2010 global rpo report

8/9/2019 2010 Global Rpo Report

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RecRuitmentpRocessoutsouRcing

businesspRocessoutsouRcing

contingentwoRkoRceoutsouRcing

HumanResouRcesconsulting

caReeR tRansition& oRganisationaleectiveness

executiveseaRcH

Think ouTside.

global RPo

RePoRT 2010


2/25

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06 (g1) Multinational roles07 (g2) Number o employees08 (g3)Hiring challenges, by region08 (g4)Hiring challenges, by no. o sta09 (g5)Reasons or diculties hiring09 (g6)Reasons or diculties

hiring, by region10 (g7)Conditions slowing hiring11 (g8)Plan to hire 100+11 (g9)Plan to hire12 (g10)Plan to hire, by region12 (g11)Anticipated hires, by region

13 (g12)Plans to hire permanentemployees, by industry

13 (g13)Current use orecruitment rm services

13 (g14)% o vacancies lled by thirdparty providers, by region

14 (g15)% o vacancies lled by thirdparty providers, by no. o sta

15 (g16)How recruitmentunctions are utilised

15 (g17)Number o internalrecruitment sta, by no. o sta

16 (g18)% o recruitmentteam solely recruiting

16 (g19)% o recruitment team solelyrecruiting, by no. o sta

16 (g20)Technology/unctionalityused to source candidates

17 (g21)Outsourcing part or all othe HR unction, by region

17 (g22)Outsourcing part or all othe HR unction, by no. o sta

17 (g23)HR unctions currentlyoutsourced, by region

18 (g24)Hiring processoutsourced, by region

18 (g25)Hiring processoutsourced, by no. o sta

18 (g26)Areas o the hiringprocess outsourced

19 (g27)Areas o the hiring processoutsourced, by region

20 (g28)Hiring processoutsourced, by industry

20 (g29)Plans to outsource, by industry21 (g30)Provider selection criteria21 (g31)Outsourced hiring

program expectations21 (g32)Primary reasons why

rms dont outsource22 (g33)Average cost per hire (Euros)

globalRPo RePoRT

2010

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global RPo RePoRT 2010 | 3

Welcome to the Global

RPO Report 2010, prepared by

Kelly Outsourcing and Consulting

Group (KellyOCG) and the Human

Resources Outsourcing Association

(HROA). It provides an ongoing

record o the development o the

recruitment process outsourcing

space, as well as trends in

recruitment and HR as reported by

organizations across the globe.

At a time o proound upheaval

in the world economy, the report

presents a glimpse into the thinking

C l, Vc Prt, g Prctc l RPo, koCg

Rcr J. Crp, g ectv drctr, hRoa01 r

o senior hiring managers rom small,

medium and large organizations

across North America, Europe,

Middle East and Arica (EMEA), and

the Asia Pacic Region.

Even ater a year when employment

markets have been shaken like never

beore, it is a signicant nding

o this years survey that great

talent the very core o a company

remains such a dicult to nd

resource across the globe.

This is the third annual report

conducted by KellyOCG and

the HROA, and it explores in

detail, not only the state o labour

markets and recruitment challenges

in the immediate period ahead,

but also the latest developments

in the area o recruitment process

outsourcing (RPO).

Its insights will be o great value

to senior executives and HR

proessionals as they prepare their

talent acquisition strategies or the

year ahead.

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02 ry

When the Global RPO

Reportwas launched in 2007 amid a

thriving global economy and a skills

shortage, there were real challenges

being experienced by hiring

managers 70 percent reported

diculties in recruiting sta. In last

years report, coinciding with global

economic turmoil, the situation was

dierent only 54 percent reported

recruitment diculties.

This latest report, prepared at a time

when national economies are at aragile turning point, refects the

uncertainty that pervades businesses

large and small. There are signs o

stability but still no marked upswing,

and a sense o unease about the

skill shortages that prevail in spite o

massive job losses.

