This webinar discusses the key elements of a successful RPO (Recruitment Process Outsourcing) implementation. It emphasizes the importance of change management and communication throughout the implementation process. The presenters recommend establishing a project steering team, developing a communication roadmap, leveraging the RPO partner's expertise, and planning for potential challenges like lack of resources or executive support. Success requires engaging stakeholders, establishing governance structures, and continually communicating after go-live.

1. Welcome to today’s webinar hosted by
the HROA!
We’ll get started in a few minutes
www.hroa.org

2. HROA Webinar Series:
The Building Blocks
for a Successful RPO
June 19, 2013
Change Management
Ensuring a successful implementation

3. Presenter introductions
3
Pat Klaman
VP, Business Development
845-259-3818
patricia.klaman@randstadsourceright.com
Michael Yinger
VP, Implementation & Technology
646-370-3209
michael.yinger@randstadsourceright.com
Content property of Randstad SourcerightWednesday, June 19, 2013

4. Agenda
Change management considerations
Leveraging your RPO partner’s expertise
Challenges to plan for and overcome
Hand-off to “go-live operations” and beyond
Q & A
Elements of a successful RPO implementation
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5. Polling question
So that we may understand your relationship to this topic
please indicate the role closest to your own:
o VP, SVP of HR/Talent Acquisition
o Director of HR/Talent Acquisition
o Recruiting Manager
o Recruiter
o Procurement
o Project Manager
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6. Elements of a successful RPO implementation
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7. RPO implementation success factors
• Co-sponsor project
• Define & agree upon scope of work
• Allow time for Discover Phase
− Access to sites & systems
− Representatives of all parties impacted by change
• Co-create communication and change management
strategy
− Tailor messaging, timing & content
to fit culture and constituency
• Operate against project plan
− Consistent milestone tracking
& status reviews
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8. Principles and objectives of change management
• Minimize disruption and anticipate the potential
obstacles to success
• Joined up change communications across locations and
impacted stakeholders
• Relationship-building across the program and beyond
• The change is ultimately about people and not
structures, processes or systems
Objective
• The scale and impact of change for is fully understood
• The organization is ready for Go-Live and beyond
• The people are ready for Go-Live and beyond
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9. Change management considerations
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10. Transition…approaching change management
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11. Time
StateofCommitment
Awareness
Commit
Design ImplementDefine Assess
Familiarity
Awareness
Understanding
New Practice
Adoption
Standard Practice
Educate
&
Train
Communicate
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Change management – the Human Factor

12. Stakeholder engagement process
Responsible - Accountable - Consulted - Informed
Introducing change
This is what it means
to the organization
We’re going live!
This is what it means
to you personally
This is the service you
will receive
How do you think
we’re doing?
How to get the best
from the team
Communicate, commu
nicate, communicate
Satisfaction surveys
Initial
communications
Educate and Train Feedback Commit
Innovation through
acting on feedback
Selling the concept
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13. Communication approach
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Change events organized by:
• Purpose
• Audience
• Timing
• Medium
Communication roadmap
Gain acceptance & commitment to drive long-term success
• Keep stakeholders engaged, informed &
on board
– Target stakeholders
– Identify change events & required
communication
– Answer questions
▪ Why are we changing? How does this affect
me? What’s in it for me?
– Messaging & media tailored to
individuals, groups and reflect the culture
• Communication roadmap
– Track communication & change events

