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Hudson RPO Celebrates 12 Consecutive Years on HRO Today’s Baker’s Dozen List of Top Global RPO Providers

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Annual Client Satisfaction Survey Reveals Top Recruitment Process Outsourcing (RPO) Providers

OLD GREENWICH, Conn., Oct. 05, 2021 (GLOBE NEWSWIRE) — Hudson RPO, a leading global total talent solutions company owned by Hudson Global, Inc. (NASDAQ: HSON), announced today that for the 12th consecutive year it has ranked among HRO Today magazine’s Baker’s Dozen list of top enterprise recruitment process outsourcing (RPO) providers.

2021 Baker's Dozen winner logo

The annual RPO Baker’s Dozen list reflects the views of senior HR decision makers. The list is based on a survey of industry professionals, including RPO clients, who analyze and rank services offered across the market. The Baker’s Dozen survey is considered a leading global indicator of top recruitment outsourcing providers.

“Once again, we are honored to be included on the Baker’s Dozen list for top global RPO providers. I am proud of the world-class service we have continued to deliver to our clients throughout the global pandemic as workplace fundamentals changed drastically. I am very impressed by the resilience shown by our staff, and it is gratifying to know our clients are benefitting from their hard work,” said Jeff Eberwein, Global CEO of Hudson RPO.

“We appreciate the dedicated community of HR professionals who shared their experiences and insights for the Baker’s Dozen. We are also incredibly grateful for the loyal partnerships we share with our extraordinary clients, and I believe these relationships have only deepened throughout the challenging times of the COVID-19 pandemic,” added Mr. Eberwein.

Results of the Baker’s Dozen were based on a client satisfaction survey completed by 500 verified global customers who use recruitment outsourcing services. Respondents rated RPO providers on the overall breadth of service, deal size, and service quality.

About Hudson Global, Inc.

Hudson Global, Inc. is a leading total talent solutions provider operating under the brand name Hudson RPO. We deliver innovative, customized recruitment outsourcing and total talent solutions to organizations worldwide. Through our consultative approach, we design tailored solutions to meet our clients’ strategic growth initiatives. As a trusted advisor, we meet our commitments, deliver quality and value, and strive to exceed expectations.

For more information, please visit us at www.hudsonrpo.com or contact us at [email protected].

The great resignation: 5 steps you can take today.

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The great resignation: 5 steps you can take today.

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The Great Resignation has seen millions leave their jobs in the spring and summer months, but new talent doesn’t seem in a rush to replace them. Although from July to September this year, in the UK alone hiring increased by 13% and the numbers of employers looking to hire is the highest it’s been in 8 years, organizations are struggling to fill their roles. Similar trends in Australia have seen a record level of jobs growth with 45% increase in job opportunities since January 2021.

If you are struggling to hire the talent you need, in what many refer to as the toughest recruiting environment they have experienced, find the 5 steps you can take today to improve your chances of hiring below: 

three diverse co-workers in meeting
Hiring increased by 13% between July and September this year.

1. Review your benefits and working arrangements

The vast majority of jobseekers are looking for a flexible working arrangement. Every organization has a different definition for flexible working, so make sure candidates understand what this entails for your business. Not every company is able to offer flexible working arrangements, depending on the industry and nature of work. Other benefits like wellbeing offerings, financial benefits, and internal employee programs can be relevant and should be advertised throughout.

2. Be open about what you are offering

Outside of working arrangements, candidates want to see the salary ranges so they can make informed decisions on their applications and offers. Although 70% of professionals want to hear about salary in the first message from a recruiter, most companies are not openly discussing their salary ranges: 40% of UK vacancies and 50% of US vacancies are advertised without salary information and in Australia it is estimated to be as high as 80%. Compare how the salary package levels up to competitors who are recruiting for the same talent and skillsets, adjust if needed and include it with your job advertisement to create a competitive advantage.

3. Consider where you can fill roles by developing and reskilling talent

In a shortage of newly available talent, it is worth considering where talent can be trained, developed, and reskilled. The largest pool of readily available talent might already work in your organization. In other cases, talent that is interested in working for you, but doesn’t tick all the boxes on the list of requirements, could be trained on the job. In times of the Great Resignation, where staff retention is a challenge, training and development alongside appropriate wages and flexible arrangements can be a valuable, long-term investment.

woman pointing to graphs
The largest pool of readily available talent might already work in your organization.