More than hal o the hiring

managers surveyed say they are still

experiencing diculties in recruiting

sta, a number that is virtually

unchanged rom last year.

The greatest challenge is in EMEA

where 65 percent are experiencing

diculties. In Asia Pacic, there

has been a signicant improvement

over the past year, but still

50 percent report diculties. In

the Americas, the position has

actually deteriorated.

The top recruiting challenge is a

shortage o skilled sta, cited by

58 percent o respondents. Europe is

the worst aected, while Asia Pacic

is impacted by what is described as

uncompetitive salaries. The quality

o candidates is the biggest actor

slowing the hiring process.

Two thirds o organisations plan

to use recruiting rms in their

hiring eorts.

The top job categories to be lled

are business operations support,

and mid-level executives.

Some 60 percent o HR units are

operating with ve or less sta.

More than a third spend less than

10 percent o their time on

recruitment, and only 20 percent

devote at least 75 percent o time

to recruitment.

The share o rms outsourcing all

or part o their HR unction stands

at 46 percent, up slightly rom the

previous year. Recruitment remains

the biggest area o outsourcing,and the largest organisations are ar

more likely to outsource.

Familiarity with recruitment process

outsourcing (RPO) continues to rise

steadily. Knowledge remains higher

in EMEA and in the Americas, and

among larger employers.

More than a quarter o rms are

outsourcing their recruitment

process, with spectacular growth

in the Asia Pacic region.

The biggest expectation rom an

RPO partner is improved hiring

times, ollowed by lower cost,

and integration o multiple

sourcing channels.

The average cost-per-hire isreported between 1,801 Euros

and 2,500 Euros (US$2,501

and US$3,500).

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MoRe Than hal oThe hiRing ManageRs

suRVeyed say They aRe sTillexPeRienCing diiCulTiesin ReCRuiTing sTa, anuMbeR ThaT is ViRTuallyunChanged RoM lasT yeaR.


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03 rf rd

A higher percentage o respondents

rom EMEA (40 percent) have

multinational roles than their

counterparts in the Americas (27

percent) or Asia Pacic (18 percent).

Most respondents (61 percent) are

responsible or one country, and

28 percent are responsible or 2 to

10 countries, while 11 percent are

responsible or 11 or more countries.

For the most part respondents

have responsibility or recruiting

within their own regions, with

only 20 percent o respondents

overall saying they have global

recruiting responsibilities. American

respondents are the most likely to

have global recruiting responsibility

(24 percent), ollowed by EMEA

respondents (21 percent) and then

Asia Pacic respondents (11 percent).

The survey was carried

out by KellyOCG and the Human

Resources Outsourcing Association

(HROA) between November 2009

and February 2010, and obtained

the views o 536 respondents,

comprising mainly senior HR

managers rom small, medium and

large organisations, with workorces

ranging rom ewer than 1,000

employees to more than 50,000.

Respondents came rom a broad

range o industry sectors across

the Americas (39 percent), Europe,

Middle East and Arica (EMEA)

(39 percent), and Asia Pacic

(22 percent).

Slightly more than a quarter o

respondents are operating in more

than one country. As a result, the

responses refect the situation in a

total o 85 countries.

Mtt r1

0 10% 20% 30% 40% 50%

AMERICAS

2009

50%

40%

20%

18%

29%

27%

2010

APAC

EMEA

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global RPo RePoRt 2010 | 7

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spnsrs

More than hal o respondents work

in large organisations with more than

1,000 employees while 45 percent

represent organisations with ewer

than 1,000 employees.

A urther 21 percent work in

organisations with more than

10,000 employees.

The results represent views rom

a broad spectrum o industries,

including proessional services, IT&T,

manuacturing, banking & fnance,

health, retail/wholesale, education,

government, bureau/outsourcer,

utilities, construction, insurance,

transport, FMCG/consumer products,

and hospitality.

