2. 外语
  3. Recruitment Process Outsourcing—better known as RPO—has gained significant market momentum in recent years. Yet it has taken a w

Recruitment Process Outsourcing—better known as RPO—has gained significant market momentum in recent years. Yet it has taken a w

admin2012-01-23  81
问题     Recruitment Process Outsourcing—better known as RPO—has gained significant market momentum in recent years. Yet it has taken a while. Given that employers have been seeking help in their recruiting efforts for decades, it seems odd that the rise of RPO as a service solution has taken so long. Isn’t outsourcing of non-core functions a widely accepted business strategy? Isn’t recruiting one of the largest line items for many organisations and not a core function?
    Today, however, organisations that consider outsourcing their recruiting efforts can pore over and compare tangible outcomes seen by those successful early adopters of RPO. But tread lightly. There have been a number of very public RPO failures where results have fallen woefully short of expcetations, sending business leaders and the marketplace back into the boardroom to debate yet again the viability and sustainability of the solution. Can RPO be truly successful? If there are companies out there who are reaping the proposed benefits of outsourcing, what are they doing that others are not? The fact is there are common elements—let’s even call them tenets—that when followed, can greatly increase the effectiveness and ultimate outcomes of the RPO solution. Before we look at those tenets, however, it’s it’s important to understand the history of RPO.
    Recruitment process outsourcing is the culmination of an evolutionary process that started with third-party recruiters engaged at the line manager level or as an adiunct to an organlsatlon’s internal staffing initiatives. Utilising the approach was simple: call your preferred recruiter(s) with a job description and expect screened candidates to be sent to you. Overall, this process continues to serve as a highly scalable option in many talent acquisition strategms, but it is extremely costly. Moreover, based on the transactional nature of the relationship, it comes with high risk and little accountability for results.
    Companies soon realised they could bring the same talent in-house as contractors—their intentions clearly centered on achieving the same scalability but with reduced cost and greater control of the outcomes. In practice though, this model proved to be almost as expensive as high agency utilisation and surprisingly, with co-employment and other new issues, even more complex. Worse yet, the rates for contractors continued to climb as corporate recruiters began to seek out these new, more highly paid "nomad" positions instead of their corporate roles. The desired "direct sourcing" impact these recruiters were supposed to have never materialized as skills, and innovative approaches floundered without the access to best practices and innovative techniques that contingency recruiting agencies cultivated.
    At the same time, traditional recruiting providers began to assume a more prominent role in assisting their customers with new ways to handle huge spikes in hiring. Although this represented a new challenge for both companies and providers, the solutions were primarily project-based and, therefore, rarely focused on achieving strategtc improvements.
    Over time, the RPO paradigm changed to finally justify its title, while providers literally began assuming delivery of an organisation’s internal staffing function. This early model was fraught with mistiming because most organisations treated RPO solutions like earlier transactional recruiting solutions. In addition, most providers simply weren’t ready to deliver at the levels they had signed up for. As the burgeoning industry learns from itself, organisations have honed their approach to RPO vendor management and some providers have refined their solutions to near industry-standard levels.  
What should the employers do to ensure expected result of RPO?
选项 A、A company should copy other companies’ RPO solution directly.
B、A company should only learn from the successful examples of RPO solution.
C、A company should learn from both the good and unfruitful outcomes of RPO and follow some principles as well.
D、A company should learn the history of RPO first.
答案C
解析 文中第二段提到“…organisations that consider outsourcing their recruiting efforts can pore over and compare tangible outcomes seen by those successful early adopters of RPO.”和“the fact is there are common elements—let’s even call them tenets—that when followed, can greatly increase the effectiveness and ultimate outcomes of the RPO solution.”即：“……打算把他们的招聘工作外包的公司需要仔细考虑和对比一下成功的早期招聘流程外包采用者的切实的结果。”和“事实上，有一些公共的元素——我们不妨叫它们原则——当按照这些原则来做的时候，可以极大地提高招聘流程外包解决方案的效率和最终结果”，A、B项与原文相悖，D项是一个迷惑选项，第二段最后一句话提到：首先需要了解RPO，但是这只是保证达到预期目标的一个条件。所以，C项符合题意。
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