RPOlosophy

In the wonderful world we live in, most things are possible. Possibility is part of the American psyche. It is one of the reasons we get out of bed in the morning. However, there will always be some things in life that are, unfortunately, elusive and unachievable (and maybe that’s why some days we don’t get out of bed).

Recruitment Process Outsourcing is no different. Most things are doable and in the right environment RPO can be transformational; however, some things RPO just can’t fix especially in an environment that is entrenched in their ways.

Here is my list of the top 3 things that RPO cannot repair: Read the rest of this entry »

The Marathon Effect is:
The higher a leader sits in an organization the more quickly he or she tends to move through the change process. Because they can see the intended destination before others even know the race has begun, senior managers can forget that others will take longer to make the transition: letting go of old ways, moving through the neutral zone, and, finally, making a new beginning.

In implementing a RPO program, “The Marathon Effect” is a critical concept to build into the implementation change management process. All too often, we are working with knowledgeable stakeholders who have been part of the RPO decision and selection due diligence. They know, in detail, the value proposition and strategic intent for moving from the current service delivery method to the RPO model.  Also, since the decision and selection process coupled with the implementation timeline takes months, this key constituency has had an extended period of adjustment to the impending change.  

Others in the organization are not as fortunate. We forget that others might lag in the acceptance of the RPO program because of lack of understanding of the initiative, not enough time to absorb the information and benefits, or simply just organizational change fatigue.  Unfortunately, this group is least likely to let go and is truly the people we need to be on-board in order to make a successfully transition. It is essential to accommodate these RPO program users “outside” the decision and selection loop.

As earlier as feasibly possible, the RPO provider and RPO Client Sponsor must establish these three (3) critical change management components: Read the rest of this entry »