Numr mpys

46%

12%

34%

8%

2

Less than 1,000

1,000 10,000

10,000 50,000

More than 50,000

45%

34%

8%

13%


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04 h rrh

In spite o the prevailing

economic weakness, and the loss

o millions o jobs globally, just over

hal o respondents (55 percent) say

they are experiencing diculties

in recruiting sta, a number thats

virtually unchanged over the

previous year.

The greatest challenge in nding

talent is in Europe where 65 percent

are experiencing diculties. In Asia

Pacic, there has been a signicant

improvement over the past year, but

still 50 percent report diculties.

In the Americas, the position has

actually deteriorated with 46 percent

nding recruiting dicult.

The largest companies are

experiencing the least diculty in

recruiting that is the only segment

where less than hal are acing

challenges in recruitment.

hr c, r3

0 20% 40% 60% 80%

AMERICAS

2009

67%

65%

60%

50%

43%

46%

2010

APAC

EMEA

hr c, mr t4

0 20% 40% 60%

47%

58%

57%

55%

More than 50,000

10,000 50,000

1,000 10,000

Less than 1,000

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With unemployment at historically

high levels in many countries,

labor should be plentiul. Yet the

overwhelming reason cited or the

recruiting diculties is a shortage

o skilled sta. More than hal (58

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R r fct r5

0 20% 40% 60%

14%

24%

25%

58%

Current recruitment processes

Location

Salary Uncompetitive

Salary of skilled staff

R r fct r, r6

0 20%10% 30% 40% 50% 70%60%

25%

40%

14%

63%

51%

56%

25%

23%

22%

12%

11%

17%

Current recruitment processes

Location

Salary Uncompetitive

Salary of skilled staff

EMEA

APAC

AMERICAS

percent) blame the shortage o

skilled talent or their recruiting

problems, well ahead o other

actors such as uncompetitive

salaries (25 percent) and location

(24 percent).

The talent shortage is most acute

in EMEA with 63 percent o

respondents indicating it is their

primary hiring issue. More than

hal o those in Americas and Asia

Pacic ace a similar problem.

However those in Asia Pacic also

have a wage cost issue with a hety

40 percent blaming uncompetitive

salaries or hiring troubles.


10/25


04 There is another perspective to thetalent shortage that emerges when

rms are asked the question: What

is the condition most likely to slow

the hiring process? The pervasive

actor that emerges across all

regions is the quality o candidates,

cited by slightly more than hal o all

respondents. All other actors rank

signicantly lower including time-

to-hire (36 percent), hiring manager

satisaction (29 percent) and cost-to-

hire (28 percent).

Ct r7

0 20% 40% 60%

28%

29%

36%

54%

7%

12%

17%

21%

Cost to hire

Hiring manager satisfaction

Time to hire

Quality of hires

Technology effectiveness

Poor processes

Quality of recruiters

Performance monitoring

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05 hr

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P t r 100+8

0 10% 20% 30% 50%40%

20%

20%

33%

37%

36%

43%

12%

13%

18%

Graduate

Temporary

Permanent

2010

2009

2008

P t r9

0 20% 40% 60% 100%80%

86%

87%

91%

96%

96%

95%

82%

84%

79%

Graduate

Temporary

Permanent

2010

2009

2008

A spark o optimism

emerges in the latest data on global

hiring intentions. While it is clear that

there is still some way to go beore

there is a return to pre-recession

hiring levels, it certainly appears that

the worst is over. The latest gures

show hiring intentions fat but stable.

In the previous 2008 survey, at the

height o the global nancial crisis,

just 36 percent o respondents

anticipated hiring more than 100

permanent employees, down rom

43 percent in 2007.

The latest data or 2009 shows the

outlook marginally better, with 37

percent intending to hire 100 or

more permanent employees. Its a

similar picture or both temporary

and graduate hires, suggesting that

the market is still cautious, but at

least not deteriorating.

Firms plan to hire more permanent

positions than temporary or

graduate sta, and a signicant

number (over 80% in all cases)

intend to hire at least some

permanent, temporary, and

graduate sta.


