Whitepaper-Seven Shifts RPO HR V0552
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Transcript of Whitepaper-Seven Shifts RPO HR V0552
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ctts
Introduction / 3
01 The demographics are turning hostile / 4
02 The Millenials are rewriting the rules / 8
03 The rise o the Free Agent / 11
04 Technology: riend or oe? / 14
05 Globalization is here to stay / 17
06 Making HR a strategic priority / 20
07 Maximizing recruiting efciencies through outsourcing / 22
Conclusion / 24
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As businesses across the globe evaluate and continue to assess their recruitment needs, HR
departments are being conronted by a daunting array o challenges.
On one hand, in the atermath o historical highs in unemployment, there is supposed to be
an abundance o talentyet attracting the best people is more dicult than ever. Additionally,those current employees who are dissatised in their roles will be looking to jump ship at the rst
available opportunity.
A prolieration o new social networking and database technologies is transorming the way
people look or work. As importantly, technology has changed the way companies and recruiters
must now engage in seeking out and recruiting passive candidates. And a new generation
o independent, transient, and globalized workers in the burgeoning knowledge economy is
creating new rules around hiring and engagement.
At the same time, there is unprecedented pressure on HR to lit its game, and become more
aligned to the key strategic drivers o business perormance. Measurement o HR perormance
is shiting and becoming more demanding, requiring practitioners to demonstrate their
contribution to high-level corporate goals, not just operational outputs.
These orces are converging at a stage when many corporate executives who look at HR think
its job should be relatively straightorward. From a talent acquisition standpoint, With so much
talent on the market, why is it so hard to attract and retain the right people?
These are the key imperatives acing the HR proession worldwide. This is not simply a short-
term cycle, but part o a longer-term trend that is shaping the undamental way that people think
about work and interact with employers, amilies, and communities.
This paper examines the seven meta-trends that are shaping the new workorce, and provides
insight into how the role o HR is being severely stressed to meet the needs o business and
commerce in the 21st century.
itrt
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Despite the availability o people, hiring managers in many
organizations are seeing the re-emergence o talent shortages even
in the early phase o economic recovery.
Th rphs r tr hst01
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THiS iS noT a
SHoRTage o PeoP
buT a SHoRTage o
qualiied PeoPle,
aT a Time wHen
woRkPlaceS aRe
demanding HigHe
leVelS o Skill an
knowledge.
Th rphs rtr hst01
Recent events have seen national economies shudder to a halt, and with that, a sudden shit
in the critical labor shortages that had plagued developed economies or more than a decade.
With millions o workers having lost their jobs in recent years, the basic rule o numbers would
suggest that labor supply should be plentiul. And while it is true that unemployment levels in
many countries remain at historical highs, the issue acing HR organizations is an increasingly
critical talent shortagethose individuals who bring education and occupational skills to an
organization that can make an immediate and lasting impact.
Despite the availability o people, hiring managers in many organizations are seeing the re-
emergence o talent shortages even in the early phase o economic recovery. As economic
growth gathers pace, shortages in certain industries are appearing almost as acute as beore
the economic collapse. In some areas o healthcare, science, and IT the talent shortage never
actually disappeared, and those remain highly challenging environments or recruiting.
So, whats happening? Essentially, we are entering a phase in the demographic cycle that will
be characterized by chronic talent shortages in certain sectors over the long haul. It is part o a
longer-term trend dictated by population cycles.
Population growth in major economies is below replacement rates, meaning there will be
increasingly ewer people o traditional working age, relative to the older population. The total
ertility rate (TFR) is a measure o the number o births per woman in the population and serves
as a proxy or population growth and stability. A rate o 2.3 children per woman is generally
considered the replacement rate in developing countries, while 2.1 is the rate in developed
economies. Above this rate a population is increasing and below, it is generally alling.
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Th rphs rtr hst01
Fertility rates are in sharp decline in the vast majority o industrialized countries, while they are
growing signicantly in many underdeveloped countries. Unortunately, many o the countries
with ast-growing populations do not have the educational inrastructure to develop a level o
skilled labor that can be readily substituted or the shortall in industrialized countries. This results
in a paradox: we may see high unemployment while at the same time recognizing a global
shortage o talent. This paradox may be more or less pronounced based on sector, but it is an
inevitable emerging trend.
