Whitepaper-Seven Shifts RPO HR V0552

8/7/2019 Whitepaper-Seven Shifts RPO HR V0552

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ctts

Introduction / 3

01 The demographics are turning hostile / 4

02 The Millenials are rewriting the rules / 8

03 The rise o the Free Agent / 11

04 Technology: riend or oe? / 14

05 Globalization is here to stay / 17

06 Making HR a strategic priority / 20

07 Maximizing recruiting efciencies through outsourcing / 22

Conclusion / 24


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As businesses across the globe evaluate and continue to assess their recruitment needs, HR

departments are being conronted by a daunting array o challenges.

On one hand, in the atermath o historical highs in unemployment, there is supposed to be

an abundance o talentyet attracting the best people is more dicult than ever. Additionally,those current employees who are dissatised in their roles will be looking to jump ship at the rst

available opportunity.

A prolieration o new social networking and database technologies is transorming the way

people look or work. As importantly, technology has changed the way companies and recruiters

must now engage in seeking out and recruiting passive candidates. And a new generation

o independent, transient, and globalized workers in the burgeoning knowledge economy is

creating new rules around hiring and engagement.

At the same time, there is unprecedented pressure on HR to lit its game, and become more

aligned to the key strategic drivers o business perormance. Measurement o HR perormance

is shiting and becoming more demanding, requiring practitioners to demonstrate their

contribution to high-level corporate goals, not just operational outputs.

These orces are converging at a stage when many corporate executives who look at HR think

its job should be relatively straightorward. From a talent acquisition standpoint, With so much

talent on the market, why is it so hard to attract and retain the right people?

These are the key imperatives acing the HR proession worldwide. This is not simply a short-

term cycle, but part o a longer-term trend that is shaping the undamental way that people think

about work and interact with employers, amilies, and communities.

This paper examines the seven meta-trends that are shaping the new workorce, and provides

insight into how the role o HR is being severely stressed to meet the needs o business and

commerce in the 21st century.

itrt


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Despite the availability o people, hiring managers in many

organizations are seeing the re-emergence o talent shortages even

in the early phase o economic recovery.

Th rphs r tr hst01


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THiS iS noT a

SHoRTage o PeoP

buT a SHoRTage o

qualiied PeoPle,

aT a Time wHen

woRkPlaceS aRe

demanding HigHe

leVelS o Skill an

knowledge.

Th rphs rtr hst01

Recent events have seen national economies shudder to a halt, and with that, a sudden shit

in the critical labor shortages that had plagued developed economies or more than a decade.

With millions o workers having lost their jobs in recent years, the basic rule o numbers would

suggest that labor supply should be plentiul. And while it is true that unemployment levels in

many countries remain at historical highs, the issue acing HR organizations is an increasingly

critical talent shortagethose individuals who bring education and occupational skills to an

organization that can make an immediate and lasting impact.

Despite the availability o people, hiring managers in many organizations are seeing the re-

emergence o talent shortages even in the early phase o economic recovery. As economic

growth gathers pace, shortages in certain industries are appearing almost as acute as beore

the economic collapse. In some areas o healthcare, science, and IT the talent shortage never

actually disappeared, and those remain highly challenging environments or recruiting.

So, whats happening? Essentially, we are entering a phase in the demographic cycle that will

be characterized by chronic talent shortages in certain sectors over the long haul. It is part o a

longer-term trend dictated by population cycles.

Population growth in major economies is below replacement rates, meaning there will be

increasingly ewer people o traditional working age, relative to the older population. The total

ertility rate (TFR) is a measure o the number o births per woman in the population and serves

as a proxy or population growth and stability. A rate o 2.3 children per woman is generally

considered the replacement rate in developing countries, while 2.1 is the rate in developed

economies. Above this rate a population is increasing and below, it is generally alling.


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Th rphs rtr hst01

Fertility rates are in sharp decline in the vast majority o industrialized countries, while they are

growing signicantly in many underdeveloped countries. Unortunately, many o the countries

with ast-growing populations do not have the educational inrastructure to develop a level o

skilled labor that can be readily substituted or the shortall in industrialized countries. This results

in a paradox: we may see high unemployment while at the same time recognizing a global

shortage o talent. This paradox may be more or less pronounced based on sector, but it is an

inevitable emerging trend.

