Now in its fourth year, this year's survey analyzes the key global trends in Recruitment Process Outsourcing. The survey sample includes more than 500 respondents from across the globe.

1. Global RPO Report 2011


2. conTenTs
3 The changing landscape of recruiTmenT – a visual summary
4 preface
5 execuTive summary
6 respondenT profile
7 meeTing The recruiTmenT challenge
12 global hiring inTenTions
19 managing inTernal recruiTmenT
23 ouTsourcing hr and recruiTmenT
31 abouT us
2
 

3. the changing landscape of recruitment
permanent staff hires are down only marginally
from last year (94% compared with 96% in 2010)
94% 80% 83% 17%
plan to hire plan to hire plan to hire
temporary staff graduates 100+ graduates
despite global economic a majority of organisations plan to use recruiting
firms in their hiring efforts. those in apac are more
recovery, more than half likely to use recruiters than their counterparts:
of recruiters worldwide are
still experiencing difficulties 53% 60% 55% 49%
finding the right staff. apac emea the americas
overwhelmingly, “shortage of skilled staff” was
the main reason cited for the enduring problem
79%
of recruitment. other reasons include:
42% 33% 33%
salary offered location not current recruitment
not competitive desirable processes not effective
recruitment process outsourcing (rpo) thinking outside
78 %
33 %
understanding criteria for selecting hr functions being outsourced
of rpo an rpo partner
recruiTmenT
consider of firms
banking &
“faster to hire”
the main
51% 61% currently
outsource
payroll
Training
finance is the
benefit of rpo. all or part benefiTs most active
68% cited 55% have a good cost recruiter of their hr compensaTion
industry when
“lower cost understanding. quality function performance
it comes to hr
45% have a vague hris managemenT outsourcing
to recruit”
knowledge or none at all.
3
 

4. preface
home
contents
visual summary
The Global RPO Report 2011 was prepared by Kelly rare glimpse into the key decisions that will impact
preface
Outsourcing and Consulting Group (KellyOCG) businesses, particularly focusing on their workforce
executive
in partnership with Human Resource Outsourcing needs and the challenges they face in attracting and summary
Association (HROA), HR.com and HR Executive retaining talent in an uncertain economic environment. respondent
profile
magazine to provide a comprehensive overview of
It also shines a light on latest developments in the area candy lewandowski meeting the
the latest trends and insights from the global business recruiting
of recruitment process outsourcing (RPO) and reveals vice-president & global
community in regard to jobs, skills development practice lead – rpo, kellyocg challenge
where businesses are headed in adopting innovative
and recruitment. global hiring
solutions to the growing challenge of skills shortages. intentions
managing
The report is based on the views of senior hiring We believe this fourth annual update will be of immense internal
managers from small, medium and large organisations value to senior executives, and will help in building a recruitment
from the Americas, Europe, Middle East and Africa outsourcing hr
knowledge base around one of the most important set and recruitment
(EMEA), and the Asia Pacific region. It provides a of issues facing business. about us
4
 

