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Archives for June 2019

Discover what it’s like to join our APAC team in this new video

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Discover what it’s like to join our APAC team in this new video

Kathi May

Want to learn more about our recruitment opportunities in APAC? Jade Lee, talent acquisition manager, reveals the benefits of joining this team’s journey to success.

Enjoy the team’s new video below. You can also scroll down for a text-only transcript.

Hi, I’m Jade Lee. I work at Hudson RPO as an onsite talent acquisition manager with a financial services account. We have an extensive footprint in Asia. My team consists primarily of talent acquisition consultants and coordinators.

Our onsite talent acquisition consultants partner with HR and business stakeholders on their recruitment needs. We carry out end-to-end recruitment.

So, why join us? Well, Hudson RPO is at an exciting stage. We have aligned our core business model to focus on recruitment process outsourcing (RPO), with a vision of being the gold standard within the RPO industry.

From a career trajectory perspective, you will find a rewarding journey full of opportunities to take on skill-stretching projects, as well as initiatives for ongoing development and talent exposure in APAC.

Speaking of professional development, Hudson RPO offers staff training and development as a top priority. There are regular internal and external training sessions. Topics range from the usual recruitment fundamentals, to mental well-being.

While we work hard, we also take time to relax and celebrate our success and hard work. We organize quarterly company recognition and award celebrations and also informal get-togethers.

If you’re looking for a change, or just want to explore other career options with us, do contact our internal talent acquisition team for a confidential and informative chat.

Learn more about our work culture and career opportunities in APAC.

Kathi May Headshot

Kathi May

Regional Director, Marketing & Employer Branding

Kathi leads Marketing and Employer Branding in APAC and is passionate about helping Hudson RPO clients attract, engage and retain top talent through innovative employer branding initiatives.  She works closely with the Client Solutions team to develop meaningful marketing strategies that promote the benefits of recruitment process outsourcing in delivering cost reductions, reduced time to hire and significant improvements in quality of talent, staff retention and recruitment service levels.

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Government recruitment and the case for agility: adapt and flow

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Government recruitment and the case for agility: adapt and flow

Content Team

Agility. Why is it so critical for government recruitment?

To answer that, let’s reflect briefly on the private sector, which excels at planning and executing strategic business plans and corporate objectives.

In a similar respect, many government departments are adept at setting and executing bold, visionary policies.

Matt Saxty
Matt Saxty discusses the importance of agility in government recruitment.

The challenge, however, is that we live in a dynamic and constantly changing environment.

Priorities can shift quickly, often in tandem with the amount of resourcing and investment available to deal with them.

So, how can teams respond effectively? As resourceful leaders and talent executives, we must all be in a position to adapt and flow. Agility makes that possible, talent acquisition leader Matt Saxty writes.

Become a champion of agile government recruitment

The ability to reprioritise and change direction has become increasingly important for government departments. Leaders in these departments recognise that the ability to plan and execute policy no longer suffices. This capability must be augmented with an agile and flexible way of working.

Lean, flexible recruitment strategies must be in place to deploy these new government operating models. The right strategies also make them effective.

An agile government recruitment function drives this success.

Government recruitment teams are modelled on a range of factors, including hiring volumes, requirement scoping, locations, technology, and process. What is changing, however, is the need for teams to respond quickly to fluid requirements. Government departments must be readily able to scale up.

Explore an example of government recruitment agility

Want to better understand how your government recruitment function can become more agile, and the difference it can make? Let’s use a real-life example.

We recently supported a large Australian government department with their organisational transformation program. We helped them scale up by deploying a Hudson RPO project team of more than 50 people within six weeks to support them with a significant volume of recruitment activities for both internal and external candidates.

In that example, the support for our clients’ transformation programme required a multi-step approach by Hudson RPO, including:

  • Allocation of dedicated resources based on an initial scoping of client requirements
  • Deployment of several team members from the Hudson RPO shared services team
  • Ongoing use of our internal talent pool, managed by our Talent Acquisition Manager

The great benefit for government departments in adopting this ‘partnering approach’ is the opportunity for immediate scalability. They also become highly responsive to the ever-changing business landscape.

Agility is an important part of the picture in government recruitment, but it’s only one part. Continue the journey towards a more effective government recruitment function with three tips for government recruitment success.