4. Consider a broader marketplace

What roles require someone to be in, and which can be done remotely? Talent is everywhere in the world of remote working, also often making work more accessible to candidates who have families or live in smaller cities. Even though our collaboration and networks have decreased in the world of online working, the authenticity of our connections has increased. For certain roles that require input and connections, going fully remote might not be ideal, while for other roles there is no reason they can’t be done online.

5. Strengthen your employer brand

Many workers’ decision to leave their company and job, has been driven by how they were treated by their employers. Job security and the response to the Covid-19 pandemic are now elements of an employer’s brand. While previous response and decisions can’t be overturned now, part of an employer’s brand is also showing authenticity, and how the company plans to move forward in the future. Other elements of the employer brand such as the benefits, opportunities for learning and development and employer value propositions can be placed on the forefront of communications about job opportunities.

two workers sitting on window sill
Many workers’ decision to leave their company and job, has been driven by how they were treated by their employers.

Hudson RPO is a proven recruitment partner and strategic advisor in uncertain times. If you would like to discuss the steps you can take during the Great Resignation to gain access to the talent you need, get in touch today.

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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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The Future Leader

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The Future Leader

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Organisational leadership has been under scrutiny like never before. From managing the safety of business and people, to dealing with financial pressures and the impact of societal issues, leaders and leadership styles have been tested to breaking point. And the challenges aren’t over. Managing the transition to new ways of working won’t be possible without strong, capable leaders. So, what does leadership of the future look like, and how will our organisations be set up?

person leaning on table during a meeting

Emotional intelligence

Caught in an ever-widening crisis, leadership has been about communication, compassion, and calmness. The leadership teams that have got it right have focused on being open with their people about the unique challenges the business world has faced, have listened to what their employees have needed to survive and have remained level-headed.

In among this, it’s easy to forget those that got things wrong. Pub chain Wetherspoons’ decision to pay employees only 80% of their wages until government furlough schemes were in place was condemned, while Richard Branson’s call for a government bailout of Virgin Atlantic, while employees were on unpaid leave, was a bad look.

Perhaps the biggest change has been the rise of emotional intelligence (EQ) as a key quality in leaders. Defined as the ability to identify and manage your own and others’ emotions, EQ is a crucial differentiator in high-level positions.

The pandemic has created a unique situation where leaders need to be more in tune with their teams than ever before. Faced with myriad uncertainties, employees want to be valued, heard and understood. They need a deeper connection to their leaders and organisations – and the best executives realise this.

Expert commentary

In our recent whitepaper: Work – A Paradigm Shift, Adam Kingl, academic and author of Next Generation Leadership, explains how the next generation believes leadership is about reminding employees of the mission and values of the organisation so that they can prioritise the work they do. Doing so creates a golden thread behind why someone chooses to work for an organisation and the work they do. By helping an individual employee achieve their personal goals, they help the organisation achieve theirs.

Human-centric leadership is about changing your priorities to focus on the human motivations that drive work. It’s about being relevant to the work of the future. To read his full commentary and advice, click here to download the whitepaper for free.

Leadership styles

If the need for stronger connections at work has taught us anything, it is that the era of command-and-control leadership is over. But what leadership styles will emerge from the post-COVID era?

Leadership in crises follow a three-stage structure: responding to the problem, recovering, and thriving in ‘the new normal’. In the respond stage, leaders need to show both empathy and decisiveness while in the recover stage it’s about re-establishing the new ways of working with a collaborative approach.

Hudson RPO Employees Gathering

The impact of Gen Z on the workforce adds to this. They want to express ideas and be heard. Simply telling them what to do is unlikely to retain them and allow them to thrive. All this means that the skills leaders need for the future are evolving. The future leaders will need new skills.

Author Jacob Morgan who interviewed 140 CEO’s around the world for his book, believes that traits as being globally minded, intellectually curious and a part of your team rather than just leading it, will define good leadership in the future.