5. executive summary
home
contents
visual summary
This represents the fourth Global RPO Report, and the Graduate employment will remain relatively buoyant,
preface
first to coincide with the return to economic recovery with 83 percent planning to hire staff, virtually the same
executive
across many parts of the world economy, after the level as in 2010. summary
impacts of the global economic downturn. respondent
A majority of organisations (53 percent) plan to use profile
The report shows that the issue of skills shortages recruiting firms in their hiring activities. Those in APAC meeting the
remains an enduring problem, in spite of high levels of are more likely to use recruiters than their counterparts recruiting
challenge
unemployment across many economies. in EMEA and the Americas.
global hiring
intentions
More than half of respondents say they are still The number of staff attached to recruitment
managing
experiencing difficulties in recruiting staff. This is a slight departments remains modest, with almost three- internal
improvement on the situation in the previous year. quarters (73 percent) operating with five or less staff. recruitment
outsourcing hr
The biggest improvement has been in the Americas, Recruitment is the overwhelming area of HR to be and recruitment
where the share of businesses experiencing recruiting about us
outsourced. A total of 58 percent of respondents
difficulties fell from 46 percent to 38 percent. There outsource recruitment, compared with other key areas
was also an improvement in EMEA from 65 percent to such as payroll (44 percent), training (34 percent), and
63 percent. But in APAC, the share of businesses with benefits (31 percent).
recruiting difficulties rose from 50 percent to 67 percent.
The level of familiarity with recruitment process
The overwhelming factor cited for difficulty in hiring is a outsourcing (RPO) is reasonably strong, with more than
“shortage of skilled staff”. half (55 percent) either “very familiar” or “familiar”.
However 45 percent have only vague knowledge or
A total of 94 percent of respondents plan to hire
none at all.
permanent staff in 2011, down marginally from 2010.
The proportion planning to hire temporary staff is also In deciding whether to outsource, the critical outcomes
down slightly. for business are “faster time to hire”, and “lower cost
of recruitment”.
5
 

6. CATEGORY 20ELEVEN 20TEN
EMEA 55 40
APAC 28 18
AMERICAS 24 27
respondent profile
home
contents
source of respondents multinational roles visual summary
The Global RPO Report 2011 was carried out by
preface
KellyOCG in early 2011 and obtained the views from EMEA
executive
small, medium and large organisations. Respondents 55% summary
22% 40%
came from a broad range of industry sectors across the respondent
Americas (41 percent), Europe, Middle East and Africa americas profile
41% APAC
28% 2011
(EMEA) (22 percent), and Asia Pacific (37 percent). apac meeting the
18% recruiting
2010
emea challenge
There is a strong cross-border focus among those who AMERICAS
global hiring
24% intentions
took part in the survey. In EMEA, 55 percent of those 37% 27%
managing
surveyed have a multinational role, up from 40 percent
internal
in the 2010 survey and higher than in either APAC recruitment
(28 percent) or the Americas (24 percent). outsourcing hr
and recruitment
about us
A higher percentage of respondents from EMEA
(40 percent) have multinational roles than their
counterparts in the Americas (27 percent) or Asia
Pacific (18 percent). Most respondents (61 percent)
are responsible for one country, and 28 percent are industry sectors organisational size
responsible for 2 to 10 countries, while 11 percent are
7% banking & finance
responsible for 11 or more countries. 3%
7% government 28%
>100
33% 3% health
Respondents came from a diverse cross section of 38%
100–500
insurance
industry sectors, including Manufacturing, Professional 8%
501–1000
Services, Information Technology, Banking & Finance, it&t
<1000
Health, Retail/Wholesale, Insurance, and Government. 6% 17% manufacturing 21%
13%
16% prof services
The largest share of respondents (38 percent) had more retail/wholesale
than 1,000 employees within their organisations, while other
34 percent had from 100 to 1,000, and 28 percent had
less than 100.
6
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7. home
contents
visual summary
preface
executive
summary
respondent
profile
meeting the
recruiting
challenge
Meeting the recruiting challenge
global hiring
intentions
managing
internal
recruitment
outsourcing hr
as economic recovery gains momentum and recruitment
about us
across the globe, it is apparent that the
challenge of recruiting staff remains a
considerable challenge for many businesses.
7
 

