Driving Better Recruiting and Business Outcomes Through Gainsharing

Recruitment process outsourcing (RPO) is no
longer simply about, off-loading talent acquisition headaches, cutting costs,
and/or making incremental gains in the efficiency and effectiveness of TA. For
most organizations, the days of commoditized hiring are gone.

Today, evolved RPO partnerships solve complex,
strategic business problems, enabling revenue growth and increasing market
share for your enterprise. These are iterative, consultative relationships, where
clients assess providers by the yardstick of business value delivered – and
success is guided by strategic consensus. These kinds of evolved partnerships
can deliver cultural transformation and profound, bottom-line outcomes that
transcend cost savings.

Transformative RPO engagements result in
optimized processes, streamlined division of labor, enhanced corporate and
employment brand, sophisticated recruitment technology eco-systems, and the agility
to adjust course as your needs evolve. That said, building these sophisticated,
powerful partnerships requires meaningful investment and almost always some
measure of change. It is a major challenge for buyers and RPO providers seeking
transformation to persuade and align key stakeholders to invest and commit to
these partnership models. Building consensus around meaningful business
outcomes and clearly defining return on investment is critical to getting your
transformative strategies approved and successfully implemented.

One route is through gainsharing.

Gainsharing is not about replacing traditional
key performance indicators (KPIs) that are used to assess quality and
efficiency of execution in the TA function. It’s still critical to monitor metrics
like time-to-hire, slate quality, hiring manager experience, and aged
requisitions, to name a few. Gainsharing models evolve the governance model to
viscerally connect recruiting outcomes to business objectives. For example, you
would seek to quicken time-to-hire by three days in an effort to decrease
overtime spend by 10 percent.

Sevenstep recently collaborated with HRO
–one of the leading publications dedicated to issues
impacting HR professionals – to develop a whitepaper that details the potential
of gainsharing, as well as how to apply it in real life.

Download your copy of the whitepaper here:
Gainsharing a Mutually Responsible – and Mutually Beneficial – RPO Partnership

In our view, C-suite executives and line of
business leaders will be motivated to invest the time and resources necessary
to transform TA when they can see clear and meaningful outcomes for their
enterprise on the other side.  

To get there, we propose that both buyer and
RPO partner benefit from an approach that requires, even forces, transparent
collaboration. Having ‘skin in the game’ by sharing rewards from successful
outcomes enables dialogue and breaks down barriers that can exist in
traditional client-vendor relationships.

In our whitepaper, we suggest a partnership where
the governance model is wedded to measurable and mutual returns on investment. Such
metrics of success inevitably drive new, foundational conversations about what
is most deeply important to the success of the client’s business, as well as
the behaviors that will make them a reality. The goal of gainsharing is not
just to save time and money – it is to improve downstream business performance.

If this sounds like the kind of outcome you
are seeking from your recruitment outsourcing partner, we encourage you to download
the whitepaper – and share your thoughts in the comments below.

Download the whitepaper:
Gainsharing a Mutually Responsible – and Mutually Beneficial – RPO Partnership