12/25


P t r, r10

49%

0 20% 40% 60% 80% 100%

31%EMEA

APAC

AMERICAS

None

1 to 100

More than 100

24%

50%1%

67%10%

65%4%

atcpt r, r11

0 20%10% 30% 40% 50% 70%60%

77%

74%

70%

78%

74%

71%

58%

57%

53%

49%

41%

38%

Senior executive or professional

Administrative

Mid-level executive or professional

24%

17%

26%

14%

17%

19%

15%

12%

13%

Trades

Other

Contact centre

Business operations support

2008

2009

2010

05 Arguably the most optimisticoutlook is or North American

where nearly hal o all respondents

(49 percent) say they plan to hire

more than 100 employees in 2010,

compared with just 31 percent in

EMEA and 24 percent in Asia Pacic.

As in last years survey, planned

hires in 2010 are more likely to be

replacing existing positions than

lling new roles, unlike the pre-

recession situation where more

respondents anticipated expandingtheir sta.

The top job categories that

organisations plan to ll in 2010 are

business operations support, and

mid-level executives. While these

have been the top categories across

all years o research, they are slowly

declining. Senior executive hiring

has experienced the biggest all,

down rom a high o 49 percent in

2008 to 38 percent in 2010.

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The industry sectors that will be

most active in hiring over the

coming year are Health, Bureau/

Outsourcer, Banking & Finance,

Retail & Wholesale, IT&T, and

Government. In each o these

sectors, more than hal o all

respondents plan to hire 50 or more

permanent employees.

The weakest hiring plans are in

Manuacturing, Education and

Utilities.

The vast majority o organisations

(66 percent) plan to use recruiting

rms in their hiring eorts. Those

in EMEA are more likely to use

recruiters than their counterparts

in the Americas or the Asia Pacic

region. Larger organisations

are more likely to use recruiting

companies than their smaller

counterparts; just over hal othe smallest rms use recruiting


13/25


P t r prmt mp, tr12

0 20% 40% 80%60% 100%

26% 11% 5%EMEA

APAC

AMERICAS

Less than 10%

10% to 25%

26% to 50%

51% to 75%

76% to 100%

37%22%

1 0% 5 %35%40%

1 0% 1%32%49%

10%

8%

0 20% 40% 80%60% 100%

Banking & Finance

Bureau/Outsourcer

Health

>50 employees


14/25


Some 70 percent o respondents

use recruitment rms to ll a quarter

or less o their vacancies. Those

in EMEA use them to ll a higher

proportion o vacancies than their

counterparts in APAC and Americas.

The largest rms (with more than

50,000 employees) consistently

use outside rms or a smaller

percentage o their total recruitment

needs, with 55 percent o these

rms using outside recruitment or

between 10 and 25 percent o their

total recruitment. Smaller rms are

more diverse in their requirements

and will utilize outside providers

across a wider spectrum, ranging

rom less than 10 percent, up to 100

percent o their workorce needs.

0 20% 40% 80%60% 100%

35% 10%10,000 to 50,000

More than 50,000

1,000 to 10,000

Less than 1,000

Less than 10%

10% to 25%

26% to 50%

51% to 75%

76% to 100%

19%35%

23%55%22%

1 0% 6 %33%39%

19%31%39%

13%

11%

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h rcrtmt ct r t16

-

0 10% 20% 40%30% 50%

4%

5%

43%

48%

Outsourced

Hybrid

Centralised

De-centralised

nmr tr rcrtmt t, mr t17

0 20% 40% 80%60% 100%

14% 7%10,000 to 50,000

More than 50,000

1,000 to 10,000

Less than 1,000

1 to 5

6 to 10

11 to 20

More than 20

37%42%

19%16%56%

4%4%8%84%

9%

11% 77%7%4%

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There is a mixed picture

that emerges when it comes to

the prevailing model adopted by

organisations in managing their

HR needs. For approximately

90 percent o rms, there is roughly

an even split between a centralised

and a de-centralised recruitment

unction. Just 5 percent adopt a

hybrid model, and the remaining

4 percent are outsourced.