8. EMEA 63 65
APAC 67 50
AMERICAS 38 46
meeting the recruiting challenge
difficulties hiring staff
Across-the-board, 51 percent of respondents say they
are still experiencing difficulties in recruiting staff.
01
in general, have you been experiencing difficulties recruiting staff? (% yes)
This is a slight improvement on the situation in the
previous year, but still represents a key constraint on ALL REGIONS
2010
51%
business activity, and one that is anything but uniform 55%
across the globe. 2011
EMEA
The biggest improvement has been in the Americas, 63% 2011
where the share of businesses experiencing recruiting 65%
2010
difficulties fell from 46 percent to 38 percent. There APAC
was a slight improvement in EMEA from 65 percent to NUMBER OF EMPLOYEES % YES 67%
TOTAL 51 50%
63 percent. But in APAC, the share of businesses with MORE THAN 1000 58
recruiting difficulties rose from 50 percent to 501-1000
AMERICAS 50
100-500 34 38%
67 percent. LESS THAN 100 53 46%
difficulties hiring staff (by firm size)
The largest companies are experiencing the greatest
difficulty in recruiting staff, with some 58 percent citing
02
problems. It’s only those organisations with between
TOTAL
51%
% Yes
100 and 500 employees where fewer than 50 percent
of respondents report hiring difficulties. MORE THAN 1000
58%
501-1000
50%
100-500
34%
LESS THAN 100
53%
8
 

9. SALARY UNCOMPETITIVE 42
LOCATION 33
CURRENT RECRUITMENT PROCESSES 33
X 0
meeting the recruiting challenge
reasons for hiring problems
In spite of widespread unemployment across many
countries, finding the right talent remains and enduring
03
issue. When asked the reasons for hiring difficulties, SHORTAGE OF SKILLED STAFF
79%
Per cent
the overwhelming factor, cited by 79 percent, was
a “shortage of skilled staff”. Other factors, such SALARY UNCOMPETITIVE
as uncompetitive salary, location, and recruitment 42%
processes are all significant, but secondary to the LOCATION
talent shortage. 33%
CURRENT RECRUITMENT PROCESSES
33%
REASON EMEA APAC AMERICAS
SHORTAGE OF SKILLED STAFF 75 83 77
SALARY UNCOMPETITIVE 47 42 39
LOCATION 34 29 37
CURRENT RECRUITMENT PROCESSES 34 27 39
reasons for hiring problems (by region)
The skilled staff shortage is most acute in APAC, with
83 percent of respondents blaming it for their hiring
04
SHORTAGE OF SKILLED STAFF
issues, compared with 77 percent in the Americas, and
75 percent in EMEA.
75%
83%
EMEA
77%
However the regional breakdown shows that wage SALARY UNCOMPETITIVE APAC
47%
cost issues are also evident in EMEA, with 47 percent 42%
39%
AMERICAS
emea
citing uncompetitive salaries as a major cause of hiring apac
problems. In the Americas, recruitment processes are a LOCATION
34% americas
stand-out cause of the difficulty in attracting talent. 29%
37%
CURRENT RECRUITMENT PROCESSES
34%
27%
39%
9
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10. COST TO HIRE 27
HIRING MANAGER SATISFACTION 26
POOR PROCESSES 22
TECHNOLOGY EFFECTIVENESS 18
meeting the recruiting challenge QUALITY OF RECRUITERS 17
PERFORMANCE MONITORING 15
factors impacting the hiring process
The magnitude of the talent shortage is also
underscored when respondents are asked about
05
QUALITY OF HIRES
the conditions that have slowed or stalled the hiring 59%
process. The overwhelming factor that stands in the TIME TO HIRE
way of a timely recruitment process is “quality of hires”, 48%
cited by 59 percent of respondents. Not surprisingly, COST TO HIRE
27%
“time-to-hire” also ranks as a leading constraint on
HIRING MANAGER SATISFACTION
recruitment, nominated by 48 percent. 26%
POOR PROCESSES
Other relatively minor factors are cost-to-hire REGION
22%
% YES
(nominated by 27 percent), hiring manager satisfaction TECHNOLOGY EFFECTIVENESS
TOTAL 25
AMERICAS 18% 25
(26 percent), poor processes (22 percent), technology APAC 28
QUALITY OF RECRUITERS
effectiveness (18 percent), quality of recruiters (17 EMEA 17%
23
X 0
percent), and performance monitoring (15 percent). PERFORMANCE MONITORING
15%
use of quality systems in recruitment
There are myriad ways that organisations are going
about streamlining the recruitment process. One
06
approach entails the use of quality systems and TOTAL
25%
% Yes
methodologies such as LEAN and Six Sigma. The
deployment of these has grown in recent years. AMERICAS
25%
Currently a quarter of global respondents say they
are using these systems as part of their recruitment APAC
processes, with those in APAC the leading users. 28%
EMEA
23%
10
 

