to source much-needed skills. In such a volatile jobs market, what role does recruitment process outsourcing have in workforce planning and hiring strategies? Jo Faragher investigates.
“In 2019, there’s a whole different raft of things in play in the RPO market,” says industry analyst Nikki Edwards from NelsonHall. The trend we might have seen five years ago towards multi-year, end-to-end deals covering every recruitment process from attraction to induction has waned, she says, as organisations want more flexible RPO models, aligned to fast-changing markets and a volatile economy.
Traditionally, the drivers for outsourcing have been around cost savings and support with volume recruitment. But while saving money remains important, there’s a lot more focus now on candidate quality and experience, according to industry analysts Everest Group.
‘Employers might ask a supplier to look after specific job families such as early careers, or a specific geography. Other areas they may feel are so important they want to keep them in-house.” – Jon Porter, PeopleScout UK
“For those who have not adopted RPO before cost is an important driver. Apart from that, it’s about scalability and adaptability. It means they can add to employee base or reduce more flexibly,” explains Vishal Gupta, practice director of Everest’s business process services division.
“For second and third generation buyers, they will already have picked the low hanging fruit – so they’re now looking at how they can reduce costs further through automation or artificial intelligence, and they’re worried about candidate experience.”
New employment models
The changing and more fluid nature of the employment market is also impacting buyer behaviour. “The engagement model between the worker and the company is changing faster than they can keep up,” says Michael Wachholz, global head of contingent workforce at RPO provider Alexander Mann Solutions (AMS). “The way people connect with employers is changing all the time and companies are not as equipped to keep up and make decisions amid this disruption.”
RPO providers have had to adapt their offerings to become more flexible in response, so customers can target where they need support and scale up and down as needed. “[Vendors] can design models that accommodate multiple suppliers, or where they do their own resourcing but need help with screening, or simply where they’re looking to experts to guide them through the market,” says Pete Holliday, managing director of Sopra Steria Recruitment, a managed service provider (MSP).
This favours those companies starting out on their RPO journey, who are able to ‘dip a toe in’ to outsourcing for specific projects and scale up and down as the market requires, or when they feel confident enough to add something else. “It’s a means of testing the concept for some companies,” explains Jon Porter, managing director of PeopleScout UK. “So they might ask a supplier to look after specific job families such as early careers, or a specific geography. Other areas they may feel are so important they want to keep them in-house.”
And because most vendors’ technology platforms are cloud-based, it’s relatively easy to scale up and down in this way, as well as less costly because they’re not constantly investing in infrastructure. Many offer “assessment as a service” or similar products so organisations can buy what they need and upscale if necessary.
“Cloud-based platforms mean a lot of the infrastructure has gone, but it’s important to check that your provider can be agile and change things on the fly,” adds Wachholz. “The biggest inhibitor to successful RPO is deploying the technology – it’s important to know whether they can integrate and leverage that tech today.”
Demands on data
The technology aspect has always been central to an RPO investment, and continues to be. Vendors tend to deploy sophisticated management systems that can keep track of everything from the recruitment agencies you work with to communications with candidates themselves. Due diligence into the technology platform used by a provider is still crucial, however.
“Ask them what happens if you change service provider; some sell a proprietary platform and take it away when you terminate. This should be one of the criteria in your buying decision,” advises Holliday from Sopra Steria.
Economies of scale across these platforms mean that vendors also have access to thousands of terabytes of data on candidate behaviour and market movements – and these insights can help employers stand out to candidates.
Access to analytics means companies and their RPO partners can make improvements to their recruitment strategy as they go – for example if a certain approach improves candidate conversion rates, they can adapt immediately rather than waiting until a campaign is over. “Evaluation of the RPO partnership now is constant rather than only when it comes up for renewal,” explains Edwards from NelsonHall, “it’s a case of constant improvement over the contract period versus sitting back and doing nothing.”
Data insights also go hand in hand with improving candidate experience – a factor that has gained in importance in RPO deals. “Candidate experience metrics are increasingly being built into service level agreements, people are looking more and more at post-offer quality of hire,” says Porter from PeopleScout.
This means that the impact of employer branding – once a luxury add-on to many RPO deals – can be measured and adjustments made where things aren’t working. “We can see how people are performing in their role, what attrition rates are. Are the people we’re bringing in culturally aligned to the business?” he adds.
Frances Ibe, director of product management at payroll and HR services provider ADP, agrees that there is a shift away from the “transactional” experience that was a historical feature of RPO. “There’s a greater focus on not just having transactional experiences with candidates but personalised experiences by building out true CRM (candidate relationship management) capabilities and ensuring a company’s culture has a positive impact on its ability to recruit,” she explains.