Hudson RPO

Content Team

The Hudson RPO Content Team is made up of experts within the Talent Acquisition industry across the Americas, EMEA and APAC regions. They provide educational and critical business insights in the form of research reports, articles, news, videos, podcasts, and more. The team ensures high-quality content that helps all readers make talent decisions with confidence.

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RPO project helps launch major retailer into new market

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RPO project helps launch major retailer into new market

Content Team

We recently helped a major European retailer launch their first store in Central and Eastern Europe.

The retailer’s arrival created 200 new jobs in Slovenia. We helped fill these via a hugely successful RPO project.

The hiring project worked so well that the retailer is now partnering with us to support more store openings in emerging markets, including one in Poland.

woman shopping for clothing
Supported by an RPO project, a major retailer has launched into a new market.

Succeeding with RPO projects in a retail environment

RPO projects of this nature are designed to provide a turbocharged engine for urgent hiring. RPO can support hiring projects that need to happen at speed and with impact, particularly when launching into a new market.

That’s exactly what the client required, and what they received, within a compressed time frame.

Despite the client lacking an established presence in Slovenia, we partnered to initially hire a team of managerial staff. We then supported them in hiring general staff.

Over three months, nearly 150 retail assistants were hired.

We also recruited:

  • 134 students in two months
  • 10 managers in two months
  • 13 supervisors in one month
Elizabeth Williams
Elizabeth Williams led the team in delivering a key retail-based RPO project.

In addition to deploying four specialist recruiters in Slovenia, the team accelerated its growth with remote talent sourcing support from the Centre of Excellence, based in Edinburgh.

Our multilingual recruitment expertise, including Slovenian and other regional languages, allowed us to quickly fill key retail and head office roles.

Elizabeth Williams, Hudson RPO Operations Director, said: “We’re delighted to successfully implement and deliver this project. This is a terrific win for both the client and Hudson RPO. We’re thrilled to have helped ensure a successful launch into this major new market.”

Congratulations to everyone who delivered on this fantastic success story, including all of our project RPO specialists, and the terrific retail leaders who have worked closely with us in this partnership.

Hudson RPO

Content Team

The Hudson RPO Content Team is made up of experts within the Talent Acquisition industry across the Americas, EMEA and APAC regions. They provide educational and critical business insights in the form of research reports, articles, news, videos, podcasts, and more. The team ensures high-quality content that helps all readers make talent decisions with confidence.

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Hudson RPO ranks No. 1 worldwide for best RPO implementation

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Hudson RPO excels at contract implementation, according to third-party industry research.

In 2018, we ranked No. 1 for RPO implementation on the HRO Today’s Baker’s Dozen Customer Satisfaction Ratings of the top 13 recruitment outsourcing providers worldwide.

In that assessment, 100% of our clients came to the same conclusion: when implementing recruitment process outsourcing (RPO), we perform on time and on budget, with minimal disruption to the client’s business.

Watch the video to learn more. Or, scroll down for text only.

No. 1 for RPO implementation in the Baker’s Dozen (text only)

We are thrilled to share that Hudson RPO was named No. 1 for implementation among global RPO providers in HRO Today’s Baker’s Dozen Customer Satisfaction Ratings for 2018.

Our No. 1 ranking means that 100% of our client agreed that during implementation, Hudson RPO was on time, on budget, and posed minimal disruption to the business.

Contact us today to explore how Hudson RPO can transform your talent acquisition function.

Discover success with RPO worldwide, or locally

Of course, there’s much to consider when you’re transitioning to an RPO model.

Start planning ahead with five tips for a successful global RPO implementation. You’ll want to focus on people, governance, contracts, trust, and communication. Then, combine a global mindset with local awareness and sensitivity for consistent and custom service delivery.

To ensure project success, make sure you’ve got an implementation toolkit and a phased implementation approach. The right toolkit and approach drive best practice in the RPO world.

Gender diversity in the workplace: practical strategies

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Gender diversity in the workplace: practical strategies

Content Team

The business case is clear on the benefits of workplace diversity. With that comes the competitive challenges around recruiting women in the workplace, given most organizations recognize the business performance benefits of a more diverse workforce.