American organisations are more

likely than their counterparts in

other regions to have de-centralised

or outsourced recruitment unctions.

Asia Pacic organisations are

more likely to have centralised

unctions, and EMEA leans toward

a hybrid model.

It is not surprising that the smallest

organisations are the ones

most likely to have centralised

recruitment, while the largest are

more likely to outsource.

Sta numbers attached to

recruitment departments are airly

modest, with 60 percent operating

with ve or less sta. The size o

internal recruitment sta correlates

closely to overall organisational

size: 84 percent o the smallest

respondents employ 1 5 internal

recruiters; 77 percent o the

largest rms employ more than

20 internal recruiters.

Not only are internal HR teams

relatively lean, they are generally not

spending a large amount o time

on recruiting duties. More than a

third (37 percent) spend less than 10

percent o their time on recruitment.


16/25


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Tc/ctt t rc ct20

0 20% 40% 60% 80%

27%

40%

66%

73%

4%

15%

15%

CV search capability

CV management

Applicant tracking

Online applicationsand assessment

Job order tracking

Automated reporting

Electronic scheduling

% rcrtmt tm rcrt, mr t19

0 20% 40% 80%60% 100%

14% 21%10,000 to 50,000

More than 50,000

1,000 to 10,000

Less than 1,000

Less than 10%

10% to 25%

26% to 50%

51% to 75%

76% to 100%

33%33%

31%7% 24% 9%29%

12% 26%22%23%

13%18%10%50%

17%

9%

In all, 70 percent o respondents

spend less than 50 percent o their

time on recruitment. There are only

20 percent o organizations where at

least 75 percent o time is devoted

to recruitment.

Generally, the larger the

organization, the more likely it is to

Respondents employ a variety o

technologies to source and track

candidates, most oten online

applications and assessment (73

percent) and applicant tracking (66percent) programs, both o which

are used much more requently than

the next most common process, CV

management (40 percent).]

% rcrtmt tm rcrt18

0 10% 20% 30% 40%

9%

18%

15%

37%

20%

51% to 75%

26% to 50%

10% to 25%

Less than 10%

76% to 100%

specialise ocusing HR/recruiting

sta on recruitment duties. The

relatively scant resources directly

allocated to recruitment tasks in

many rms raises the question as

to whether this, in part, explains

the reported problems being

encountered in the hiring process.

Organisations in all regions and o

all sizes ollow the general pattern

outlined above, although the

largest rms are signicantly more

likely to be using applicant tracking

(91 percent) than are their smaller

counterparts (58 percent).


17/25


07 h d r

The study suggests that the

decision to outsource is growing in

popularity, with the proportion o

rms outsourcing all or part o their

HR unction standing at 46 percentin 2010, up rom 43 percent in the

previous year.

Organisations in EMEA (at

56 percent) are more likely than

those in America (46 percent) and

Asia Pacic (29 percent) to outsource

HR unctions.

otrc prt r t hR ct, r21

0 20% 40% 60%

56%

29%

46%

EMEA

APAC

AMERICAS

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otrc prt r t hR ct, mr t22

0 20%10% 50%40%30% 70%60%

69%

47%

42%

44%

More than 50,000

10,000 50,000

1,000 10,000

Less than 1,000

hR ct crrt trc, r23

0 20% 40% 60% 80%

58%

42%

53%

69%

67%

71%

27%

27%

18%

18%

12%

41%

Benefits

Training

Payroll

18%

6%

16%

24%

6%

3%

3%

5%

Performancemanagement

Compensation

HRIS

Recruitment

EMEA

APAC

AMERICAS

4%


18/25


The largest organisations, with more

than 50,000 employees, are ar more

likely to outsource than those with

ewer employees.