11. APAC 39
AMERICAS 11
X 0
meeting the recruiting challenge
plans to use quality
systems in recruitment
When it comes to making plans to institute and deploy
07
TOTAL
quality systems, there is a widely varied response, with
22%
% Yes
almost 40 percent of APAC respondents planning on
such an approach, compared with only 24 percent in EMEA
EMEA and 11 percent in the Americas. 24%
APAC
39%
AMERICAS
11%
11
 

12. home
contents
visual summary
preface
executive
summary
respondent
profile
meeting the
recruiting
challenge
Global hiring intentions
global hiring
intentions
managing
internal
recruitment
outsourcing hr
hiring intentions by firms across the globe and recruitment
about us
are looking reasonably robust for 2011,
and largely in line with the pattern that
was planned for 2010.
12
 

13. GRADUATE 83 82
TEMPORARY 80 86
PERMANENT 94 96
X X X
global hiring intentions
hiring intentions
A total of 94 percent of respondents plan to hire
permanent staff in 2011, down only marginally from
01
do you plan to hire staff in 2011? (% yes)
96 percent in 2010. The proportion planning to hire
GRADUATE
temporary staff is also down slightly, from 86 percent to
83%
80 percent. 82%
TEMPORARY
20eleven
Graduate employment will be relatively buoyant, with 2011
80%
86%
20ten
83 percent planning to hire staff, almost the same level 2010
as foreshadowed in 2010. PERMANENT
94%
96%
CATEGORY 20ELEVEN 20TEN
GRADUATE 17 12
TEMPORARY 17 20
PERMANENT 32 37
X X X
planned number of hires
The percentage of respondents planning to hire more
than one hundred graduates has risen from 12 percent
02
do you plan to hire more than 100 staff in 2011? (% yes)
in 2010 to 17 percent in 2011.
GRADUATE
17%
2010
However, for other categories of employment –
permanent and temporary - the percentage planning
12% 2011
TEMPORARY 2011
volume recruitment is somewhat softer. For permanent
17%
employment the share drops from 37 percent to 2010
20%
30 percent, and for temporary employment, it falls from
PERMANENT
20 percent to 17 percent. 32%
37%
13
 

14. APAC 4 58 39
AMERICAS 5 65 30
global hiring intentions
planned number of hires (by region)
When viewed globally, the employment outlook
appears stronger in both the Americas and APAC,
03
EMEA
More than 100
but still soft in EMEA. In APAC, 39 percent of 13% 64% 23%
respondents plan to hire 100 or more employees, 1 to 100
compared with 30 percent in the Americas, and just APAC
23 percent in EMEA. 4% 58% 39%
None
none
1 to 100
AMERICAS
Meanwhile, the percentage of firms planning to hire more than 100
no staff at all in 2011 is 13 percent in EMEA, more than 5% 65% 30%
twice as high as in APAC and the Americas.
INDUSTRY MORE THAN 50 UP TO 50
PROFESSIONAL SERVICES 21 79
GOVERNMENT 44 56
OTHER 49 51
HEALTH 50 50
MANUFACTURING 50 50
IT&T 51 49
BANKING & FINANCE 57 43
RETAIL/WHOLESALE 64 36
INSURANCE 65 35
planned number of hires (by industry)
The industry sectors that will see the most robust
04
PROFESSIONAL SERVICES
recruitment activity include Insurance, Retail/Wholesale, 21% 79%
and Banking & Finance, all of which will see a majority GOVERNMENT
of firms recruiting more than 50 employees in the 44% 56%
coming year. OTHER More than 50
49% 51%
HEALTH
50% 50%
Up to 50
more than 50
up to 50
MANUFACTURING
50% 50%
IT&T
51% 49%
BANKING & FINANCE
57% 43%
RETAIL/WHOLESALE
64% 36%
INSURANCE
65% 35%
14
 