Now let’s explore a few of the ways in which you can help your workplace achieve gender-diversity goals.

Achieving gender diversity in the workplace is a business challenge, not a talent acquisition team’s problem to solve for the business.

Nerida Loth
Nerida Loth writes about gender diversity in the workplace.

A sustainable solution takes commitment from the all levels of the organization, starting with the highest, writes Talent Acquisition Director Nerida Loth. Progress in this area relies on a number of factors beyond the control of HR.

Too often, the job is squarely placed with HR or Talent Acquisition Teams to “fix” on behalf of the organization which is akin to asking the HR department to “fix” employee engagement.

While it remains every leader’s role to work towards a more diverse workforce, the talent acquisition function works in partnership with the business to support them along this journey.

As leaders, we can employ a range of strategies to improve gender diversity in the workplace.

From creating female-friendly job advertisements, to crafting competitive work policies, small steps can help shift our workplaces towards becoming more gender balanced.

We’ve acknowledged the challenges around recruiting women in the workplace. Now let’s explore a few of the ways in which you can help your workplace achieve gender-diversity goals.

Make your job advertisements more inviting

It’s well recognized that these days, most candidates are viewing job ads on a smart device. With that in mind, a “less is more” approach is more important than ever, regardless of demographic.

In terms of appealing to a female audience, one of the most important things you can do is limit the job ad candidate “wish list” to a maximum of five mandatory criteria. Otherwise, females in particular are more likely to self-select out by being overly critical of their experience match to the person requirements.

As you write your job ads, consider using a “female friendly” voice. Writing tools such as Textio can help.

Communicate supportive HR policies

Female talent is in demand, so ensure your HR policies are market-competitive or market-leading. This applies to parental leave, flexible work, and any other types of leave offered.

These policies should be easy to find by all candidates as they research your company and culture as much as the role itself.

The decision to leave an organization and join a new one is a big one regardless of gender, especially if there’s a fear that hard fought flexibility benefits earned over time will be lost or diminished in the new organization. Having clearly communicated workplace benefits and flexible work options in your job ads or on your corporate careers site will help overcome this fear for candidates.

Bring culture into the interview process

For proactively sourced talent, offer informal meetups such as a coffee catch-up before scheduling a formal interview process.

Casual conversations help candidates learn more about the opportunity and corporate culture before deciding whether to formally apply. People want to know what the workplace norms are, including dress code, flexi-time, etc.

Women in an office
Invite candidates for informal conversations about your workplace and culture.

When planning the interview stage, ensure the panel includes female leaders.

Randomly including women onto an interview panel as a façade of diversity, however, is not the answer. The panels must be assembled thoughtfully, with each member able to provide meaningful input, and everyone acknowledging the value of diverse opinions. Otherwise, it is a token gesture and will not achieve the desired result of a better hiring outcome.

Spruiking a culture to candidates where women are valued, supported and treated equally is meaningless if women are noticeably absent during the interview and selection process.

Incentivise leaders on workplace diversity outcomes

Having diversity measures as part of a leader’s scorecard is a powerful way of shifting the dial on gender mix outcomes.

While holding leaders accountable on engagement scores for their teams is not uncommon, setting clear targets on workplace diversity is less so. Meaningful change is likely to follow if leaders’ bonuses are tied to such targets!

Always ensure your policies comply with your country’s hiring laws.

Proactively offer career development opportunities

Want to develop your female leaders and stretch them beyond their comfort zone? Actively seek secondment opportunities for them. This helps develop and diversify skills while building capability in a safe environment.

Providing an internal “Women’s Network” where female employees from across the business can interact, network, and share their experience in an informal setting can be a powerful way of building connections. Support networks can also encourage retention.

Closing the gender pay gap: EnergyAustralia’s story

Ensuring gender pay parity is a powerful message to attract female talent given historically, women have more often fared worse with regard to equal pay for the same work.

Coinciding with International Women’s Day in 2018, EnergyAustralia, a key Hudson RPO client, closed the gender pay gap overnight.

In 2018, EnergyAustralia invested $1.2 million (AUD) to ensure women and men with equivalent experience and skills would receive the same pay for doing the same job.

Interestingly, it wasn’t just women who had their pay adjusted. 20% of the increases were for male employees, but with 80% of the increases being for women, it was clear that the imbalance disproportionately affected women.