8
7
6
5
4
3
2
1
0
Niger
Ethiopia
Chad
Yemen
Kenya
Iraq
SaudiArabia
Jordan
Pakistan
Philippines
Syria
Malaysia
Israel
India
SouthAfrica
Mexico
Brazil
New
Zealand
UnitedStates
Chile
Ireland
China
Australia
Denmark
Sweden
Netherlands
UnitedKingdom
Canada
Switzerland
Germany
Italy
Spain
Japan
Singapore
HongKong
Replacement Rate (2.3)
Source: CIA World Factbook 2009
Total Fertility RateSelected countries, 2009 (births per woman)
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While Gen X and baby boomers have the greatest direct
experience in the global business environment, Gen Y is
becoming the driving orce or change.
Th ms r rrt th rs02
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THe beneiTS o
diVeRSiTy in THe
woRkPlace aRe
well-documenTed
and gen y bRingS
RicH oPPoRTuniTy
To cHallenge
eSTabliSHed
noTionS, ReReSH
PRacTiceS, and Ta
inTo new THinkin
TecHnologieS, an
aTTiTudeS.
Th ms rrrt th rs02
The infux o Gen Y, or the Millenials, into the workorce is changing many o the ground rules
that prevailed or Gen X and baby boomers. Gen Y has entered the workorce with dierent
attitudes, expectations, and ambitions. There are identiable traits and attitudes that range
across issues o job selection, tenure, work-lie balance, remuneration, promotion, and not least,
the use o technology.
Reerring to that group born roughly between the mid70s and the year 2000, Gen Y is the
rst truly globalized generation o workers. They have grown up with technologies that have
shrunk the workplace, expanded their horizons, and made them eel comortable operating in a
borderless world. For them, the digital workplace means dealing with colleagues rom dierent
cultures in dierent time zones.
While Gen X and baby boomers have the greatest direct experience in the global business
environment, Gen Y is becoming the driving orce or change. They see global experience as a
positive dierentiator in job selection and promotion.
For Gen Y, the lines between work and personal lie are blurred. They are the rst generation
thats been raised in a 24/7 environment. The communications revolution has made that possible,and Gen Y doesnt view it as a burden.
Issues around work-lie balance become important because in an environment where work
and social lie are ill-dened, there needs to be some level o compromise. The workplace
itsel is evolving to meet some o these requirements. For the Millenials, the workplace is not
solely about workit is a place or social interaction and shared learning. Workplace culture,
relationship building, and ongoing learning is critical to these individuals.
Gen Y is also bringing new approaches to the issue o ethics, the environment, and social
responsibility in the workplace. They are more likely to want to work or rms that have a good
reputation or ethical and environmental perormance, and they are ready to tell others when
their employer is doing well or doing poorly. They are acutely sensitive to the changing ortunes
o brands and the way in which social, ethical, and cultural infuences can enhance or destroycorporate reputation.
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Th ms rrrt th rs02
The issues o career paths, responsibility, and promotion requently arise in regard to Gen Y.
Some say they are overly ambitious, even impatient. What is apparent is a signicant ocus on
making the most o opportunities and advancing ones career. This can impact decisions around
job stability and tenure.
The task o recruiting and managing these latest entrants can seem bewildering, especially or
those whose approaches are based on old notions o command and control. The benets o
diversity in the workplace are well-documented and Gen Y brings a rich opportunity to challenge
established notions, reresh practices, and tap into new thinking, technologies, and attitudes.
Understanding the varying needs o the dierent generationseverything rom communication
style, management techniques, and organizational structuresbecomes important i everyones
needs are to be met. When they are, there is more likely to be a high-perorming workplace.
HR managers and employers worldwidesome with more success than othersare adapting to
these behaviors and striving to get the best out o this diversity that characterizes the modern
workplace. Critical to recruiting this generation is an understanding o their social and cultural
drivers, something which is beyond many HR organizations today. Additionally, once employeesare hired, a renewed ocus on employee engagement must be put in place.
