Some companies see their RPO provider as only a vendor, but taking a partnership mindset creates a more satisfying, successful working relationship. Working well together as a united front always makes for an easier, smoother rollout with a new RPO program.
The implementation and transition phases before and after a rollout are crucial, as this is when you set the tone and expectations for all involved. It’s also when certain issues need to be addressed and configured.
Recruitment process outsourcing (RPO) has evolved significantly over the past few years. Here are some key areas talent acquisition leaders should focus on when implementing a new RPO program:
Before Your RPO Implementation Starts
It’s no secret that people are hesitant when it comes to change—especially when that change is likely to affect their day-to-day routine. To address this hesitation, it’s important to get everyone on the same page, consider the effect on each stakeholder, and educate people on what they should plan for once the implementation begins.
Some stakeholders will be early adopters who are hungry for change; utilize them as ambassadors for the new process. Others will be resistant, and these are the people from whom you want to gain buy-in for RPO. Once you identify the more cautious stakeholders, try to help them see the benefits of change from their perspective. Then, they can serve as primary communicators to others who are hesitant and explain the value of the change in ways resistant team members will understand.
Establish Key Players Early in the Process
During the transition, one of the most important steps is to establish one key champion within your business. This person is your internal point of contact for RPO with the power to get things done. There’s often a lengthy checklist of tasks that need to be completed before a rollout. The appointed decision-maker must be able to use their influence with HR, legal, IT and other stakeholders, including hiring managers and vice presidents, to get things accomplished. Conversely, your RPO partner should also provide a primary point of contact who will work closely with you to navigate the implementation process. Effective communication with your RPO contact will keep things moving forward.
Be sure to let your RPO team know who your internal stakeholders are (especially any unofficial ones) and how they may influence the implementation and rollout process. Loop your RPO team into conference calls and meetings so they can get a feel for the issues at hand and start building trust with stakeholders.
Clarify Expectations and Goals for Your RPO Program
At the beginning of your rollout, have an open discussion with your RPO provider about what success looks like for your organization today and going into the future. It may be helpful to hold a workshop to specifically determine what stakeholders want out of the RPO program and how those goals can be measured.
Define clear, measurable goals aligned to business objectives like time-to-fill, candidate quality, requisition volume, diversity and more. Both you and your RPO team must work toward, and measure against, the same goals.
If historical data on key performance indicators (KPIs) is available, now is the time to provide it to your RPO contacts so they can use the data to set a baseline for future measurements. But if this isn’t available, your RPO partner should be able to help you benchmark against other organizations.
Address Key Questions Early On
The best way to get people on the same page is to address pain points and questions early on so people know exactly why a change is being implemented. Begin that process by answering these key questions:
- What specifically is changing? Tell people what you’re going from and what you’re going to.
- What does this change mean for what I do? Explain how daily operations will be affected.
- Will this make a difference? Show people how the change will bring value.
- How will success be measured? Set clear calendar goals and openly address when these goals are not met.
- Where do I go to find more information? Designate point people to address all updates regarding the transition.
Continue to communicate these Q&As to your team throughout the RPO implementation to further drive buy-in for the new process.
During the RPO Implementation
A typical implementation for an enterprise, full-cycle RPO engagement is 30-60 days, with a 90-day transition period afterward. Modular RPO engagements will have much shorter timelines. No matter what RPO solution you choose, map your timelines out before beginning implementation, and stick to the timetable and deliverables. However, realize that you get just one chance to roll the process out well. Thus, you should keep your rollout date flexible enough to get the process right.
It’s also useful to set within your organization the expectation that the first 90 days of a new RPO program are a learning curve for all involved. Proactively manage change by clearly communicating process changes, providing training if needed, and getting buy-in from hiring managers and other stakeholders.
The Four Phases of Implementation (First 120 Days)
Understanding these phases will help keep you on track during the implementation process.
Phase 1: Introduction & Learning — This is the time to educate people on what RPO is and what changes are going to take place. People are excited, energy is high, and everyone is working hard to be open-minded about the changes. Some people might feel an initial shock, as though changes are already starting, but this is the time to get everyone used to the idea of new processes and people before any big changes are made.
Phase 2: Optimization — In the second phase, you address lessons learned in phase one and can begin operating at the new normal day by day. Energy remains high as people become more proficient in using the new processes. Issues decrease, but small concerns begin to go unreported. While morale is still high, minor frustrations occur while not everyone is up to speed yet.
Phase 3: Measurement & Consistency — This is the phase your client delivery leader will warn you about; believe them when they say you’re going to get frustrated! Phase three is the toughest because it’s when people start becoming impatient with the way things are progressing. Everyone expects everyone else to be fully competent in the new processes and performing according to plan. Minor issues that went unreported in phase two often turn into bigger issues that come to light during this phase, leading to amendments to current processes and a review of the team structure.
For one client, during the first three months small changes were made to the process almost every day. At first, it felt frustrating, but it was the way the client was able to make progress quickly versus waiting for designated biweekly meetings for issues to be addressed. Through careful documentation, the client was empowered to successfully combat candidate fallout by continually adjusting the order of steps in the hiring process.
