Global RPO Report 2009

RecRuitment pRocess outsouRcing business pRocess outsouRcing contingent woRkfoRce outsouRcing Human ResouRces consulting caReeR tRansition & oRganisational effectiveness executive seaRcH Think ouTside. global RPo RePoRT 2009  global RPo RePoRT 2009 contents 01 02 03 04 05 06 (3) Preface (4-5) 07 08 09 10 (16–19) The decision to outsource (20) executive summary (7) estimating the real cost of recruitment (22) a profile of respondents (8–10) The recruiting challenge (11–13) Respondents – country of residence (23) global hiring intentions (14–15) about sponsors internal recruitment functions graphs g1 g2 g3 g4 g5 g6 (7) Number of employees (8) Hiring challenges, by region (9) Conditions slowing hiring, by region (10) Conditions slowing hiring, by size (11) Plan to hire 100+ (11) Plan to hire g7 g8 g9 (12) Main job categories to be filled, 2008 and 2009 (13) How organisations plan to use recruitment firms (14) Number of internal recruitment staff, by size g10 (15) % of recruitment team solely recruiting g11 (16) Outsourcing part or all of the HR function, by region g12 (18) Provider selection criteria (19) Outsourced hiring program expectations g14 (19) Why firms don’t outsource g15 (20) Average cost per hire g13  global RPo RePoRT 2009 | 3 01 preface Claus-Peter sommer, Vice-President, Center of excellence – RPo, kellyoCg Richard J. Crespin, global executive director, hRoa ➔ Following on from the Despite the short-term gloom, there are some fundamentals which this research seems to reinforce. The awareness of RPO continues to grow throughout the world, with a pronounced lift in the Europe, Asia & This survey was conducted in the final quarter of 2008, a time of great tumult and change across the world’s employment markets. As we write this preface, each week brings dramatic announcements of staff redundancies from a wide range of iconic global businesses. Much of the world is in recession, and business confidence shows no signs of evening out in the short-term. This survey then, represents a view of a rapidly shifting trend at a unique snapshot in time. Clearly many organisations’ 2009 staff hiring strategy and needs will be dramatically impacted by the current environment. Just how dramatically remains to be determined. When the current events pass, as they will, the war for skills and talent shortages will return in even more dramatic forms. HR departments which have been downsized in the lean times will be overwhelmed with the complexities of identifying and onboarding the quality and quantity of talent they need to fuel their company’s renewed growth. The value recruitment process outsourcing can play in such an ■ ■ ■ 01 Preface 02 executive summary environment to enable organisations to respond rapidly will be, if anything, even more pronounced. That is why, even in the current climate, there remains a recognition and underpinning sense of fundamental shift towards the strategic outsourcing of recruitment processes. As we move through this downturn, it seems likely that the rate of movement towards this model will accelerate as companies who have weathered the storm seek to capitalise on their growth opportunities. 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors outstanding feedback from the 2008 survey, it gives us great pleasure to introduce the Global RPO Report 2009. Middle East (EMEA) and Asia-Pacific regions. And whilst staffing volumes will be significantly impacted by the crisis, the strategic intent of many organisations remains focused on the longer-term.  global RPo RePoRT 2009 | 4 02 executive summary ➔ The Global RPO Report A shortage of skilled staff is the key recruiting challenge for many (82 percent), significantly outstripping the next closest challenge, uncompetitive salary (35 percent). Challenges that slow the hiring process are much less clear. Whilst more than half of respondents point to quality of hire, the next most commonly cited brake on the hiring process are broadly spread: time to hire (37 percent), cost to hire (28 percent), and hiring manager satisfaction (27 percent). In comparing results from the 2008 and 2009 studies, hiring is expected to fall off in the coming year; those anticipating hiring 100+ permanent employees have fallen from 43 percent to 36 percent. However, 2009 still looks to be an active hiring year, with a similar percentage of organisations expecting to engage in recruiting/hiring. 