8

7

6

5

4

3

2

1

0

Niger

Ethiopia

Chad

Yemen

Kenya

Iraq

SaudiArabia

Jordan

Pakistan

Philippines

Syria

Malaysia

Israel

India

SouthAfrica

Mexico

Brazil

New

Zealand

UnitedStates

Chile

Ireland

China

Australia

Denmark

Sweden

Netherlands

UnitedKingdom

Canada

Switzerland

Germany

Italy

Spain

Japan

Singapore

HongKong

Replacement Rate (2.3)

Source: CIA World Factbook 2009

Total Fertility RateSelected countries, 2009 (births per woman)


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While Gen X and baby boomers have the greatest direct

experience in the global business environment, Gen Y is

becoming the driving orce or change.

Th ms r rrt th rs02


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THe beneiTS o

diVeRSiTy in THe

woRkPlace aRe

well-documenTed

and gen y bRingS

RicH oPPoRTuniTy

To cHallenge

eSTabliSHed

noTionS, ReReSH

PRacTiceS, and Ta

inTo new THinkin

TecHnologieS, an

aTTiTudeS.

Th ms rrrt th rs02

The infux o Gen Y, or the Millenials, into the workorce is changing many o the ground rules

that prevailed or Gen X and baby boomers. Gen Y has entered the workorce with dierent

attitudes, expectations, and ambitions. There are identiable traits and attitudes that range

across issues o job selection, tenure, work-lie balance, remuneration, promotion, and not least,

the use o technology.

Reerring to that group born roughly between the mid70s and the year 2000, Gen Y is the

rst truly globalized generation o workers. They have grown up with technologies that have

shrunk the workplace, expanded their horizons, and made them eel comortable operating in a

borderless world. For them, the digital workplace means dealing with colleagues rom dierent

cultures in dierent time zones.

While Gen X and baby boomers have the greatest direct experience in the global business

environment, Gen Y is becoming the driving orce or change. They see global experience as a

positive dierentiator in job selection and promotion.

For Gen Y, the lines between work and personal lie are blurred. They are the rst generation

thats been raised in a 24/7 environment. The communications revolution has made that possible,and Gen Y doesnt view it as a burden.

Issues around work-lie balance become important because in an environment where work

and social lie are ill-dened, there needs to be some level o compromise. The workplace

itsel is evolving to meet some o these requirements. For the Millenials, the workplace is not

solely about workit is a place or social interaction and shared learning. Workplace culture,

relationship building, and ongoing learning is critical to these individuals.

Gen Y is also bringing new approaches to the issue o ethics, the environment, and social

responsibility in the workplace. They are more likely to want to work or rms that have a good

reputation or ethical and environmental perormance, and they are ready to tell others when

their employer is doing well or doing poorly. They are acutely sensitive to the changing ortunes

o brands and the way in which social, ethical, and cultural infuences can enhance or destroycorporate reputation.


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Th ms rrrt th rs02

The issues o career paths, responsibility, and promotion requently arise in regard to Gen Y.

Some say they are overly ambitious, even impatient. What is apparent is a signicant ocus on

making the most o opportunities and advancing ones career. This can impact decisions around

job stability and tenure.

The task o recruiting and managing these latest entrants can seem bewildering, especially or

those whose approaches are based on old notions o command and control. The benets o

diversity in the workplace are well-documented and Gen Y brings a rich opportunity to challenge

established notions, reresh practices, and tap into new thinking, technologies, and attitudes.

Understanding the varying needs o the dierent generationseverything rom communication

style, management techniques, and organizational structuresbecomes important i everyones

needs are to be met. When they are, there is more likely to be a high-perorming workplace.

HR managers and employers worldwidesome with more success than othersare adapting to

these behaviors and striving to get the best out o this diversity that characterizes the modern

workplace. Critical to recruiting this generation is an understanding o their social and cultural

drivers, something which is beyond many HR organizations today. Additionally, once employeesare hired, a renewed ocus on employee engagement must be put in place.


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Those who describe themselves as sel-employed are a rising share o

the workorce in many industrialized economies. They have redened the

orthodoxy o lielong employmentto one o lielong employability.

Th rs th r at03


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Those who describe themselves as sel-employed are a rising share o the workorce in many

industrialized economies. They have redened the orthodoxy o lielong employmentto one o

lielong employability. How then, can an HR organization nd, let alone recruit, such talent?

As more people go solo, they need to become more fexible, entrepreneurial, and responsive tothe needs o the market. They take on personal responsibility or updating their skills and staying

relevant. They do not operate under the security o permanent employment and thus need to

think aresh about the skill sets that will sustain them or the long haul.