“This means you can invest in your talent pools and engage in different ways, not only to increase employer value proposition and brand but to enable companies to identify potential candidates that they can hire and train into the role in order to meet their long-term needs, while reducing their short-term staffing shortages and challenges.”
Total talent acquisition
The stand-out trend in recruitment outsourcing over the coming years, however, is “total talent acquisition” – a catch-all term that brings together the outsourcing of the recruitment of contingent workers and permanent staff.
The rise of gig-style working, where individuals may take on a short-term project or even be serving multiple clients at any one time, has forced both employers and their outsourcing suppliers to make systems more fluid in response. In many larger organisations, HR has typically dealt with permanent hiring while procurement brought in contractors through managed service provider (MSP) arrangements.
The in-house recruiter’s view
James Baker is global head of executive search at Jaguar Land Rover, and has worked alongside a number of RPO providers.
“I’ve worked with companies where we were trying to get both flexibility and scalability, and ultimately performance,” he says. His main concern with outsourcing recruitment to a third party supplier is the potential for prioritising price over quality: “Making it into a price-driven exercise ultimately undermines one of the most important things a company can do,” he adds.
“Because it’s price driven, the ratios their recruiters are expected to handle can be unrealistic.”
He acknowledges that RPO providers can help companies bring in capability they might not otherwise have, as well as draw insights from their client base.
But at senior management level, it’s less effective, and this is an area JLR has chosen to move in-house. “I’ve been lucky to work for a lot of strong brands, and your brand is almost always stronger than that of the RPO,” he concludes.
James Baker is a member of the Forum for In-House Recruitment Managers.
Now the focus is moving towards what skills someone can offer, regardless of their employment status. “Before it was a case of they don’t really talk to each other so there’s a disconnect – now they need people with the right skill-sets so it doesn’t matter if they’re permanent or contractor,” says Gupta. “This means RPO providers are serving clients in a more holistic way.”
At AMS, this is done through a “talent cloud” that sits in front of the separate applicant tracking systems, explains Wachholz: “The evolution will be in how you look at the worker at the front end.
“We’re bringing a consumer-like relationship to these workers. Companies now need to be thinking about the type of talent they need, rather than the engagement model.”
Of course, businesses could build these talent clouds themselves, but the fast-changing nature of both their needs and the candidate market means many still prefer external support, even on a consultancy basis.
“Most employers are waking up to the reality that they need to train and develop their own people as part of their overall workforce plan,” says Holliday.
“But they recognise that contractors can help build more knowledge in house and can pass that on to their own people.”
Wachholz describes this as an ‘educate, build, shift’ model that is constantly evolving.
“Companies need a guide that understands not just how to source the best candidates, but how to have the right platform in place to deal with them efficiently and marry up that human element,” he explains.
“This can ebb and flow depending on where your company is on the journey. Outsourcing and talent acquisition is not going away.”
Written by Jo Faragher.
The AA and PeopleScout win best experiential prize at 2019 RADs
The AA and PeopleScout (their RPO partner) have won the ‘Best event, experiential outdoor advertising and campus installation’ prize at this year’s RAD awards. The judges awarded the prize based on PeopleScout’s employer brand understanding and the client’s successful brief to engage the target audience in a thoroughly creative experience.
PeopleScout leveraged TMP’s extensive capabilities to improve employer brand awareness and capture the essence of the AA’s recruiting ethos. The ‘AA Ready for ANYTHING challenge’ used the client’s brand messaging to build recognition of the AA’s contact centre roles and to meet the client’s hiring targets. The objective of the campaign was to create ‘a fun, conversation-sparking event that captures the essence of the AA employer brand.’
PeopleScout presented the brand to local audiences through peer engagement – reaching a large number of individuals effectively and creatively. The campaign centred on the brand message ‘Who is Ready for ANYTHING?
The solution consisted of two events featuring contestants taking on a series of randomly selected challenges such as ‘Yellow brick road’, walking on thousands of lego bricks and ‘A brush with fear’ cleaning your teeth with horrid flavoured pastes. The events included digital screen and on-stage announcements highlighting the AA’s local career opportunities alongside influencer posts with live streaming.
All response was driven to the AA careers site where daily visits doubled and trebled during the events.
“Both events were a massive success and surpassed our expectations in terms of the level of engagement, prior, during & post the events.” Said Craig Morgans Head of Talent Acquisition, HR Shared Services, Learning & Development.
PeopleScout Managing Director, Jon Porter commented ‘I’m delighted that this campaign has been recognised by the industry, the brief enabled us to showcase our skills in creating dynamic events to increase local and regional employer brand awareness.’
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