15. ADMINISTRATIVE 46 53
SENIOR EXECUTIVE OR PROFESSIONAL 32 38
OTHER 24 19
global hiring intentions TRADES 17 13
CONTACT CENTRE 16 26
priority job categories to be filled in 2011
Planned hires in 2011 are more likely to be replacing
existing positions than filling new roles, suggesting that
05
BUSINESS OPERATIONS SUPPORT
many businesses remain in a holding pattern rather
than entering a new expansionary phase.
61%
71%
29ten
MID-LEVEL EXECUTIVE OR PROFESSIONAL
The main categories of jobs that employers aim to fill
60%
70% 20eleven
in 2011 are business operations support, mid-level ADMINISTRATIVE 2011
46%
executives, and administrative roles. However across 53% 2010
most job categories, planned hires are somewhat SENIOR EXECUTIVE OR PROFESSIONAL
weaker than outlined in the 2010 survey, suggesting 32%
38%
a “wait-and-see” attitude to the prevailing economic
OTHER
uncertainty. REGION 24% TO 5 LOCATIONS MORE THAN 5 LOCATIONS
1
TOTAL 19% 61 39
EMEA 65 35
TRADES
APAC 65 35
AMERICAS 17% 57 43
13%
CONTACT CENTRE
16%
26%
number of locations for which
employers will hire in 2011
The way that organisations in different parts of the
06
globe will go about hiring reflects differing approaches TOTAL
61% 39%
More than 5 locations
to issues such as central control versus decentralisation.
Globally, approximately 60 percent of hirings will be for EMEA 1 to 5 locations
1-5 locations, while approximately 40 percent will be 65% 35%
for more than five locations. The recruitment industry is
1 to 5 locations
most centralised in the Americas where 43 percent of APAC
more than 5 locations
hirings will be for more than five locations. 65% 35%
AMERICAS
57 43%
15
 

16. APAC 60
AMERICAS 49
X 0
global hiring intentions
use of recruitment firms (by region)
A majority of organisations (53 percent) plan to use
recruiting firms in their hiring efforts. Those in APAC
07
ALL REGIONS
are more likely to use recruiters than their counterparts
53%
% Yes
in EMEA and the Americas.
EMEA
55%
APAC
60%
AMERICAS
NUMBER OF EMPLOYEES % YES 49%
MORE THAN 1000 67
501-1000 57
100-500 44
LESS THAN 100 38
X 0
use of recruitment firms (by firm size)
The larger firms (those with more than 1,000 employees)
are much more likely to use recruitment firms than their
08
smaller counterparts. While approximately two-thirds of
MORE THAN 1000
67%
% Yes
large organisations use recruiters, only one-third of small
firms plan to use them. 501–1000
57%
100–500
44%
LESS THAN 100
38%
16
 