There are relatively ew people in todays labor market who can honestly say that they have job

security or, in some cases, employer loyaltycertainly not in the same sense as applied in a

previous era. Now, the emphasis is on attaining the skills that will allow or lielong learning as a

pathway to long-term employability.

The rise o this contingent workorce is also shaping new patterns o business behavior around

HR practice. The recruitment o sta needs to account or the shiting needs o business, and the

availability o a pool o workers with specic expertise suited to particular projects. Assignments

can be or a period o weeks or months. The needs o this market are dierent rom those o apermanent workorce, and HR proessionals need new skill sets to understand and manage a

contingent workorce that may be spread across dierent states, countries, and time zones.

Its been described as the age o the disposable worker or the permanent temporary

workorce. As organizations look to cut back on xed costs, they have put the razor through a

wide range o employment benets, and now have turned it on the jobs themselves.

For employers, this ushers a new era o fexibility, with all the benets that brings. But it also

heralds a much more complex way o managing organizational talent. I key people can jump

rom one assignment to the next, how do organizations retain the critical talent that provides

their competitive advantage? How do they protect the knowledge and IP that can slip out the

door? How do they go about accessing the talent they need across the globe, juggling myriad

legal, nancial, and regulatory issues across jurisdictions?

For employees, it entails a new approach to upgrading, deploying, and marketing their skills.

They need to be alert to changes in the market that can open up new business opportunities,

or ones which can make them redundant. This can impact the types o assignments they select.

Those that enhance their skills or their reputation can be a win-win or both parties.

The task o grappling with a shiting contingent labor orce, while saeguarding critical

knowledge, and maintaining morale in the permanent workorce, will be one o the key

challenges o the coming decade.

Th rs thr at03


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Technology provides speed to market, however, recruiting and sourcing skills

are still ultimately the driving actor in success. Having the right tools in your

toolbox simply helps you get there aster.

Th: r r ?04


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a key elemenT o

THe emeRging HR

PaRadigm, wiTH iT

conVeRgence inT

Social media, enT

a moRe ocuSed,

STRaTegic, and

non-TRadiTional

aPPRoacH To

ReacHing key

audienceS.

Th: r r ?04

The days o help-wanted signs and newspaper job ads have passed, replaced by a vast array

o platorms and technologies that are transorming the recruitment landscape. People are on

the move, and the use o electronic and social networking tools are enabling recruiters and

candidates with innovative ways o reaching their targetspeoples liestyles have changed and

recruiters need to continually evolve to stay relevant.

The ready availability o these applications has led to a leveling o the playing eld: organizations

with media power and large advertising budgets are competing with no-cost or low-cost blogs

or webcams to post inormation. In this environment, it is not so much about the technology,

but the appeal o sophisticated and savvy strategies that penetrate the electronic noise, able

to reach potential candidates, both active and passive. Technology provides speed to market,

however, recruiting and sourcing skills are still ultimately the driving actor in success. Having the

right tools in your toolbox simply helps you get there aster.

This raises the issue o what the contemporary HR practitioner needs to do to adapt to this

new digital environment. What ollows are just some o the techniques that are currently, and

increasingly, likely to be deployed in the recruitment space, and must be mastered in order to

tap into the increasingly sophisticated labor pool:

Useofnichewebsitesalongwithgeneraljobboards.Manyofthegeneralboards,whichhave

become fooded with resumes and requently do not ocus on any one industry or passive

candidate, are still helpul, but niche sites also provide better targeting o candidates with

industry expertise.

Makingsocialmediaapartoftherecruiterstoolbox.SitessuchasFacebook,XING,and

LinkedIn, among others, are becoming a ocal point and must be updated with inormation

and communications on an increasingly requent basis to remain a part o the evolving

conversational landscape.

Useofcompany-orrecruiter-specicLinkedInproles,whichareregularlyupdatedwith

inormation on the company, including upcoming job expos and industry events.

Authoringorsponsoringindustry-specicwhitepapers,postedtocompanyorindustry

websites, linked to advertising, blogs, and social media.

Developingandpresentingwebcaststhatshowcasecompanyattributes,industrytrends,

products, issues, or best practices.


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Th: r r ?04

Blogginginplacesthatpotentialcandidatesandindustryexpertsarelikelytovisit,anduseof

micro-blogging platorms like Twitter to reach more tightly dened target groups.