It also means that organisational structures are evolving. Flatter, less hierarchical structures allow organisations to be more flexible and innovative, as well as more responsive. And while not all businesses will follow, there will be a movement towards less bureaucracy and more agile, project-based working.

Corporate transparency

Organisations are no longer simply businesses where people work – they are now brands that need to express their own values and positions in society. Social issues, such as the Black Lives Matter protests and environmental concerns are increasingly affecting businesses, with leaders needing to give the right messages to articulate their organisation’s values. Diversity and inclusion has always been important to HR and recruitment leaders, but the issue is now permeating the very top of executive teams – even if those leaders aren’t as diverse as they could be. Why? Because customers and candidates demand it.

To read more about this including the case studies of Tate & Lyle sugars and M&G plc, and commentary of Susanne Braun, professor in leadership at Durham business school, click here to download the full whitepaper for free.

Communication

The common thread linking all these issues is communication. Leadership of the future requires excellent communication, whether to influence your people to go with you, reassure them in the face of difficulties or update them on where the business stands.

During the COVID-19 pandemic many leaders found that the best approach was to over-communicate, rather than risk under-communicating. With remote working, this took many forms, from video-conferencing and weekly emails, to – as one client discussed – buying text messaging software to keep factory workers up to date with the business’s response to COVID-19.

person in zoom meeting

But how do you ensure you get your message across? For future leaders, effective communication is about fostering a sense of teamship and community within their employees, while ensuring clarity over roles, projects and outcomes.

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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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The Future Employee

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The Future Employee

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Generation Z (born in the early 1990s to 2000s) are already the biggest percentage of our global population. Just as baby boomers and millennials changed the way we work and what we expect from it, so too will Gen Z with their focus on skills development and engaging work. Enforced working from home has also changed how generations view work. Some employees have enjoyed the ability to spend more time with family, work at their own pace, while others deal with the loneliness and claustrophobia of working in cramped flats and shared houses. Bringing competing desires together and rebuilding organisational culture will be a challenge, particularly as we live and work longer. So, what does the future employee look like?

two Asian co-workers laughing
Just as baby boomers and millennials changed the way we work and what we expect from it, so too will Gen Z.

Changing demographics

One of the main drivers behind the ageing workforce is that we are all living longer. According to the Resolution Foundation’s 2019 paper Ageing, fast and slow, men born today in the UK can expect to live 8.4 years longer and women 6.1 years longer than in the 1980s. Around half of children born after the millennium can expect to live to 100 years of age.

The impact of this is two-fold. First, people are staying in work longer than previously. There are now 185% more over-65’s in the workforce than there were in 1992. The average employee in the UK is in their 40s, with one in three workers aged 50 or over. Attracting, retaining, and reskilling more mature employees will be a key challenge to businesses in the coming years.

Secondly, there is the integration of Gen Z into the workforce. While generalisations about any generational cohort should be taken with a pinch of salt, there are some things that mark them out.

The most obvious factor is that Gen Z is a digitally native generation, and its members have never known a world without the internet or mobile phones. Gen Z are diverse and open to researching new ideas. Information is at the touch of the button and knowing why they are doing something is more important than simply doing it. If a Gen Zer is going to work for 50 years, they want to know why. Organisations will increasingly need to articulate their brand, standpoint on global issues and motivations. 

co-workers sitting at table
Attracting, retaining, and reskilling more mature employees will be a key challenge to businesses in the coming years.

Expert commentary

Emma Birchall, MD, from Hot Spots Movement explains that when you look at the impact of the pandemic on Gen Z, you can see two competing trends. Firstly, Gen Z is living in a time of huge instability. Unemployment has hit younger people especially, even more so in roles in the leisure and entertainment industries. Going forward, she expects they will want to manage their lives in a way that assumes employers may not want to keep them around for a length of time. They won’t rely on job security in the way you could a couple of generations ago. On the other side, it has been an important time for organisations to show their true colours. COVID-19, Black Lives Matter and gender pay gaps have been the real test: are they who they say they are? The element of purpose and meaning in work has become stronger among the section of Gen Z who had a choice about where they’re going to work. For Emma’s full commentary, and the case studies of our clients Two Sisters Food Group and LV=, download the full report here.
Future employee graphic

Employee wellbeing and psychological safety

During the pandemic, remote working and the very real threat of illness have thrust mental health and emotional wellbeing into the spotlight like never before. Most organisations have reacted in a similar way. The first wave of lockdowns saw organisations focus on ensuring employees were able to continue working remotely, whether through supplying office equipment or moving data to cloud servers.