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Those who describe themselves as sel-employed are a rising share o
the workorce in many industrialized economies. They have redened the
orthodoxy o lielong employmentto one o lielong employability.
Th rs th r at03
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Those who describe themselves as sel-employed are a rising share o the workorce in many
industrialized economies. They have redened the orthodoxy o lielong employmentto one o
lielong employability. How then, can an HR organization nd, let alone recruit, such talent?
As more people go solo, they need to become more fexible, entrepreneurial, and responsive tothe needs o the market. They take on personal responsibility or updating their skills and staying
relevant. They do not operate under the security o permanent employment and thus need to
think aresh about the skill sets that will sustain them or the long haul.
There are relatively ew people in todays labor market who can honestly say that they have job
security or, in some cases, employer loyaltycertainly not in the same sense as applied in a
previous era. Now, the emphasis is on attaining the skills that will allow or lielong learning as a
pathway to long-term employability.
The rise o this contingent workorce is also shaping new patterns o business behavior around
HR practice. The recruitment o sta needs to account or the shiting needs o business, and the
availability o a pool o workers with specic expertise suited to particular projects. Assignments
can be or a period o weeks or months. The needs o this market are dierent rom those o apermanent workorce, and HR proessionals need new skill sets to understand and manage a
contingent workorce that may be spread across dierent states, countries, and time zones.
Its been described as the age o the disposable worker or the permanent temporary
workorce. As organizations look to cut back on xed costs, they have put the razor through a
wide range o employment benets, and now have turned it on the jobs themselves.
For employers, this ushers a new era o fexibility, with all the benets that brings. But it also
heralds a much more complex way o managing organizational talent. I key people can jump
rom one assignment to the next, how do organizations retain the critical talent that provides
their competitive advantage? How do they protect the knowledge and IP that can slip out the
door? How do they go about accessing the talent they need across the globe, juggling myriad
legal, nancial, and regulatory issues across jurisdictions?
For employees, it entails a new approach to upgrading, deploying, and marketing their skills.
They need to be alert to changes in the market that can open up new business opportunities,
or ones which can make them redundant. This can impact the types o assignments they select.
Those that enhance their skills or their reputation can be a win-win or both parties.
The task o grappling with a shiting contingent labor orce, while saeguarding critical
knowledge, and maintaining morale in the permanent workorce, will be one o the key
challenges o the coming decade.
Th rs thr at03
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Technology provides speed to market, however, recruiting and sourcing skills
are still ultimately the driving actor in success. Having the right tools in your
toolbox simply helps you get there aster.
Th: r r ?04
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a key elemenT o
THe emeRging HR
PaRadigm, wiTH iT
conVeRgence inT
Social media, enT
a moRe ocuSed,
STRaTegic, and
non-TRadiTional
aPPRoacH To
ReacHing key
audienceS.
Th: r r ?04
The days o help-wanted signs and newspaper job ads have passed, replaced by a vast array
o platorms and technologies that are transorming the recruitment landscape. People are on
the move, and the use o electronic and social networking tools are enabling recruiters and
candidates with innovative ways o reaching their targetspeoples liestyles have changed and
recruiters need to continually evolve to stay relevant.
The ready availability o these applications has led to a leveling o the playing eld: organizations
with media power and large advertising budgets are competing with no-cost or low-cost blogs
or webcams to post inormation. In this environment, it is not so much about the technology,
but the appeal o sophisticated and savvy strategies that penetrate the electronic noise, able
to reach potential candidates, both active and passive. Technology provides speed to market,
however, recruiting and sourcing skills are still ultimately the driving actor in success. Having the
right tools in your toolbox simply helps you get there aster.
This raises the issue o what the contemporary HR practitioner needs to do to adapt to this
new digital environment. What ollows are just some o the techniques that are currently, and
increasingly, likely to be deployed in the recruitment space, and must be mastered in order to
tap into the increasingly sophisticated labor pool:
Useofnichewebsitesalongwithgeneraljobboards.Manyofthegeneralboards,whichhave
become fooded with resumes and requently do not ocus on any one industry or passive
candidate, are still helpul, but niche sites also provide better targeting o candidates with
industry expertise.