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors 2009, now in its second year, was carried out by Kelly Outsourcing and Consulting Group (KellyOCG) and the HROA in September and October 2008 to continue to explore the views and practices related to recruiting and recruitment process outsourcing (RPO) among global business leaders. Our 614 respondents were a global set, at companies ranging in size from fewer than 1,000 employees to more than 50,000 and representing a spectrum of industries. Last year we noted that the buoyant world economy was having a negative impact on recruitment, as 70 percent of respondents reported recruitment difficulties. The recent global economic situation appears to be having, expectedly, impact, as well, with many fewer respondents (54 percent) experiencing recruitment difficulties. The EMEA region is faring worst with 67 percent reporting experiencing hiring troubles.  global RPo RePoRT 2009 | 5 02 The majority of respondents – 66 percent – are currently using recruitment firms, down from 2008’s 78 percent. EMEA organisations, at 78 percent, are much more likely than their American and Asia Pacific counterparts to make use of recruitment firms, as are the largest employers – those with 50,000+ employees – 85 percent of which are using recruitment firms. By far the most common use of recruitment firms is for sourcing, screening and testing, with over 90 percent of these respondents making use of those services. Half of these respondents are using these firms for reference checking. Two thirds of those using recruitment firms fill less than a quarter of their job vacancies that way. EMEA organisations, however, make the greatest use of these firms; 42 percent say they use them to fill between a quarter and half of vacancies. Less than half of respondents (43 percent) say they are outsourcing part or all of their HR function. Among those who are outsourcing HR functions, recruitment and payroll are most common, at 65 percent and 54 percent respectively. Familiarity with RPO appears to be on the rise; 62 percent say they are familiar or very familiar with RPO versus 56 percent last year. Just under a quarter of respondents say they are outsourcing all or part of their recruitment process. This experience is most common in EMEA (35 percent), followed by the Americas (23 percent) and the Asia Pacific region (17 percent). RPO is also much more common in companies with 50,000+ employees, 40 percent of which report engaging in RPO. The three main priorities of RPO are reducing time to hire, lowering cost of recruitment, and integrating multiple sourcing channels. ■ ■ ■ 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors  FamiliaRiTy wiTh RPo aPPeaRs To be on The Rise; 62 PeRCenT say They aRe FamiliaR oR VeRy FamiliaR wiTh RPo VeRsus 56 PeRCenT lasT yeaR.  global RPo RePoRT 2009 | 7 03 a profile of respondents European respondents are more likely to have multinational roles than their American or Asia Pacific counterparts; half all the European respondents report having a multinational role, as compared to 29 percent of American respondents and 20 percent of Asia Pacific respondents. Just under half of the respondents (46 percent) represent organisations with fewer than 1,000 employees, and about a third work in organisations of 1,000 to 10,000 employees. The remaining 20 percent work in the very largest organisations – those with more than 10,000 employees. The results represent views from a broad spectrum of industries, including Professional Services, Manufacturing, IT&T, Banking & Finance, Health, Retail/Wholesale, Government Education, Bureau/Outsourcer, Transport, Construction, Utilities, Insurance, FMCG / Consumer Products, Hospitality, Non - Profit / Religious Organisations. ■ ■ ■ 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors ➔ The survey was undertaken Most respondents (61 percent) are responsible for only one country, and just under a third (28 percent) are responsible for 2 to 10 countries. Only 11 percent are responsible for 11 or more countries. For the most part respondents have responsibility for recruiting within their own regions, with only 18 percent of respondents overall saying they have global by Kelly Outsourcing and Consulting Group (KellyOCG) and the HROA in September and October 2008 to continue our exploration – commenced the previous year - of the attitudes and practices of global organisations relating to recruitment generally and recruitment process outsourcing (RPO) specifically. The respondent pool is truly global, with 41 percent located in the Americas, 37 percent in the Asia Pacific region and the remaining 22 percent in EMEA. Respondents generally have a national role within their organisations – 70 percent say their role is mostly national, whilst 30 percent say their role is mostly multinational. Not surprisingly, 1 number of employees 12% 8% 46% Less than 1,000 1,000 to 10,000 10,000 to 50,000 More than 50,000 recruiting responsibilities. EMEA respondents are the most likely to have global recruiting responsibility (26 percent), followed closely by American respondents (22 percent) and then Asia Pac respondents (9 percent). 