Phase 4: Scale & Grow — After adjustments are made to the team and process, things finally start to move more smoothly. People are now highly competent, wins are gained more consistently, and issues are reported and resolved as they occur. The team gets along and feels positive because it is at the correct size and structure. Phase four begins a state of steady growth, which leaves room to evolve.
While these phases are fixed, people in your organization will complete them at different rates. It’s okay that some people might still be getting adjusted in phase two while others are already becoming more competent in phase three. However, phase four means the entire team has mastered the changes and is ready for innovation and further growth.
Foster Open Communication and Trust
This cannot be overstated: communication is essential to establishing a strong working partnership with your RPO provider. The more you communicate, the better your RPO team can serve you. The RPO team should ask your stakeholders about their experience, what they want to achieve with the new engagement, and what potential obstacles the team might encounter.
It’s important to be open about what is happening in the company. If something is working against the RPO process, let the team know so they can work around it. Remember, RPO providers can only advise you on best practices; ultimately, they are there to serve your needs. Communicate openly, and your RPO team can make the decisions that will ensure you have a positive experience. The more collaborative the partnership is, the smoother the transition will be.
Because outsourcing your recruitment function means people from across the organization will be affected, be mindful not to overlook a specific group when communicating information about changes. As much as you need to be transparent with people about the goals and progress of the transition, they need to be open with you as well. As issues are addressed and people start performing in accordance with the changes, be sure to publicly recognize and reward their behavior to further reinforce the idea that each team member brings value to the success of the implementation.
Invest in Change Management and Technology
Proactively manage change by clearly communicating process changes and encouraging weekly or daily check-ins to get everyone on the same page.
Be prepared to work in an agile way, continuously optimizing processes and innovating together. You should work collaboratively with your RPO partner to take full advantage of the latest recruiting technologies like AI-enabled sourcing, virtual interviews, chatbots, and more. Remain flexible and adapt to changing business needs and market conditions quickly.
Technology and automation enable your RPO provider to scale talent acquisition strategically. Technology can create a better candidate experience, facilitate better collaboration between recruiters and hiring managers, and equip you with better analytics so you can measure ROI.
Identify Challenges Upfront
Don’t assume that your RPO provider knows what the potential hurdles to adoption will be at your organization. Talk about your concerns and what you see as risks. Together, make contingency plans to address how such situations will be handled, and categorize risks by the level of fallout that may occur. Be sure to discuss what kinds of issues are considered common mistakes and what kinds of things absolutely cannot be allowed.
After Your RPO Implementation
Beyond the initial 120-day implementation period, your RPO engagement enters a new phase focused on optimization, evolution, and sustained success.
An RPO implementation may feel like an uphill battle, but it’s important to remember that it’s a good thing. Through every growing pain along the way, you’re still moving forward, and that’s what an RPO transition should feel like. There’s always going to be some level of discomfort with any change, but remember, your RPO partner is there to help guide you throughout the implementation and beyond.
With any RPO engagement, you always want to be evolving and changing. As you’re working with your provider to fine-tune the changes, you’ll start to look at things with an innovative eye. As soon as you find yourself thinking about trying something new or adding in an extra piece to the program, that’s a good sign that you’re moving forward in the right direction.
This is when the benefits of your RPO partnership truly begin to materialize. You should feel excited by the idea of the value your RPO partnership will bring. If you ever stop feeling value, that’s when you know something needs to change.
How to Ensure a Successful Transition
Success in an RPO implementation isn’t achieved by chance—it requires intentional effort, clear communication, and a genuine partnership mindset throughout the entire process.
Build a True Partnership
RPO has evolved into a more strategic, technology-enabled partnership. Taking the time to communicate and build relationships with your RPO partner can make a huge difference in ensuring a smooth and successful rollout. Some companies see their RPO provider as only a vendor, but taking a partnership mindset creates a more satisfying, successful working relationship. Working well together as a united front always makes for an easier, smoother implementation.
Leverage Technology and Innovation
Work collaboratively with your RPO partner to take full advantage of the latest recruiting technologies like AI-enabled sourcing, virtual interviews, chatbots, and more. By focusing on these key areas, talent acquisition leaders can ensure their RPO engagement will deliver great talent and business impact in today’s world.
Maintain Continuous Communication
Communication is a two-way street, and it only works if both parties are actively communicating throughout the entire engagement. The more you communicate, the better your RPO team can serve you. Open, transparent dialogue helps identify issues early, allows for quick adjustments, and builds the trust necessary for a successful partnership.
Recognize Progress and Celebrate Wins
Throughout the implementation and beyond, acknowledge the efforts of your team. As issues are addressed and people start performing in accordance with the changes, publicly recognize and reward their behavior. These wins, no matter how small, build momentum and reinforce the positive impact of the RPO engagement.
Stay Flexible and Evolve
Remember that change brings both challenges and innumerable benefits. The best way to approach change during an RPO implementation is with the knowledge of what to expect and how to succeed in the face of obstacles that appear along the way. Stay flexible, adapt to changing business needs and market conditions quickly, and continuously look for opportunities to innovate and improve.
Your RPO partner is there to help guide you throughout the entire journey. By maintaining a collaborative mindset, investing in clear communication, and staying committed to continuous improvement, you’ll create the foundation for a successful, long-term RPO partnership that delivers real value to your organization.