Makingsocialmediaapartoftherecruiterstoolbox.SitessuchasFacebook,XING,and
LinkedIn, among others, are becoming a ocal point and must be updated with inormation
and communications on an increasingly requent basis to remain a part o the evolving
conversational landscape.
Useofcompany-orrecruiter-specicLinkedInproles,whichareregularlyupdatedwith
inormation on the company, including upcoming job expos and industry events.
Authoringorsponsoringindustry-specicwhitepapers,postedtocompanyorindustry
websites, linked to advertising, blogs, and social media.
Developingandpresentingwebcaststhatshowcasecompanyattributes,industrytrends,
products, issues, or best practices.
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Th: r r ?04
Blogginginplacesthatpotentialcandidatesandindustryexpertsarelikelytovisit,anduseof
micro-blogging platorms like Twitter to reach more tightly dened target groups.
Automatingsourcingeffortswithwebtoolsandproductsthatallowrecruitersmoretimeto
communicate directly with candidates and their hiring managers.
Useofinternalapplicanttrackingsystems(ATS).Manycompanieshaveaccesstoanideal
database yet oten neglect this as a sourcing tool. Previously considered candidates who were
not chosen or one position may be qualied or a current opening.
Buildingapassivecandidatedatabasethoughonlinesearchesanduseofsiteslike
resumeblaster.com or resumezapper.com, to name a ew.
Lastly,theage-oldpracticeofsmilinganddialingorcoldcalling,andmaintainingpersonal
rapport with experts in the industry who may be added to your database or provide reerrals.
A key element o the emerging HR paradigm, with its convergence into social media, entails a
more ocused, strategic, and non-traditional approach to reaching key audienceswhich may
be a dicult task, given the increasing demands on the HR proessional to ocus on strategicversus tactical imperatives. Oten, HR generalists and even recruiting specialists simply dont
have the time to stay abreast o all the tools, master the technologies, and use them eectively.
When eort is put into learning the systems and tools, beware that knowledge leaves when your
in-house expert leaves your company.
By using industry expertise and thought leadership as a tool, capable recruiters cut through
the clutter that permeates much o the traditional media, and engage in interactions that
can uncover exceptional talent. This can be time-consuming, but or those procient in such
techniques, it brings results and can be successul in reaching into talent pools that are typically
resistant to more traditional approaches.
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Globalization has been advancing at a hectic pace in recent decades, ueled
by greater international mobility, prosperity in the developed world, and a
communications revolution that has transormed the exchange o inormation.
gt s hr t st05
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in a RelaTiVely SHo
SPace o Time, HR
HaS moVed Rom
a comoRTable
PoSiTion in wHicH
THe boundaRieS
o iTS woRk weRe
deined by diSTan
To one wHeRe THe
TalenT Pool iS
liTeRally global,
and may be SouRc
Rom anywHeRe.
gt s hr t st05
The march o globalization has spread across a range o markets as diverse as motor vehicles,
natural resources, energy, and ood. Labor is the latest market to be enguled by the tide o
globalization, as human talent becomes a fuid and exchangeable asset across international borders.
The concept o globalization oten attracts bad press. The image o hooded protestershurling objects through the plate glass o McDonalds at a G20 summit is the ugly ace o
the trend. But globalization, as a phenomenon, has been advancing at a hectic pace in recent
decades, ueled by greater international mobility, prosperity in the developed world, and a
communications revolution that has transormed the exchange o inormation.
Distance is no longer the obstacle it used to be in the pre-digital era. In many industries, a
trained proessional in, or example, Guangzhou can easily supplant a similar proessional in
New York or Dubai. In certain industries where skills are highly transerrable, there is little to stop
workers rom being recruited or assignments in any location around the world.
This is truly revolutionizing the way that we search or, locate, and deploy talent. There are still
clearly many jobs that require a central locality. But there are an increasing array o jobs, and
elements o jobs, that can be tasked to individuals in any part o the globe.