Automatingsourcingeffortswithwebtoolsandproductsthatallowrecruitersmoretimeto

communicate directly with candidates and their hiring managers.

Useofinternalapplicanttrackingsystems(ATS).Manycompanieshaveaccesstoanideal

database yet oten neglect this as a sourcing tool. Previously considered candidates who were

not chosen or one position may be qualied or a current opening.

Buildingapassivecandidatedatabasethoughonlinesearchesanduseofsiteslike

resumeblaster.com or resumezapper.com, to name a ew.

Lastly,theage-oldpracticeofsmilinganddialingorcoldcalling,andmaintainingpersonal

rapport with experts in the industry who may be added to your database or provide reerrals.

A key element o the emerging HR paradigm, with its convergence into social media, entails a

more ocused, strategic, and non-traditional approach to reaching key audienceswhich may

be a dicult task, given the increasing demands on the HR proessional to ocus on strategicversus tactical imperatives. Oten, HR generalists and even recruiting specialists simply dont

have the time to stay abreast o all the tools, master the technologies, and use them eectively.

When eort is put into learning the systems and tools, beware that knowledge leaves when your

in-house expert leaves your company.

By using industry expertise and thought leadership as a tool, capable recruiters cut through

the clutter that permeates much o the traditional media, and engage in interactions that

can uncover exceptional talent. This can be time-consuming, but or those procient in such

techniques, it brings results and can be successul in reaching into talent pools that are typically

resistant to more traditional approaches.


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Globalization has been advancing at a hectic pace in recent decades, ueled

by greater international mobility, prosperity in the developed world, and a

communications revolution that has transormed the exchange o inormation.

gt s hr t st05


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in a RelaTiVely SHo

SPace o Time, HR

HaS moVed Rom

a comoRTable

PoSiTion in wHicH

THe boundaRieS

o iTS woRk weRe

deined by diSTan

To one wHeRe THe

TalenT Pool iS

liTeRally global,

and may be SouRc

Rom anywHeRe.

gt s hr t st05

The march o globalization has spread across a range o markets as diverse as motor vehicles,

natural resources, energy, and ood. Labor is the latest market to be enguled by the tide o

globalization, as human talent becomes a fuid and exchangeable asset across international borders.

The concept o globalization oten attracts bad press. The image o hooded protestershurling objects through the plate glass o McDonalds at a G20 summit is the ugly ace o

the trend. But globalization, as a phenomenon, has been advancing at a hectic pace in recent

decades, ueled by greater international mobility, prosperity in the developed world, and a

communications revolution that has transormed the exchange o inormation.

Distance is no longer the obstacle it used to be in the pre-digital era. In many industries, a

trained proessional in, or example, Guangzhou can easily supplant a similar proessional in

New York or Dubai. In certain industries where skills are highly transerrable, there is little to stop

workers rom being recruited or assignments in any location around the world.

This is truly revolutionizing the way that we search or, locate, and deploy talent. There are still

clearly many jobs that require a central locality. But there are an increasing array o jobs, and

elements o jobs, that can be tasked to individuals in any part o the globe.

E-health means that diagnostic tools can be accessed by patients and health proessionals

remotely; scientic research is becoming highly internationalized; in construction and

manuacturing, standardized CAD techniques mean the design elements can be outsourced to

wherever they can be perormed competitively. In the growing knowledge economy, there is

virtually no limit to the breadth and scale o unctions that are open to globalization.

All this presents a unique challenge to the HR proession. In a relatively short space o time, it

has moved rom a comortable position in which the boundaries o its work were dened by

distance, to one where the talent pool is literally global, and may be sourced rom anywhere.


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gt s hr t st05

This issue raises a new hurdle or the HR organization: workorce virtualization. With the growing

use o these technologies, HR is aced with a decision o whether to move the work, or the

worker. In many cases, the work can be perormed anywhere that skilled talent exists rather than

the worker having to be on-site. Workorce virtualization allows an organization to source talent

globally, but tasks IT to have an ecient, cost-eective, and workable solution that may not yet

be ready to address the problem that HR has identied.

Companies realize the potential o tapping into a vast global labor pool, especially at times

o talent shortage. They are heading in this direction and will need their HR partners to show

them the way. HR will be expected to become procient with a range o technologies and

platorms that support an ever-broadening set o unctions. They will also need knowledge o

labor markets, cultural dierences, key recruiting methods, and labor laws in a variety o dierent

jurisdictions, requiring a level o expertise that many HR departments have never been called on

to provide.