Next came a focus on the individual circumstances of employees. This saw businesses offering split working hours for parents, coffee catchups for those working alone and webinars and classes to alleviate stress.

As the pandemic enters a second year, businesses are now looking into the future. How can they ensure their employees feel supported to keep working, whether remotely or in preparation for a return to the office? How much has our collective experience changed what we want from work?

The true answer is that no one quite knows yet. However, there are practical steps businesses can take to support their employees, such as planning phases returns, introducing temperature checks and lateral flow testing, and redesigning office layouts to minimise anxiety. But the bigger future challenge will be around psychological safety in the workplace. Recent months have been all about fear: illness, job losses, recession, loneliness. Businesses will have to create an environment where employees feel able to innovate, challenge and disrupt, as businesses cautiously look into the future.

Future skills

The acceleration of digital transformation has also accelerated the skills profile organisations need. According to the World Economic Forum, there are four key skill types for the future of work:
  • Problem-solving
  • Self-management
  • Working with people
  • Technology use and development
Within these, innovation, influencing, critical thinking and active learning stand out as skills organisations need to develop. Greater adoption of technology over the coming years means that the more in-demand skills will be social, emotional, and technical, as machines take over repetitive and basic tasks.
woman in meeting holding a folder
There are four key skill types for the future of work: problem-solving, self-management, working with people and technology use & development.

However, HR leaders have repeatedly found these skills harder to recruit. The organisations we spoke to for our report: Work – A Paradigm Shift that is available and free to download here, are certainly aware of potential skills gaps within their talent. The challenge is attracting candidates in a competitive market. The growth of remote working has also impacted on certain companies, as they lose potential recruits to organisations in other cities and even countries. For employees, remote working has the chance to open up new avenues and opportunities.

Learning & Development

Perhaps the solution to the skills crisis lies within. Gen Z – with an eye on the 100-year life- are motivated by the chance to develop new skills. The question is how to deliver that training?

For Gen-Z, the key lies in delivering bitesize learning that they can work through at their own pace. Hudson RPO has recently implemented this format with Social Talent, reducing our ramp-up times by over 66%. Microlearning tools and software could be the best way to encourage younger employees to upskill, while for existing employees it might be more about reskilling into new areas. In the next 5 years, it is predicted that a staggering 50% of employees will need to reskill to meet the demands of automation and artificial intelligence on our jobs. Another reason why skills such as resilience, adaptability, and innovation are so vital. To read more about the future employee, download our free to download report here.

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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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Supply shortages: how can an RPO partner help?

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Supply shortages: how can an RPO partner help?

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UK supermarkets are struggling to keep the shelves stocked in the way they would normally. Shopkeepers have been warned to expect stock shortages in the run-up to Christmas and need to negotiate with their suppliers increasing their prices. What is happening, and how can an RPO partner help businesses alleviate pressure?

Staff shortages

Pre-covid, the shortage of HGV drivers in the UK was around 60,000. Today, the UK has 100,000 fewer truck drivers than it needs, leaving companies and hauliers unable to guarantee pick-ups and deliveries. HGV drivers transport almost all products found on UK shelves, and especially those relying on tight schedules of deliveries like farmers, manufacturers, and construction companies, have expressed concerns.

truck drivers needed
Pre-covid, the shortage of HGV drivers in the UK was at 60,000. Today, the UK has 100,000 fewer truck drivers than it needs

A lack of HGV drivers is not the only labour shortage the UK supply chain faces, and the pingdemic impacting the availability of supermarket workers has long been mentioned as a contributing factor. However, this may just have been the tip of the iceberg.

Industry response

The time to fill a vacancy for an HGV driver takes most companies over 8 weeks. Reasons for the shortage include:

  • Drivers in the ageing pool of available drivers retiring,
  • Shortages of previously employed EU drivers that have left the UK,
  • And a backlog in drivers tests that could provide more qualified drivers because of the pandemic.