E-health means that diagnostic tools can be accessed by patients and health proessionals
remotely; scientic research is becoming highly internationalized; in construction and
manuacturing, standardized CAD techniques mean the design elements can be outsourced to
wherever they can be perormed competitively. In the growing knowledge economy, there is
virtually no limit to the breadth and scale o unctions that are open to globalization.
All this presents a unique challenge to the HR proession. In a relatively short space o time, it
has moved rom a comortable position in which the boundaries o its work were dened by
distance, to one where the talent pool is literally global, and may be sourced rom anywhere.
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gt s hr t st05
This issue raises a new hurdle or the HR organization: workorce virtualization. With the growing
use o these technologies, HR is aced with a decision o whether to move the work, or the
worker. In many cases, the work can be perormed anywhere that skilled talent exists rather than
the worker having to be on-site. Workorce virtualization allows an organization to source talent
globally, but tasks IT to have an ecient, cost-eective, and workable solution that may not yet
be ready to address the problem that HR has identied.
Companies realize the potential o tapping into a vast global labor pool, especially at times
o talent shortage. They are heading in this direction and will need their HR partners to show
them the way. HR will be expected to become procient with a range o technologies and
platorms that support an ever-broadening set o unctions. They will also need knowledge o
labor markets, cultural dierences, key recruiting methods, and labor laws in a variety o dierent
jurisdictions, requiring a level o expertise that many HR departments have never been called on
to provide.
This is a task that requently tests many medium and even large organizations with a well-
resourced HR unction, yet it is becoming a routine element o the job. It will require practitioners
who are able to exploit networks and resources across multiple locations, and who can apply the
best o their knowledge to the benet o a local enterprise. It may also require the organization
to be willing to explore outsourcing certain HR unctions to providers with the global reach to
enable their HR strategies.
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HR practitioners are being charged to engage more in the business issues o
central importance to core direction and strategy.
m HR strt prrt06
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Increasingly, HR organizations o all sizes have been shiting their ocus to
outsourcing the recruiting and screening unction.
m rrt fs thrh tsr07
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ouTSouRcing Re
HR PRoeSSionalS
To addReSS THe
incReaSingly
comPlex meTa-
TRendS aecTing
THeiR induSTRy, an
To HaVe a laSeR-l
ocuS on HigHeR-
leVel imPeRaTiVeS.
m rrt fsthrh tsr07
HR is all about people, but its oten easy to become swamped by processes and technologies.
In media reporting o corporate issues, we requently hear o nancial problems or operational
problems, but not oten HR problems.
Increasingly, HR organizations o all sizes have been shiting their ocus to outsourcing therecruiting and screening unction. Recognizing the need to take a more strategic approach to
their role within the organization, they realize they cannot (and should not) be all things to all
people. This doesnt mean throwing in the towel. Outsourcing allows an organization to manage
and participate where needed, while still providing maximum fexibility.
They will also need to consider how they can best add value. The complexity o the HR
landscape means that many HR proessionals are becoming bogged down in transactional tasks,
at the expense o more strategic priorities. Much o the work around hiring is largely tactical, but
it is also increasingly complex, and moving beyond the capacity o some HR managers. These
are the type o jobs that are ripe or being outsourced.
Outsourcing some o the unctionality can ree time and resources or HR people to start to look
at how they are meeting more important corporate goals.
They will then be in a position to play a more strategic and valued role, availing themselves o
data and metrics that provide new levels o insight into HR perormance and its contribution to
organizational results. Once removed rom the straightjacket o process HR they will be able to
step into the eld o clever HR, where they can utilize their knowledge in ways that are directly
relevant to decision-makers.
Armed with a range o key perormance measures, HR can become the repository o critical
human capital intelligence, relevant and valued.
One o the ironies is that many HR departments devote a relatively small amount o time to
the recruitment unction. Even during periods o labor shortage, they are so burdened with
transactional work that recruitmentarguably the most pressing taskis given too little attention.It will be a matter or individual organizations to determine the scope o any outsourcing
decision, but it seems clear that this path is increasingly being taken to liberate HR as it
grapples with a multitude o issues. The steady growth o Recruitment Process Outsourcing
(RPO) as a specialized industry supporting the HR unction is testimony to this.