This is a task that requently tests many medium and even large organizations with a well-

resourced HR unction, yet it is becoming a routine element o the job. It will require practitioners

who are able to exploit networks and resources across multiple locations, and who can apply the

best o their knowledge to the benet o a local enterprise. It may also require the organization

to be willing to explore outsourcing certain HR unctions to providers with the global reach to

enable their HR strategies.


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HR practitioners are being charged to engage more in the business issues o

central importance to core direction and strategy.

m HR strt prrt06


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Increasingly, HR organizations o all sizes have been shiting their ocus to

outsourcing the recruiting and screening unction.

m rrt fs thrh tsr07


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ouTSouRcing Re

HR PRoeSSionalS

To addReSS THe

incReaSingly

comPlex meTa-

TRendS aecTing

THeiR induSTRy, an

To HaVe a laSeR-l

ocuS on HigHeR-

leVel imPeRaTiVeS.

m rrt fsthrh tsr07

HR is all about people, but its oten easy to become swamped by processes and technologies.

In media reporting o corporate issues, we requently hear o nancial problems or operational

problems, but not oten HR problems.

Increasingly, HR organizations o all sizes have been shiting their ocus to outsourcing therecruiting and screening unction. Recognizing the need to take a more strategic approach to

their role within the organization, they realize they cannot (and should not) be all things to all

people. This doesnt mean throwing in the towel. Outsourcing allows an organization to manage

and participate where needed, while still providing maximum fexibility.

They will also need to consider how they can best add value. The complexity o the HR

landscape means that many HR proessionals are becoming bogged down in transactional tasks,

at the expense o more strategic priorities. Much o the work around hiring is largely tactical, but

it is also increasingly complex, and moving beyond the capacity o some HR managers. These

are the type o jobs that are ripe or being outsourced.

Outsourcing some o the unctionality can ree time and resources or HR people to start to look

at how they are meeting more important corporate goals.

They will then be in a position to play a more strategic and valued role, availing themselves o

data and metrics that provide new levels o insight into HR perormance and its contribution to

organizational results. Once removed rom the straightjacket o process HR they will be able to

step into the eld o clever HR, where they can utilize their knowledge in ways that are directly

relevant to decision-makers.

Armed with a range o key perormance measures, HR can become the repository o critical

human capital intelligence, relevant and valued.

One o the ironies is that many HR departments devote a relatively small amount o time to

the recruitment unction. Even during periods o labor shortage, they are so burdened with

transactional work that recruitmentarguably the most pressing taskis given too little attention.It will be a matter or individual organizations to determine the scope o any outsourcing

decision, but it seems clear that this path is increasingly being taken to liberate HR as it

grapples with a multitude o issues. The steady growth o Recruitment Process Outsourcing

(RPO) as a specialized industry supporting the HR unction is testimony to this.

Outsourcing rees HR proessionals to address the increasingly complex and ast-altering

meta-trends aecting their industry, and to have a laser-like ocus on higher-level

imperatives. This trend is being replicated across the globe, as witnessed by

the growing number and prevalence o providers ocusing on the

recruitment process.


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The landscape or the HR proession is rapidly changing, and raising questions about the way the

industry adapts to meet a series o landmark events.

There is nothing new in the need to changeproessionals across scores o industries have had

to rethink the way they work in order to meet business trends and new technologies.

Yet new ways o thinking about recruiting and sourcing labor seem to have ushered in a

sequence o reorms that have undamentally re-ordered the way that HR has unctioned or

decades. RPO in its ideal state can provide HR with the best o both worlds: a means to ensure

that their organizations nd and place top talent, while at the same time reeing them to ocus

on more strategic initiatives.

This means that incremental change will likely not suce to meet the challenges ahead. HR

proessionals will be required to simultaneously conront demands across areas encompassing

technology, demographics, and generational behavior.

Only as a result o these actions will HR leaders be able to take their proession up the value

chain, and deliver a talent management strategy that aligns with the workorce solutions modern

business needsnow more than ever.

cs


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at th athrs

Lance Jensen Richards, GPHR, SPHR

Lance Jensen Richards is senior director and global practice leader o the Human Resources

Consulting (HRC) practice o Kelly Outsourcing and Consulting Group (KellyOCG). The group

is part o Kelly Services, Inc. (NASDAQ: KELYA, KELYB), a leader in providing workorce solutions,

headquartered in Troy, MI.