So far, the government response has included a relaxation of the driver’s hours rules, meaning drivers can now be on the road for 11 hours instead of 9. It is a response that has received wide criticism, as it is considered to do little to ease the problem it is trying to address, while compromising safety standards.

trucks parked
Many companies have taken it upon themselves to become a more attractive employer to the small talent pool of available drivers.

Many companies have taken it upon themselves to become a more attractive employer to the small talent pool of available drives. Tesco, for example, is offering a £1000 sign-on bonus, while Morrisons is working on training schemes for staff to become lorry drivers. Others advertise permanent contracts, no weekends or evening shifts, focus on wellbeing and salaries up to £40k and have expanded their recruitment campaigns to speak to a broader group, including women and first jobbers.

Engaging an RPO partner

An RPO partner can’t make a shortage of the needed skills go away, but an RPO partner can certainly help you gain the competitive advantage, insights and recruitment technology to ensure that the available talent chooses to work for your organisation. RPO experts bring the experience and knowledge of different markets in different contexts and will be able to advise. Examples include:

Recruitment strategy

A different market may mean reconsidering your overall recruitment strategy. When job advertising is no longer enough to attract the talent you need, an RPO partner can advise on a different approach. 

man holding clipboard
An RPO partner can help you gain the competitive advantage, technology and insights needed to compete for talent.

Hudson RPO has assisted a manufacturing client with hard to fill roles in remote locations by implementing a renewed on-the-ground, recruitment strategy. Click here to read more.

Predictive hiring

The need for niche skills and talent can fluctuate quickly, especially in unpredictable times. An RPO partner can do more than help you with your current hiring needs; with extensive experience and the tools available for analysis of your market, along with best practice methodologies, an RPO partner can help you predict future hiring needs. Predictive analysis helps you with more time to prepare, building talent pools in advance, and engaging and building relationships with talent early. Click here to read how our local knowledge, sourcing skills, and predictive analysis helped our client Caterpillar. Your RPO partner can also advise how to strategically train and develop existing staff to meet current and future demands.

Competitive advantage

Becoming the employer of choice in a competitive market takes a holistic approach to the recruitment process that an RPO partner can help set up from employer branding, recruitment advertisements, and the interview and onboarding processes. Click here to read how Hudson RPO helped AstraZeneca achieve 100% candidate satisfaction by augmenting the service with employer branding, satisfaction surveys, candidate pool management and LinkedIn and social media presence.

These are just a few examples of how an RPO partner can help you meet your hiring needs. If you would like to discuss your challenges or have any questions about how we can help, get in touch today.

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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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Climate Change: how will businesses adapt?

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Climate Change: how will businesses adapt?

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Many conversations in the last year have been around the impact of the COVID-19 pandemic. As we emerge from the pandemic and adjust to the new world of work, our next challenge is arising. With deadly heatwaves, floods and extreme weather events becoming another new normal, businesses will have to answer a new set of questions as the UK, due to host COP26 in Glasgow in November, is priming companies for action.

A decarbonised market

At the opening of the COP26 private finance agenda, Alok Sharma, the COP26 president and UK business secretary, highlighted the need for a shift in funding. “Only decarbonised economies will be able to grow through the worst impacts of climate change”.

Investment in climate action is already creating jobs, with workers on the frontline of the necessary industrial transformation. For example, the solar energy industry in the US is already creating jobs 20 times faster than the overall economy.

Two co-workers having a discussion
After the COVID-19 pandemic, the next big challenge for many businesses will be climate change.

The increasing pressure on organisations to become more environmentally responsible comes from a broad range of stakeholders, including investors, employees, governments, and customers. Year after year, the percentage of funds held in green and sustainable investment rises.

As part of the green industrial revolution in the United Kingdom, the sale of non-electrical cars will stop after 2030. Scotland is ramping up quickly in its effort to become a wind-energy leader on the European continent with ambitious plans for offshore wind farms.

Still, many climate responses in business currently primarily focus on short-term cost-saving measures, and targets for carbon reductions are not always in line with the Paris agreement.