14. Communication objectives
Let stakeholders:
• Become aware of the implementation and overall
project goals
- Share project information, process, & progress
• Understand the impact and see the benefits of the
solution being implemented
- Share business impact on location, department & role level
• Accept the changes within the organization
- Show the benefits
• Adopt the changes in line with the RPO solution
- Let the stakeholders inform others about the project and
selection of RSR to implement the solution
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15. Leveraging your RPO partner’s expertise
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16. Plan Discover Install Go-live
• Engage resources
• Confirm scope
• Establish timeline
• Develop
communication
& change
management plans
• Joint kick-off
meeting
• Conduct focus
groups
• Analyze hiring
requirements
• Perform gap
analysis
• Refine & finalize
RPO solution
• Understand
technology
• Establish support
infrastructure
• Engage & train
hiring
managers/recruiter
• Configure & test
technology
• Develop sourcing
plans
• Begin recruiting
• Support hire
requests
• Validate task
completion
• Review lessons
learned
• Stabilize day-to-
day operations
• Begin reporting
Best practice implementation methodology
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17. Co-sponsorship & knowledge transfer
RPO
FunctionalLeads
ClientCompany
FunctionalLeads
KnowledgeTransfer
Single Point
of Accountability
Project Leadership
RPO
Executive Sponsor
Client Company
Executive Sponsor
Implementation
Project Manager
Client Company
Project Lead
Technology
Lead
Training
Lead
Operations
Director
Communications
Lead
Technology
Lead
Subject Matter
Experts
 Benefits
 Assessment
 HR
 Training
Executive Sponsorship
Other
SMEs
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18. Recommended resource involvement
Customer project
steering team members
Project responsibilities Resource involvement
• Executive sponsor • Executive sponsorship • As required
• Project sponsor • Policy development
• Training and communication
• 2 hours per week
• Project stakeholders • Process development
• Data collection and validation
• Training and communication
• Part time – as required in accordance with
implementation plan
• Project manager • Core implementation team member
• Participates in all sub-team meetings
• Dedicated – 1-2 days per week
• Human resources • Policy development
• Data collection and verification
• Process development
• Training and communication
• Part time – as required in accordance with
implementation plan. +/- 5 hours per week
• Legal • Contract development
• Policy development
• Dedicated - +/- 3 days per week during contract
negotiation
• Finance/ accounts payable • Finance review
• System testing
• System interfaces
• Part time – as required in accordance with
implementation plan. +/- 5 hours per week
• HR & accounts payable
information systems groups
• System interfaces and system testing
• Data collection and validation
• Part time – as required in accordance with
implementation plan. +/- 5 hours per week
• Information systems • IT & data security • Part time – as required in accordance with
implementation plan. +/- 5 hours per week
• Procurement • Contract development
• Supplier vetting and communication
• Data collection and validation
• Part time – as required in accordance with
implementation plan. +/- 5 hours per week
• Corporate communications • Training and communications • Part time – as required in accordance with
implementation plan. +/- 5 hours per week
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19. Polling question
Will your organization be implementing an RPO program in the
next:
o 6 months
o 6-12 months
o 12+ months
o Undecided
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20. Challenges to plan for and overcome
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21. Primary challenges
Challenge Mitigation
Scope of influence • Engage champions across the
business
Competing change initiatives • Understand the timeline and plan
accordingly
Lack of resources • Leverage RPO provider’s
resources and plan the time
needed from company resources
Lack of clarity • Communication tailored to
individual stakeholders
Poor communication • Consider the channels and
frequency
Lack of executive support • Executive sponsor
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22. Pitfalls of skipping change management
Change Management Risks Results
Inconsistent messaging • Heightened resistance
Incomplete/incorrect messaging • Sabotage
Failure to engage the right audiences • Lack of buy-in
Lack of management support of
planned outcome
• Loss of morale
Absence of clearly defined vision • Lack of continuity
Not identifying change agents/
stakeholders
Lack of empowerment of change
agents
• Failure to achieve expected results
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23. Case study – lack of change management
Situation – client was concerned with the speed of
implementation due to a recent acquisition
- Change Management recommendations were set aside
- Messaging was not delivered as planned
Results:
- User community was not prepared for change
- Training time was used to provide basic information on the
project, intent
- Training time for each individual was doubled
- Pushback from the user community on the process and
technology
- Transition to new process took several weeks longer than planned
In the end, the implementation was successful, though it took
longer than it could have with effective change management
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24. Hand-off to “go-live” operations and beyond
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25. Defining success post implementation
• Change management does not end with the completion
of implementation
• Champions need to be continually cultivated and
engaged and leveraged to support the change
• Governance structures need to be in place post go-live
and escalation processes defined
• Inspect what you expect
• Communication of successes, challenges, and
opportunities needs to be formalized for the length of
the program
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26. Q & A
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• Founded in 2003
• Open to anyone in the HR Outsourcing and Transformation
industry anywhere in the world: practitioner, buyer,
provider, technology firm, advisor, consultant, or academic
• Mission to be the single recognized community for
improving the quality, effectiveness, and efficiency of
outsourcing as part of an overall HR service delivery
strategy.
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