17. APPLICANT AND RECRUITMENT PERFORMANCE TRACKING 30
ON-BOARDING 14
VENDOR MANAGEMENT 9
global hiring intentions
functions performed by recruitment firms
The vast majority (87 percent) of businesses plan to use
recruitment firms for the primary functions of sourcing,
09
screening and testing candidates. Around 45 percent
SOURCING, SCREENING, TESTING
87%
Per cent
will use them for reference checking, while 30 percent
REFERENCE CHECKING
will use them for applicant and recruitment performance
45%
checking. Only a relatively small percentage of
organisations will use recruitment firms for on-boarding APPLICANT AND RECRUITMENT PERFORMANCE TRACKING
30%
or vendor management.
ON-BOARDING
14%
VENDOR MANAGEMENT LESS THAN 10%
PERCENTAGE 10% TO 25% 26% TO 50% 51% TO 75% 76% TO 100%
9%
ALL REGIONS 36 36 13 8 8
EMEA 28 44 13 0 16
APAC 30 43 13 11 3
AMERICAS 43 28 13 8 8
X 0 0 0 0 0
share of vacancies filled by
third party providers (by region)
Most organisations (72 percent) use recruitment
10
firms to fill only a maximum of 25 percent of their ALL REGIONS
36% 36% 13% 8% 8%
76% to 100%
recruitment needs. Above that level, the number of
firms seeking the use of recruitment firms falls away EMEA 51% to 75%
less than 10%
quite sharply. Only 13 percent of organisations will 28% 44% 13% 16% 10% to 25%
use recruitment firms for between 25 and 50 percent 26% to 50%
26% to 50%
of vacancies. And only 16 percent will use them for APAC
between 50 and 100 percent of their hires. 30% 43% 13% 11% 3%
10% to 25%
51% to 75%
The Americas sees a larger share of organisations 76% to 100%
planning to use recruitment firms for a relatively small
AMERICAS
43% 28% 13% 8% 8%
Less than 10%
slice (less than 10 percent) of their recruitment needs.
EMEA has more organisations that are prepared to use
recruitment firms for between three-quarters and 100
percent of their vacancies.
17
 

18. MORE THAN 1000 39 33 14 7 7
501-1000 41 33 15 7 4
100-500 15 46 15 8 15
LESS THAN 100 39 39 6 9 6
global hiring intentions
share of vacancies filled by third party
providers (by number of employees)
Smaller firms (with less than 100 employees) are more
11
likely to use outside firms for a smaller share (up to
25 percent) of their recruitment needs. Larger firms
MORE THAN 1000
39% 33% 14% 7% 7%
76% to 100%
(with more than 1,000 employees) tend to use
recruitment firms for a greater share of their vacancies.
501-1000 51% to 75%
less than 10%
41% 33% 15% 7% 4% 10% to 25%
26% to 50%
26% to 50%
100-500
51% to 75%
15% 46% 15% 8% 15%
10% to 25%
76% to 100%
LESS THAN 100
39% 39% 6% 9% 6%
Less than 10%
LESS THAN 10% 10% TO 25% 26% TO 50% MORE THAN 50%
AMERICAS 79 11 9 1
APAC 64 25 8 4
EMEA 47 27 12 14
TOTAL 68 18 9 4
cross border recruitment activities
Across the globe, the majority of respondents
(68 percent) fill less than 10 percent of their vacancies
12
What precentage of vacancies are filled by cross border recruitment? (%)
through cross-border recruitment. Firms in the
Americas are the least likely to be relying on cross- AMERICAS
79% 11% 9% 1%
More than 50%
border recruitment, and those in EMEA the most likely.
APAC 26% to 10%
less than 50%
64% 25% 8% 4% 10% to 25%
10% to 25%
26% to 50%
EMEA
47% 27% 12% 14%
Lessthan 50%
more
than 10%
TOTAL
68% 18% 9% 4%
18
 

19. home
contents
visual summary
preface
executive
summary
respondent
profile
meeting the
recruiting
challenge
Managing internal recruitment
global hiring
intentions
managing
internal
recruitment
outsourcing hr
organisations across the globe design and and recruitment
about us
manage their recruitment needs in various
ways. they may be centralised in the head
office under a global or regional directorate;
they may be decentralised to local offices;
they may be outsourced; or there may be
some mix of all these arrangements.
19
 