The challenges

Climate change creates new business risks that will vary per industry. Apart from the most obvious risks for operational impacts from extreme weather events, supply shortages and rising sea levels, climate change poses challenges at various levels:

Transitions

Business models will have to adapt, and offsetting emissions will soon no longer be enough. This can include office models as a fifth of UK emissions come from commercial property, but also travel policies, office recycling plans and suppliers. There are also transition risks that arise from the response to climate change: changes in technologies, markets and regulations that can increase cost, product, and asset values.

Regulations

If companies do not voluntarily work towards low-carbon targets, regulation will eventually force the issue. Aside from this, an increasing risk for organisations is the liability for emitting greenhouse gasses. Although legal cases at the moment have primarily focussed on fossil fuel and utility companies, more organisations will face accountability for the damaging effects of climate change.

Reputation

Despite rising pressures, many businesses still consider climate change a distant problem. As long as customers do not appear to care, action can be considered an unnecessary expense. But younger generations are particularly engaged in the issue, sidelining visible climate offenders as employers of choice, and changing their purchasing and investment decisions. Walmart, Target, Ikea, Nike and Amazon have recently come under scrutiny in a report that measures the climate pollution retailers emit from overseas shipping. Next, it is likely for scrutiny to shift to companies in sectors that have been avoiding action. Increased transparency, a stance on climate change and improvements are becoming part of an (employer) brand, and questions businesses will have to answer in interviews, client pitches and online.

modern office
Despite rising pressures, many still consider climate change a distant problem.

The job market

With a shift in any market, comes a shift in employability, required skills and job availability. In urban labour markets, damage by extreme weather events will be more likely, while rural labour markets face a greater incidence of flooding and damage from extreme heat. Supply chains, labour conditions, health & safety, and labour productivity are at risk from rising temperatures and the effects of forced short- and long-term migration from rising sea levels.

Jobs can disappear without replacement in the banning or discouragement of particular processing methods or resources, especially in energy and pollution-intensive industries such as manufacturing, tourism and transport.

On the other hand, jobs will be created in emerging and adapting green sectors that will need various skills for their transitions, development and operations. Most studies show that the transition to a low-carbon economy will lead to a net increase in employment. Stimulating investment and innovation in green products and services that are more environmentally friendly and low carbon enables enterprises to access new markets and offers a competitive advantage for other enterprises to emerge.

The opportunities

The UK identified the low-carbon economy as an area of opportunity; it’s forecast to grow 11% a year up to 2030. In the wind industry, it is believed that jobs in the offshore sector could grow to 70,000, primarily based in northeast England, Yorkshire, the Humber, East Anglia, and Scotland.

While in the US, it is anticipated that millions of jobs will be created in sectors from renewable energy to innovation of low carbon-related construction. The growth for wind turbine service technicians is predicted to be 58% in the next eight years and NETs, negative emission technologies, could increase to generate annual revenues of 800bn$ by 2050, larger than the current market of the oil and gas sector.

Earlier this year, the Sustainable Market Initiative Insurance Taskforce, including 17 firms like Allianz, Hiscox and Axa, has pledged its support to the transition to a less carbon-intensive economy. They are expanding their insurance coverages for projects such as offshore windfarms and partnerships with governments to provide better disaster protection.

The opportunities go further than the demand for renewable energy and environmentally friendly products. The transition to net-zero has been dubbed the greatest commercial opportunity of our time. Industries will see an increased opportunity to come together to, for example, use AI and technology to analyse large data sets in efforts to cut plastic and food waste, for service and for consulting industries to offer assistance in energy transitions and legal advice.

Millions of jobs will be created from renewable energy
Millions of jobs will be created in sectors from renewable energy to innovation of low carbon-related construction.

Conclusion

Most organisations have seen how vital adaptability is in light of the pandemic. Climate change is likely to become the next challenge the world of work has to overcome. While some businesses may be further advanced in their efforts than others, it is never too late to start. Starting points can include reviewing company travel policies, encouraging trains over inland flights, reviewing suppliers and commuting practices. In a changing market with fluctuating demands, an RPO partner can offer flexibility, scalability and advice. Get in touch today.

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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