首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
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
admin
2012-01-23
37
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.
Employers try hard to find talents by themselves to
选项
A、make recruitment a core department of their companies.
B、cut cost and guarantee better results.
C、ensure the effectiveness of the recruitment process.
D、come with little risk and high accountability for results.
答案
B
解析
文中第四段提到“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”,即:公司很快意识到他们像承包商一样找到合适的人才—他们的用意当然是着重于达到相同的伸缩性,但是成本更低且更好对结果进行控制。而且选项中的cut cost与文中的reduced cost相对应,选项中的guarantee better results与文中的greater control of the outcomes相对应。所以,B项符合题意。
转载请注明原文地址:https://kaotiyun.com/show/so7d777K
本试题收录于:
BEC高级阅读题库BEC商务英语分类
0
BEC高级阅读
BEC商务英语
相关试题推荐
Whatdidthemandorecently?
Whatdidthemandorecently?
Whatdidthemandorecently?
Whathasthecompanyrecentlydone?
Accordingtothespeaker,whatdidthemayorrecentlydo?
Accordingtothespeaker,whatdidthemayorrecentlydo?
Whattypeoffacilitywasrecentlybuilt?
随机试题
每类规划都有各自要解决的问题和特点,修建性详细规划也不例外,下面的叙述中不准确的是()。
复合硅酸盐水泥的代号为()。
甲公司与乙公司共同出资设立丙公司,经甲、乙公司双方协议,丙公司的董事长由乙公司委派,甲公司的出资比例为40%,股东按出资比例行使表决权。在这种情况下,()。
用于不确定度B类评定的信息来源一般包括()。
学生应该从小就开始学哲学。不然的话,他们会不假思索地接受某些传统价值观,而哲学正是教会他们对这些价值观进行质疑。上述议论预先假定了下面哪一项或哪些项?()Ⅰ.除非学生从小就学哲学。否则他们会接受任何观点。Ⅱ.即使在很小的年龄
鼻咽癌的组织学类型中,以哪一种最为多见
秒杀
材料1所表明的哲学观点及其局限性。结合材料3列宁阐述的思想,简述辩证唯物主义的物质范畴和自然科学物质结构学说的关系。
“就在21世纪的钟声即将敲响之前,从神州大地上消除了最后一块帝国主义侵略造成的殖民地的残痕,完整而彻底地完成了民族独立的历史使命。”完成这一历史使命的根本保证是()
某高校学生会计划举办一场“大学生网络创业交流会”的活动,拟邀请部分专家和老师给在校学生进行演讲。因此,校学生会外联部需制作一批邀请函,并分别递送给相关的专家和老师。请按如下要求,完成邀请函的制作:在“尊敬的”和“(老师)”文字之间,插入拟邀请的专家和老
最新回复
(
0
)