20. managing internal recruitment
structure of internal recruitment
The survey findings show that more than half (58
percent) have a centralised recruitment structure;
01
that approximately one-third have a decentralised
arrangement; and a small percentage have either an
outsourced model or some other variant. 34% de-centralized
outsourced
58% other arrangement
centralized
4%
4%
NUMBER OF INTERNAL RECRUITMENT STAFF 1-2 3-5 6-10 MORE THAN 10
TOTAL 46 27 10 17
MORE THAN 1000 21 24 18 37
501-1000 48 41 4 7
100-500 64 31 3 2
LESS THAN 100 71 19 5 5
size of recruitment team
As in previous years, the findings show that the number
of staff attached to recruitment departments is modest,
02
how many internal staff form the hr recruitment team?
with almost three-quarters (73 percent) operating with
five or less staff. The size of the internal recruitment TOTAL
team correlates closely to organisational size. Some 71 46% 27% 10% 17%
More than 10
percent of the smallest firms engage two or less staff,
while 37 percent of the larger firms (more than 1,000
MORE THAN 1000 6-10
21% 24% 18% 37%
employees) engage ten or more internal recruiters.
501-1000
3-5
1–2 4%
3-5
48% 41% 4% 7%
1-2
6-10
100-500 more than 10
5%
64% 31% 3% 2%
LESS THAN 100
71% 19% 5% 5%
20
 

21. managing internal recruitment
recruitment-only tasks
When survey respondents are asked about the
make-up of their recruiting teams, it becomes evident
03
that many are spending only a relatively small amount
14%
of time on recruiting duties. More than a third
(41 percent) spend less than 10 percent of their time on less than 10%
recruitment. In all, 60 percent of respondents spend less 12% 10% to 25%
41%
than 25 percent of their time on recruitment. 26% to 50%
51% to 75%
14%
76% to 100%
19%
PERCENTAGE LESS THAN 10% 10% TO 25% 26% TO 50% 51% TO 75% 76% TO 100%
LESS THAN 100 54 16 8 10 12
100-500 53 14 17 7 9
501-1000 28 22 26 11 13
MORE THAN 1000 30 23 11 18 18
recruitment-only tasks (by firm size)
Generally, the smaller the firm, the less likely it is to
have staff dedicated solely to recruiting. Among the
04
how many internal staff form the hr recruitment team?
smaller firms, more than half (54 percent) say that less
LESS THAN 100
than 10 percent of their recruitment team are devoted
54% 16% 8% 10% 12%
76% to 100%
to recruitment only. Among the larger forms, slightly
more than a third have a recruitment team that spends 100-500 51% to 75%
less than 10%
at least half its time on recruitment tasks only. 53% 14 17% 7% 9%
26% to 50%
10% to 25%
501-1000 26% to 50%
28% 22% 26% 11% 13%
10% to 25%
51% to 75%
76% to 100%
MORE THAN 1000
30% 23% 11% 18% 18%
Less than 10%
21
 

22. CV SEARCH CAPABILITY 34
JOB ORDER TRACKING 23
AUTOMATED REPORTING 19
ELECTRONIC SCHEDULING 15
managing internal recruitment
technology used to source
& track candidates
Respondents employ a variety of technologies to source
05
and track candidates. The most common are applicant APPLICANT TRACKING
63%
tracking, and online applications and assessment,
ONLINE APPLICATIONS AND ASSESSMENT
used by 63 percent and 60 percent respectively. Other
60%
functionality is less common including CV management,
CV MANAGEMENT
used by 44 percent, CV search capability (34 percent),
44%
job order tracking (23 percent), automated reporting
CV SEARCH CAPABILITY
(19 percent), and electronic scheduling (15 percent). 34%
JOB ORDER TRACKING
23%
AUTOMATED REPORTING
19%
ELECTRONIC SCHEDULING
15%
22
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23. home
contents
visual summary
preface
executive
summary
respondent
profile
meeting the
recruiting
challenge
Outsourcing HR and recruitment
global hiring
intentions
managing
internal
recruitment
outsourcing hr
firms across the globe have actively embraced and recruitment
about us
the decision to outsource elements of their
total hr function, but the way in which they do
this, and the scale of the outsourcing, varies
from region-to-region, and firm-to-firm.
23
 