In his current post since 2007, Richards has overall accountability or KellyOCGs HRC practice on a

global basis, in addition to providing thought leadership, business planning, and strategic direction.

The HRC practice delivers a wide range o HR solutions to Kelly clients worldwide. Its service lines

include strategic workorce planning, global mobility, training and education, and human resources

consulting. Prior to his current position, Richards was senior director o international human

resources or Kelly Services, a role that included managing operations globally.

Beore joining the Kelly organization in 2003, Richards was managing director and co-ounder

o Suddenly Global LLC, a Washington, D.C.-based international human resources consultancy.

Prior to that, he was director o global human resources or Teleglobe, the global networking,

Internet, and data services arm o Bell Canada Enterprises.

Earlier in his career, Richards held executive posts at Verizon International, including director

o international stang and country director o human resources or Verizon China. He was

also manager o human resources Asia/Pacic or the North American subsidiaries o British

Telecom. Educated at the University o Georgia in Athens, GA, Richards holds a bachelors

degree in communications theory.

An internationally sought-ater speaker on globalization and workorce strategy, Richards haspresented at human resources conerences, seminars, and universities around the world. He

currently is a visiting proessor o human resource management at the Sasin Graduate Business

School o Chulalongkorn University in Bangkok.

Richards sits on the talent strategy board or the Human Capital Institute, and serves as an

instructor or the Society or Human Resource Management (SHRM) global human resources

certication preparation course, which is taught internationally. Additionally, he has served on the

board o directors or SHRMs global orum and its global expertise panel.

He has been a scheduled editorial columnist in Personnel Todaymagazine and his commentary

on global human resources issues has been eatured in European Business Review.


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at th athrs

D. Zachary Misko

D. Zachary Misko is global director o the Recruitment Process Outsourcing (RPO) practice o Kelly

Outsourcing and Consulting Group (KellyOCG). The group is part o Kelly Services, Inc. (NASDAQ:

KELYA, KELYB), a leader in providing workorce solutions, headquartered in Troy, MI.

In this role, Misko works with Fortune 500 companies throughout the world to develop and

implement processes that improve and drive recruitment and retention solutions. Misko joined

Kelly Services in 2002 with more than 15 years o human resource and management expertise in

areas including direct merchant, retail, biotechnology, lie sciences, and stang services. Within

these industries, Misko held various positions in the areas o recruitment, employment law,

employee relations, consulting, strategic human resources planning, perormance management,

training, and compensation. His experience includes managerial posts at several companies:

Promega Corporation, Lands End, and Younkers, Inc.

Misko has earned many proessional certications, including Certied Diversity Recruiter (CDR),

Certied Internet Recruiter (CIR), and Proessional in Human Resources (PHR). He has also

completed advanced certication rom the Department o Industry, Labor, and Human Relations.

Misko holds a bachelors degree in business administration with an emphasis in human resources

rom Carroll College in Waukesha, Wisconsin. He is currently a member o the Society or Human

Resource Management (SHRM), the Employers Management Association (EMA), and the National

Association o Personnel Services (NAPS). He is a past president o the Metro Milwaukee SHRM

chapter. He is considered an industry expert in applying Lean methodologies in the talent

acquisition process.

Currently, Misko is a senior executive board member o Best Practice Institute (BPI) and serves

on the Advisory Board or EnticeLabs. He is also co-chair o the Human Resources Outsourcing

Association (HROA) Research Committee and a member o the Human Resources Outsourcing

Association (HROA) Outreach and Education Committee. He has had articles published in many

print and online publications, including Workforce Managementmagazine, HRO Today, Human

Resource Executive magazine, and HR.com. Misko is a contributing author to the book, Best

Practices in Talent Management, published in December 2009.


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About Kelly Outsourcing and Consulting Group

KellyOCG is a global leader in innovative talent management solutions in the areas o Recruitment

Process Outsourcing (RPO), Business Process Outsourcing (BPO), Human Resources Consulting,

Career Transition and Organizational Eectiveness Consulting, Executive Search, and Contingent

Workorce Outsourcing (CWO), which includes Independent Contractor Solutions. Further

inormation about KellyOCG may be ound at kellyocg.com.

Documents

Whitepaper-Seven Shifts RPO HR V0552