34%  global RPo RePoRT 2009 | 8 04 the recruiting challenge ➔ Just over half of all of respondents in the Americas (43 percent) say they are experiencing difficulties in recruiting staff, whilst 60 percent of Asia Pacific and 67 percent of EMEA respondents indicate recruiting challenges. A shortage of skilled staff is by far the most significant reason cited for recruiting difficulties, beating out the next closest challenge (uncompetitive salary) by more than two times. Whilst respondents in all regions agreed that the skilled staff shortage was a significant challenge, American respondents ranked uncompetitive salary the lowest of all challenges (with 19 percent selecting it), below location and the current recruitment process. 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 08 estimating the real cost of recruitment respondents (54 percent) say they are experiencing difficulties in recruiting staff. This number is down fairly significantly from last year’s 69 percent who indicated they were having difficulties in hiring. At the same time, the data point out potential regional differences in recruiting challenges. Less than half 2 hiring challenges, by region Hiring challenges by region 09 Respondents – country of residence 10 about sponsors Shortage of skilled staff Salary uncompetitive Location Current recruitment processes 0% 10% Americas APAC EMEA 20% 30% 40% 50% 60% 70% 80% 90%  global RPo RePoRT 2009 | 9 04 Respondents cite a variety of challenges that are slowing the hiring process, the most common of which, quality of hires, at 54 percent is the only one selected by more than half of all respondents. Following that, challenges include, time to hire (37 percent), cost to hire (28 percent), hiring manager satisfaction (27 percent), performance monitoring (21 percent), quality of recruiters (18 percent). Whilst there is general agreement among respondents from different regions as to the main inhibitors to hiring, quality of hires is a more significant problem in the Asia Pacific region than it is in the Americas or EMEA, time to hire is a more significant problem among EMEA respondents, and poor processes is more significant among American respondents than it is for respondents in other regions. 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 3 Conditions slowing hiring, by region Conditions slowing hiring, by region Quality of hires Time to hire 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors Hiring manager satisfaction Cost to hire Quality of recruiters Performance monitoring Poor processes Technology effectiveness 0% Americas APAC EMEA 10% 20% 30% 40% 50% 60%  global RPo RePoRT 2009 | 10 04 The impact of some of these challenges is also influenced by company size. Quality of hires is a more significant challenge for organisations with less than 100 employees than it is for larger firms. Hiring manager satisfaction, poor processes, and especially technology effectiveness are more significant issues for the largest companies. On the other hand, cost to hire appears to be less noteworthy for the largest organisations, as is hiring manager satisfaction for the smallest. ■ ■ ■ 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 4 Conditions slowing hiring, by size Conditions slowing hiring, by size Quality of hires Cost to hire Time to hire Hiring manager satisfaction Performance monitoring Quality of recruiters Poor processes Technology effectiveness 0% Less than 1,000 1,000 to 10,000 10,000 to 50,000 More than 50,000 06 internal recruitment functions 07 The decision to outsource 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors 10% 20% 30% 40% 50% 60%  global RPo RePoRT 2009 | 11 05 global hiring intentions ➔ The impact of the current that number dropped to 36 percent. Likewise, the percentage of respondents who say they plan to hire more than 100 temporary and graduate employees also dropped from the 2008 to the 2008 survey, from 33 percent to 20 percent and 18 percent to 13 percent respectively. Unlike last year, and again not surprising given the economic challenges of the past year, the anticipated hiring focus for 2009 is in replacing existing positions, rather than filling new ones. Nearly half (48 percent) of organisations are recruiting for five or fewer locations; EMEA firms are most often (84 percent) recruiting for one to 10 locations, whilst both American and Asia Pacific firms are more broadly spread from one to 20-plus locations. 