24. EMEA 29
APAC 32
AMERICAS 37
X 0
outsourcing hr and recruitment
outsourcing hr
One-third of firms currently outsource all or part of their
HR function, with those in the Americas (37 percent)
01
in general, have you been experiencing difficulties recruiting staff? (% yes)
more likely to do so than in APAC (32 percent) and
EMEA (29 percent). ALL REGIONS
33%
EMEA
29%
APAC
32%
MORE THAN 1000 40
AMERICAS
501-1000 36
100-500 40 37%
LESS THAN 100 18
outsourcing hr (by firm size)
The decision to outsource broadly increases as firms
grow in size, with the larger firms more than twice as
02
likely to outsource as the smaller firms. MORE THAN 1000
40%
501-1000
36%
100-500
40%
LESS THAN 100
18%
24
 

25. BENEFITS 31
COMPENSATION 14
PERFORMANCE MANAGEMENT 12
HRIS 11
outsourcing hr and recruitment
hr functions being outsourced
Recruitment is the overwhelming area of HR to be
outsourced. A total of 58 percent of respondents
03
outsource recruitment, compared with other key areas RECRUITMENT
58%
such as payroll (44 percent), training (34 percent), and
PAYROLL
benefits (31 percent). 44%
TRAINING
34%
BENEFITS
31%
COMPENSATION
FUNCTION EMEA APAC AMERICAS
RECRUITMENT14% 61 61 55
PAYROLL
PERFORMANCE MANAGEMENT 35 41 50
TRAINING 48 38 26
12%
BENEFITS 13 29 41
HRIS
COMPENSATION 23 14 11
PERFORMANCE MANAGEMENT
11% 16 14 9
HRIS 10 14 9
hr functions being outsourced (by region)
There are some important global differences in the
way that firms outsource various elements of the HR
04
RECRUITMENT
function. Firms in the Americas are much more likely 61%
than those elsewhere to outsource payroll and benefits. 55%
61%
AMERICAS
PAYROLL
Firms in EMEA are more likely to outsource training and 35%
compensation. 41%
50% APAC
TRAINING emea
48%
26%
38%
apac EMEA
BENEFITS americas
13%
29%
41%
COMPENSATION
23%
14%
11%
PERFORMANCE MANAGEMENT
16%
14%
9%
HRIS
10%
14%
25 9%
 

26. ALL REGIONS 21 28
EMEA 25 34
APAC 22 34
AMERICAS 20 20
outsourcing hr and recruitment
outsourcing of recruitment
When asked specifically about the recruitment element
within the broader HR function, more than one-in-five
05
do you currently outsource your recruitment process? (% yes)
(21 percent) say they outsource their recruitment
or hiring process, down slightly from 28 percent in ALL REGIONS
20ten
21%
2010. The rate of outsourcing remained stable in the 28%
Americas, but went backward in other global markets. 20eleven
EMEA
25%
34% 2011
2010
APAC
BANKING & FINANCE 2922%
MANUFACTURING 27 34%
INSURANCE 20
AMERICAS
PROFESSIONAL SERVICES 18
IT&T 20%
17
GOVERNMENT 20%
17
RETAIL/WHOLESALE 12
HEALTH 8
TOTAL 21
outsourcing of recruitment
(by industry sector)
Rates of outsourcing of recruitment vary widely across
06
industry sectors, with the greatest activity occurring in BANKING & FINANCE
29%
Banking & Finance, Manufacturing, and Insurance, and
MANUFACTURING
the least in Health and Retail/Wholesale. 27%
INSURANCE
20%
PROFESSIONAL SERVICES
18%
IT&T
17%
GOVERNMENT
17%
RETAIL/WHOLESALE
12%
HEALTH
8%
TOTAL
21%
26
 