Maintaining the gender pay balance is an ongoing focus. With every annual salary review, the Rewards Team undertake analysis to ensure a gap has not returned as a result of new hires or internal promotions within the previous year.

Since 2014, EnergyAustralia has been actively working to reduce or remove gender bias in:

  • recruitment
  • working arrangements
  • succession planning
  • internal appointments and promotions
  • performance assessment
  • remuneration and reward
Energy Australia logo

As a Talent Acquisition Director who has been onsite with EnergyAustralia for more than 6 years, I’m pleased to be part of a team that believes in a fairer, more equitable workplace, and is actively committed to achieving this.

Hudson RPO

Content Team

The Hudson RPO Content Team is made up of experts within the Talent Acquisition industry across the Americas, EMEA and APAC regions. They provide educational and critical business insights in the form of research reports, articles, news, videos, podcasts, and more. The team ensures high-quality content that helps all readers make talent decisions with confidence.

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How to select the best talent delivery model, from experience

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How to select the best talent delivery model, from experience

Content Team

With a track record that includes client-side recruitment, Mark Rogers understands well what it’s like to be in the HR decision-maker’s hot seat.

In particular, he can appreciate the many factors that go into selecting an optimal talent-delivery model.

After all, Mark currently serves as Senior Account Director for Bausch Health, one of our key clients. He has also led the in-house recruitment function at multiple large pharmaceuticals.

Mark Rogers
Mark Rogers advises HR leaders on what to consider when evaluating talent models

We asked Mark to reveal his thoughts on how to select the best talent delivery model.

HR maturity: one indicator shaping talent delivery

When evaluating an in-house recruitment option, vs. full RPO, vs. a blended model, Mark recommends that you first consider the maturity of your HR function.

He says: “Is your talent acquisition function at the same level of maturity, or similar to the rest of the HR functions? Identifying your current resources and capabilities will help you choose the best route.

Mark Rogers in meeting
Mark Rogers reveals the scenarios best suited to in-house recruitment, RPO, or a blend of both.

“Second, are key stakeholders willing to invest in developing an in-house team? If the business is investing in ancillary functions, such as L&D or talent acquisition, this may signal support for an in-house recruitment function.”

However, in-house recruitment isn’t always an ideal solution for every company.

Mark explains: “If the company has an established talent acquisition function, but doesn’t want or need to invest in further enhancing internal TA capabilities to support long-term talent needs, you might want to consider a blended model.

“Augmenting in-house talent acquisition with the flexibility and speed of an RPO can work really well for organizations that need to ramp up hiring quickly.”

It’s also important for the RPO provider to have expertise in your industry and/or the functions where you have critical hiring needs.

Mark says: “In my experience, many larger enterprises with more mature HR and talent acquisition functions might outsource to an RPO, but the internal talent acquisition leader will continue to own the strategy piece, with the RPO owning the delivery and execution of the strategy.”

Don’t start the talent race flatfooted

So, what is the ideal scenario for a fully outsourced RPO?

In Mark’s view, this is when a company has just begun building its internal HR model and lacks the recruiting resources and processes to deliver on its critical hiring needs.

“Having been on both the client side and the RPO provider side,” Mark says, “I’ve had the opportunity to see RPO outsourcing done well and not so well. The organizations that understand the long-term health of their workforce, including talent needs, gaps in skills and talent, succession-planning requirements, etc. are best positioned to outsource successfully to an RPO.”

Workforce planning is an essential HR function, but can sometimes suffer from a lack of focus.

Mark says: “In my experience, few companies invest adequate time and resources into the necessary scope of workforce planning. If they plan to outsource, they assume the RPO will handle it for them. Yes, an RPO can guide you through the process to understand your workforce. However, the more information you offer from the beginning, the faster the RPO can begin pipelining and fulfilling your hiring needs.”

Learn more about our RPO Services.

Hudson RPO

Content Team

The Hudson RPO Content Team is made up of experts within the Talent Acquisition industry across the Americas, EMEA and APAC regions. They provide educational and critical business insights in the form of research reports, articles, news, videos, podcasts, and more. The team ensures high-quality content that helps all readers make talent decisions with confidence.

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