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors global economic situation can be seen in the anticipated number of hires in 2009 versus the prior year. In 2008, 43 percent of respondents anticipated hiring more than 100 permanent employees; in 2009, 5 Plan to hire 100+ However, whilst the number of Plan to hire 100+ Permanent Temporary Graduate 0% 10% 20% 30% 40% 50% anticipated hires appears to be declining, respondents anticipate an active hiring year, with those expecting to make some number of permanent and graduate hires increasing over the prior year. 2008 2009 6 Plan to hire Plan to hire Permanent Temporary Graduate 0% 20% 40% 60% 80% 100% 2008 2009  global RPo RePoRT 2009 | 12 05 As we found last year, when asked about the job categories they will fill in the next year, the top categories are business operations support and mid-level executives, both at 74 percent of all respondents, although in general slightly lower numbers than the prior year. The majority of respondents (66 percent) use recruiting firms to aid in their hiring efforts, although this number is down slightly from last year’s 71 percent. Organisations in EMEA are more likely than their counterparts in the Americas or the Asia Pacific region to call on recruiting firms to aid them – 78 percent of EMEA respondents versus 67 percent of American and 59 percent of Asia Pacific respondents. Larger firms, too, are more likely to seek the assistance of recruiting companies than are their smaller counterparts; just over half of the smallest firms (fewer than 1,000 employees) use recruiting firms, while 85 percent of the largest (more than 50,000 employees) do. 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors 7 main job categories to be filled, 2008 and 2009 Main job categories to be filled, 2008 and 2009 Senior Exec Mid-level Business Ops Support Administrative Contact Centre Trades Other 0% 2008 2009 20% 40% 60% 80%  global RPo RePoRT 2009 | 13 05 Of those organisations that use recruiting firms, 90 percent use them for sourcing, screening and testing, and half use them for reference checking. Two thirds of the companies that use recruiting firms say they fill 25 percent or fewer vacancies through third-party providers. Just as EMEA organisations are more likely to make use of recruiting firms, they rely on them to fill more positions as well; the highest percentage of EMEA respondents (42 percent) say they fill between a quarter and a half of all vacancies through third-party providers. Most organisations – 83 percent – will use cross border recruitment to fill up to 25% of their vacancies. Only 7 percent will use this method to fill more than 50 percent of their vacancies. ■ ■ ■ 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 8 how organisations plan to use recruitment firms How organisations plan to use recruitment firms Sourcing, screening, testing Reference checking 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors Applicant and recruitment performance tracking Vendor management On-boarding 0% 10% 20% 30% 40% 50% 60% 70% 80% 90%  global RPo RePoRT 2009 | 14 06 internal recruitment functions ➔ Our 2009 survey found recruitment. Asia Pacific firms are most likely to have centralised recruitment functions (56 percent) and least likely to outsource (1 percent). Most recruitment departments (61 percent) in our survey are operating with five or fewer internal recruitment staff. It’s no surprise that internal recruitment size grows as organisation size grows; nearly three quarters (73 percent) of firms of 50,000+ employees are have 20+ recruitment staff. Similarly, decentralised organisations generally have larger recruitment staff sizes, but that difference is likely owing to the fact that larger firms are more likely to be decentralised. 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 08 estimating the real cost of recruitment that slightly fewer than half of the respondents (49%) have decentralised recruitment processes, and another 43% are centralised, whilst 4% are outsourced. (The remainder use a broader hybrid of arrangements.) American and EMEA organisations follow similar patterns with more reporting decentralised 9 number of internal recruitment staff, by size Number of internal recruitment staff, by size 09 Respondents – country of residence 10 about sponsors Less then 1,000 1,000 to 10,000 10,000 to 50,000 More than 50,000 0% 1 to 5 6 to 10 11 to 20 More than 20 10% 20% 30% 40% 50% 60% 70% 80% 90%  global RPo RePoRT 2009 | 15 06 Not only are many recruiting functions limited in size, but few HR/recruitment staff are dedicating significant time to recruitment functions. The highest percentage of respondents – 37 percent – say less than 10 percent of their internal HR/recruitment team perform recruitment duties only. On the opposite end of the scale, 20 percent of respondents say they have HR/ recruitment staff that are dedicated to recruitment duties 75 to 100 percent of their time. This is often the case with larger organisations, 36 percent (the highest total percentage among firms of 50,000+ employees) of whom say 76 