Recruitment is by ar the biggest

area or outsourcing. O those rms

outsourcing all or part o their HR

unctions, 69 percent outsource

recruitment, up slightly rom 63

percent the previous year. The other

main areas o outsourcing are payroll

(54 percent), benets (26 percent),

training (24 percent), HR inormation

system (16 percent), compensation

(8 percent) and perormance

management (4 percent). There are

some notable regional variations.

Firms in the Americas are much

more likely to outsource benets

and much less likely to outsource

training. Those in Asia Pacic are

much less likely to outsource payroll

and inormation systems, but more

likely to outsource compensation.

Familiarity with recruitment process

outsourcing (RPO) continues to rise

steadily, rom 56 percent in 2007 to

62 percent in 2008, and 65 percent

in 2009. Overall 8 percent are not at

all amiliar with RPO; and 27 percent

are somewhat amiliar. Knowledge

remains higher in EMEA (67 percent)

and the Americas (66 percent)

than in Asia Pacic (56 percent).

Larger organisations are more

knowledgeable about RPO than

smaller rms.

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hr prc trc, mr t25

0 10% 20% 30% 40% 50%

49%

35%

26%

23%

More than 50,000

10,000 50,000

1,000 10,000

Less than 1,000

hr prc trc, r24

0 10% 20% 30% 40%

AMERICAS

2009

35%

34%

17%

34%

23%

20%

2010

APAC

EMEA

ar t r prc trc26

0 5% 10% 15% 20% 25% 30%

17%

17%

17%

26%

6%

16%

16%

Temporary

Contingent

Business Unit

Company wide

Graduates

Professional

Administrative


19/25


07 ar t r prc trc, r27

0 10% 20% 30% 40%

15%

8%

24%

24%

15%

40%

17%

26%

10%

17%

26%

10%

Temporary

Contingent

Administrative

15%

18%

19%

10%

23%

19%

6%

5%

7%

Graduates

Professional

Business unit

Company wide

EMEA

APAC

AMERICAS

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More than a quarter (28 percent)

o rms outsource their recruitment

or hiring process, up slightly rom

24 percent in 2008. However,

that increase was conned almost

exclusively to the Asia Pacic

region, which saw its activity double

over 2008.

Consistent with the pattern or

outsourcing generally, the larger

the organisation, the more likely it

is to be outsourcing its recruitment/

hiring process.

The pattern or outsourcing

recruitment varies between those

rms that outsource it as part o

a larger HR outsourcing contract,

and those that simply use a

separate provider or recruitment.

The proportion o rms that are

outsourcing recruitment as part o

a larger HR outsourcing contract

was down slightly in 2010 to 29

percent, rom 34 percent in 2009.

Respondents in all regions are most

likely to be opting or a separate

provider o recruitment processes.

O those that outsource recruitment,

the most prevalent approach is to do

so company-wide.

Across the globe, approaches

vary, with American rms much

more likely to outsource company-

wide, while those in Asia Pacic

the becoming the largest userso outsourcing or contingent,

temporary and proessional labour.

While 28 percent o all rms currently

outsource, there is considerable

variation across industry, with the

biggest outsourcers being Utilities,

IT&T, Health, Banking & Finance,

and Proessional Services.


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Approximately hal o all

respondents say they would

consider outsourcing recruitment

processes, something that is

consistent across regions, but morelikely with the larger employers.

O those who currently do not

outsource recruitment, 40 percent

say they would consider it, while

36 percent o those who do

outsource recruiting say they would

not consider it in the uture.

Amongst those considering

outsourcing, the industries likely

to be most active are Utilities,

Education, Health and IT&T. O

those considering outsourcing

who are not currently doing so, the

most interest emanates rom the

Education sector.

When it comes to selecting an RPO

partner, the top three criteria are

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recruiter quality, industry knowledge

and cost.

Expectations o an RPO partner

relate directly to the hiringissues that are at the heart o the

prevailing recruitment challenge.

