From Choosing to Excusing and Back: Transitioning Your RPO Partner
1. From Choosing to Excusing and Back:
Transitioning Your RPO Partner
Key takeaways for attendees include:
• Questions to ask when choosing an RPO provider;
• Choices to ensure successful collaboration;
• Suggested expectations for the roles and responsibilities of
buyers, incumbents and new providers;
• Tips for mitigating change effects on service delivery and
candidate and hiring manager satisfaction during
2. Introductions & Agenda
• RPO Industry Evolution
• Should I Transition?
• What Model meets my needs?
• Who’s the right Provider?
• Transition Lessons Learned
VP of Client Solutions
Pinstripe & Ochre House
7. Consider the Switching “Costs”
New RFP/assessment process
Loss of institutional knowledge
Internal change management preparedness
Implementation impact on stakeholders
Time to productivity
9. Poll the Audience
Where do you fall?
• I have the right model and provider.
• I have the wrong model and provider.
• I have the right model but wrong provider.
• I have the wrong model but right provider.
• I am a provider.
11. If you’re serious about transitioning…
• Identify what is working and what is not about
your current state.
• Know your metrics and be realistic about
• Begin situation analysis 9 to 12 months before
your current contract is due for renewal.
• Perform a strategic workforce planning
exercise that forecasts your needs.
• Start fresh with the providers you consider.
15. Ask Yourself the Following
• What is driving my decision to transition?
• Is this provider able to address that concern directly?
• Based on my desired model, am I looking for a
Transactional or Transformative provider?
• Is this provider able to scale with my organization’s
• Does this provider have the deep industry experience
and expertise I require?
• Will this provider be a cultural fit with my organization?
16. Poll the Audience
Which is most important to me in the choice of
• Total Value/ROI
• Ability to Scale
• Industry Expertise
• Cultural Fit
• Reputation in the Market Place
19. Basic Transition Checklist
Clearly define expectations of incumbent provider,
new provider and internal organization.
Inform incumbent provider of transition.
Create Interim Recruiting Contingency Plan.
Host transition meeting with all parties.
Catalog all “knowledge transfer” from incumbent.
Take or transfer ownership of database and third-party
Incentivize incumbent provider to continue
Continually assess progress and adjust as necessary.
21. Communicate, Communicate,
• Identify and customize communications for each
• Clearly define expectations: 30-, 60- and 90-day.
• Tap a representative sample for voice-of-customer
sessions; satisfied, unsatisfied, active and inactive hiring managers.
• Provide several methods for questions and feedback,
but one central internal contact.
• Include host in all communications between providers.
• Document and share all conversations, meetings and
23. Final Thoughts
1. Decide if RPO is right, if your model is right and if your
provider is right.
2. Be prepared to manage expectations.
– No service interruptions.
– Cooperation between providers.
– Honest & open dialog.
3. Emphasize Change Management success.
4. Create and implement Interim Recruiting Contingency
Plan with new provider.
5. Communicate with stakeholders regularly and make it
easy to gather feedback.
24. Thank You!
Everest Group Insight
RPO 2.0 - Paradigm Shift
in RPO Value Proposition