to 100 percent of their internal HR/recruitment team perform recruitment duties only. Respondents indicate that they use a wide range of technologies to source and track candidates. The most popular are online applications and assessment (73%) and applicant tracking (66%) programs, both of which are used more than twice as often as the next most common technologies. ■ ■ ■ 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 08 estimating the real cost of recruitment 10 % of recruitment team solely recruiting % of recruitment team solely recruiting Less than 10% 10% to 25% 26% to 50% 51% to 75% 76% to 100% 0% 10% 20% 30% 40% 09 Respondents – country of residence 10 about sponsors  global RPo RePoRT 2009 | 16 07 the decision to outsource ➔ Our survey asked The most commonly outsourced HR processes among respondents who do outsource are recruitment (65 percent of those outsourcing HR functions) and payroll (54 percent of those outsourcing HR functions). These two HR functions are more than twice as likely to be outsourced as are any other. Familiarity with recruitment outsourcing in particularly appears to be on the rise. Whilst last year 56 percent of respondents were familiar or very familiar with RPO, this year that number has climbed to 62 percent. Still 9 percent (about the same as last year) are not at all familiar with RPO; the remaining 29 percent are somewhat familiar with it. Familiarity is somewhat higher in EMEA (69 percent) and the Americas (66 percent) than in the Asia Pacific region (53 percent). 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors respondents about their use of any outsourcing within their HR. According to their responses, less than half (43 percent) are outsourcing part or all of their HR function. These numbers vary significantly by region, with EMEA firms (at 63 percent) considerably more likely than American (46 percent) and Asia Pacific (27 percent) organisations to be outsourcing HR functions. 11 outsourcing part or all of the hR function, by region Outsourcing part or all of the HR function by region APAC EMEA AMERICAS 0% 10% 20% 30% 40% 50% 60% 70%  global RPo RePoRT 2009 | 17 07 The largest firms (more than 50,000 employees) are more likely to be familiar or very familiar (53 percent) with RPO than are smaller firms, which range from 32 percent to 38 percent. Among all respondents, 24 percent say they are outsourcing some part of the recruitment/hiring process. Those numbers vary significantly by region, with 35 percent in EMEA saying they’re involved in RPO, while 23 percent of American respondents and 17 percent of Asia Pacific respondents say they are involved in outsourcing recruitment or hiring. With 40 percent saying they are engaged in recruitment/hiring outsourcing, the largest organisations are about twice as likely as smaller ones to be outsourcing in that area. About a third of those who are outsourcing recruitment/hiring processes are doing so as part of a larger HR outsourcing contract. A little over a third (36 percent) of those who are engaged in RPO are outsourcing company wide. Other than that, their organisations are using RPO in a wide variety of ways, with just over a quarter saying they are using RPO in the following job types: administrative, contingent, temporary, business units, and professional. Firms are least likely to be using RPO to recruit graduates. When asked about future plans, across all respondents, 48 percent say they would consider outsourcing recruitment processes. Of those not currently outsourcing any part of their recruitment process, 41 percent say they would consider it; those numbers do not vary significantly by region. However, the larger the organisation, the more likely they are to consider RPO, with 35 percent of 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors  global RPo RePoRT 2009 | 18 07 the smallest firms and 47 percent of the largest firms saying they would consider it. Interestingly, of those who say they are currently outsourcing recruiting, nearly a third (31 percent) say they would not consider outsourcing recruitment in the future. The vast majority of the largest companies that are currently outsourcing would consider it in the future (90 percent), but that number drops to two-thirds of all companies smaller than 50,000 employees. The recruitment processes organisations would consider outsourcing in the future are not significantly different than those that are currently outsourced, with the exception that twice as many would consider outsourcing recruiting for the business unit than currently do (26 percent considering versus 13 percent currently outsourcing). As we found last year, recruiter quality (77 percent), industry knowledge (63 percent) and cost (53 percent) were the top three criteria for selecting an RPO partner. 