The greatest expectation revolves

hr prc trc, tr28 P t trc, tr29

0 20% 40% 60% 80% 100%

31%

34%

42%

81%

16%

18%

26%

Banking & Finance

Health

IT&T

Utilities

Education

Manufacturing

28%

6%

Total

Bureau/Outsourcer

Professional Services

0 20% 40% 60% 80% 100%

55%

62%

79%

81%

36%

39%

47%

IT&T

Health

Education

Utilities

Banking & Finance

Government

31%

36%

Retail/Wholesale

Manufacturing

47%

25%

Total

Bureau/Outsourcer

Professional Services


21/25


around improved hiring times,

ollowed by lowered cost o

recruitment, and integrating

multiple sourcing channels.

Larger rms tend to be more

concerned with decreasing hiring

costs and improving hiring times,

while the very biggest, with more

than 50,000 employees, want

rationalization o multiple

sourcing channels.

Among those who would not

consider outsourcing recruitment,

40 percent say outsourcing is

unnecessary because they do it

well without outside assistance.

The next most commonly

reported reasons relate to

cost, and internal cultural issues.

American respondents cite internal

cultural issues (30 percent) nearly

twice as oten as those rom

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EMEA (16 percent) and three

times more than Asia Pacic

respondents (10 percent). Small to

mid-sized organisations are more

likely to believe outsourcing istoo expensive.

0 5% 10% 15% 20% 25% 30% 35%

20%

22%

27%

33%

10%

10%

15%

Years of RPO experience

Cost

Industry knowledge

Recruiter quality

International

Global reach

Technology

Prvr ct crtr30

0 10% 20% 30% 40%

10%

20%

22%

40%

6%

9%

9%

Unable to measure thefinancial benefits

Internal cultural issues

Outsourcing is too expensive

Not necessary as we do agood job ourselves

Unable to identify a goodpotential outsourcing partner

Knowledge of outsourcing

Lack of internal expertise

Prmr r frm t trc32

otrc r prrm pctt31

0 10% 20% 30% 50%40%

14%

22%

35%

42%

9%

Manage or limit number ofthird party providers

Integrate multiplesourcing channels

Lower cost of recruitment

Faster time to hire

Gain access to technology


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08 h

rr

Across all respondents, the

average cost-per-hire is between

1,801 Euros and 2,500 Euros

(US$2,501 and US$3,500). However,

the largest number o respondents(25 percent) say that the average

cost-per-hire is 500 Euros to 1,000

Euros (US$700 to US$1,400).

Although still within a airly narrow

range, Asia Pacic organisations tend

to spend the least per hire, ollowed

by the Americas and EMEA, while

larger organisations tend to spend

more than smaller ones.

avr ct pr r (er)33

0 5% 10% 15% 20% 25%

6%

15%

18%

25%

3%

7%

6%

2,501 to 3,500

1,801 to 2,500

1,001 to 1,800

500 to 1,000

More than 10,000

5,001 to 10,000

3,501 to 5,000

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23/25

The laTesT daTa oR 2009 showsThe ouTlook MaRginallybeTTeR, wiTh 37 PeRCenTinTending To hiRe 100 oR MoRe

PeRManenT eMPloyees.


24/25


09 hr

k oCg RPo Prctc

KellyOCGs RPO Practice has been

an industry leader in Recruitment

Process Outsourcing (RPO) since

1995. Building a global ootprint

with the combination o the HRfrst

and Access AG business units,

KellyOCGs RPO Practice provides

businesses around the world with

strategies to optimise recruiting

eciency, while attracting the highest

calibre o talent to organisations.

c.cm

hRoa

The HROA is the denitive

independent organization or all

those who purchase, provide, or

participate in HR transormation

and outsourcing. Our membership

encompasses over 7,500 HR

executives, including the largest

50 buyers, the top 30 providers,

the leading sourcing advisors and

attorneys, and the best thought

leaders in HR Transormation. The

HROA brings its diverse membership

together to set standards andpractices, provide peer networking,

and maintain a robust curriculum.

r.r

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http://www.kellyocg.com/http://www.hroa.org/http://www.hroa.org/http://www.kellyocg.com/


25/25

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