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 12 Provider selection criteria Provider selection criteria Recruiter quality 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors Industry knowledge Cost Years of RPO experience Technology Global Reach International 0% 10% 20% 30% 40% 50% 60% 70% 80%  global RPo RePoRT 2009 | 19 07 The majority of organisations (86 percent) would expect a partner to speed hire times if they outsourced their hiring programs, followed next by lowering the cost of recruitment (69 percent). Program expectations fall off after that, with less than half (46 percent) expecting partners to integrate multiple sourcing channels, just over a quarter (29 percent) looking to the vendor to manage or limit the number of third-party providers, and less than a quarter (21 percent) seeking to gain access to technology. Among those who would not 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors 13 outsourced hiring program expectations Outsourced Hiring Program Expectations Faster time to hire consider outsourcing recruitment, nearly three-quarters (74 percent) say outsourcing is unnecessary because they are confident in their own capabilities. The next most commonly reported reasons firms do not outsource recruitment are because outsourcing is viewed as Lower cost of recruitment Integrate multiple sourcing channels Manage or limit number of third party providers Gain access to technology 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% too expensive (41 percent) and for internal cultural issues (35 percent). 14 why firms don’t outsource Why firms don’t outsource ■ ■ ■ Not necessary as we do a good job ourselves Outsourcing is too expensive Internal cultural issues Unable to measure the financial benefits Lack of internal expertise Knowledge of outsourcing Unable to identify a good potential outsourcing partner 0% 10% 20% 30% 40% 50% 60% 70% 80%  global RPo RePoRT 2009 | 20 08 estimating the cost of recruitment ➔ Across all respondents, the just under a quarter, indicated that average cost of recruitment is 500 Euros to 1,000 Euros (US$700 to US$1,400). ■ ■ ■ 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions average cost per hire is between 1,801 Euros and 2,500 Euros (US$2,501 and US$3,500). However, the largest number of respondents, 15 average cost per hire Average cost per hire 500 to 1,000 1,001 to 1,800 1,801 to 2,500 06 internal recruitment functions 07 The decision to outsource 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors Euros 2,501 to 3,500 3,501 to 5,000 5,001 to 10,000 More than 10,000 0% 5% 10% 15% 20% 25%  The ThRee main PRioRiTies oF RPo aRe ReduCing Time To hiRe, loweRing CosT oF ReCRuiTmenT, and inTegRaTing mulTiPle souRCing Channels.  global RPo RePoRT 2009 | 22 09 respondents – country of residence Argentina Australia Austria Belgium Brasil Bulgaria Canada Chile China Czech Republic Cuba Denmark Egypt France Germany Greece Guatemala Hong Kong Hungary India Indonesia Iraq Ireland Israel Italy Japan Luxembourg Macedonia Malaysia Mexico Morocco Netherlands New Zealand Nigeria Norway Philippines Poland Qatar Romania Russia Saudi Arabia Singapore Slovakia South Africa South Korea Spain Switzerland Taiwan Turkey United Arab Emirates United Kingdom United States Venezuela Vietnam 01 Preface 02 executive summary 03 a profile of respondents 04 The recruiting challenge 05 global hiring intentions 06 internal recruitment functions 07 The decision to outsource 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors  global RPo RePoRt 2009 | 23 10 about the sponsors ➔ Kelly oCg – RPo Practice ➔ HRoa 01 Preface 02 executive summary 03 a profile of respondents 04 the recruiting challenge 05 global hiring intentions 06 Internal recruitment functions 07 the decision to outsource 08 estimating the real cost of recruitment 09 Respondents – country of residence 10 about sponsors KellyOCG’s RPO Practice has been an industry leader in Recruitment Process Outsourcing (RPO) since 1995. Building a global footprint with the combination of the HRfirst and Access AG business units, KellyOCG’s RPO Practice provides businesses around the world with strategies to optimise recruiting efficiency, while attracting the highest calibre of talent to organisations. The HROA is the definitive independent organization for all those who purchase, provide, or participate in HR transformation and outsourcing. Our membership encompasses over 7,500 HR executives, including the largest 50 buyers, the top 30 providers, the leading sourcing advisors and attorneys, and the best thought leaders in HR Transformation. The HROA brings its diverse membership together to set standards and practices, provide peer networking, and maintain a robust curriculum. kellyocg.com hroa.org   eXiT