Outsourcing rees HR proessionals to address the increasingly complex and ast-altering
meta-trends aecting their industry, and to have a laser-like ocus on higher-level
imperatives. This trend is being replicated across the globe, as witnessed by
the growing number and prevalence o providers ocusing on the
recruitment process.
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The landscape or the HR proession is rapidly changing, and raising questions about the way the
industry adapts to meet a series o landmark events.
There is nothing new in the need to changeproessionals across scores o industries have had
to rethink the way they work in order to meet business trends and new technologies.
Yet new ways o thinking about recruiting and sourcing labor seem to have ushered in a
sequence o reorms that have undamentally re-ordered the way that HR has unctioned or
decades. RPO in its ideal state can provide HR with the best o both worlds: a means to ensure
that their organizations nd and place top talent, while at the same time reeing them to ocus
on more strategic initiatives.
This means that incremental change will likely not suce to meet the challenges ahead. HR
proessionals will be required to simultaneously conront demands across areas encompassing
technology, demographics, and generational behavior.
Only as a result o these actions will HR leaders be able to take their proession up the value
chain, and deliver a talent management strategy that aligns with the workorce solutions modern
business needsnow more than ever.
cs
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at th athrs
Lance Jensen Richards, GPHR, SPHR
Lance Jensen Richards is senior director and global practice leader o the Human Resources
Consulting (HRC) practice o Kelly Outsourcing and Consulting Group (KellyOCG). The group
is part o Kelly Services, Inc. (NASDAQ: KELYA, KELYB), a leader in providing workorce solutions,
headquartered in Troy, MI.
In his current post since 2007, Richards has overall accountability or KellyOCGs HRC practice on a
global basis, in addition to providing thought leadership, business planning, and strategic direction.
The HRC practice delivers a wide range o HR solutions to Kelly clients worldwide. Its service lines
include strategic workorce planning, global mobility, training and education, and human resources
consulting. Prior to his current position, Richards was senior director o international human
resources or Kelly Services, a role that included managing operations globally.
Beore joining the Kelly organization in 2003, Richards was managing director and co-ounder
o Suddenly Global LLC, a Washington, D.C.-based international human resources consultancy.
Prior to that, he was director o global human resources or Teleglobe, the global networking,
Internet, and data services arm o Bell Canada Enterprises.
Earlier in his career, Richards held executive posts at Verizon International, including director
o international stang and country director o human resources or Verizon China. He was
also manager o human resources Asia/Pacic or the North American subsidiaries o British
Telecom. Educated at the University o Georgia in Athens, GA, Richards holds a bachelors
degree in communications theory.
An internationally sought-ater speaker on globalization and workorce strategy, Richards haspresented at human resources conerences, seminars, and universities around the world. He
currently is a visiting proessor o human resource management at the Sasin Graduate Business
School o Chulalongkorn University in Bangkok.
Richards sits on the talent strategy board or the Human Capital Institute, and serves as an
instructor or the Society or Human Resource Management (SHRM) global human resources
certication preparation course, which is taught internationally. Additionally, he has served on the
board o directors or SHRMs global orum and its global expertise panel.
He has been a scheduled editorial columnist in Personnel Todaymagazine and his commentary
on global human resources issues has been eatured in European Business Review.
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at th athrs
D. Zachary Misko
D. Zachary Misko is global director o the Recruitment Process Outsourcing (RPO) practice o Kelly
Outsourcing and Consulting Group (KellyOCG). The group is part o Kelly Services, Inc. (NASDAQ:
KELYA, KELYB), a leader in providing workorce solutions, headquartered in Troy, MI.
In this role, Misko works with Fortune 500 companies throughout the world to develop and
implement processes that improve and drive recruitment and retention solutions. Misko joined
Kelly Services in 2002 with more than 15 years o human resource and management expertise in
areas including direct merchant, retail, biotechnology, lie sciences, and stang services. Within
these industries, Misko held various positions in the areas o recruitment, employment law,
employee relations, consulting, strategic human resources planning, perormance management,
training, and compensation. His experience includes managerial posts at several companies:
Promega Corporation, Lands End, and Younkers, Inc.
Misko has earned many proessional certications, including Certied Diversity Recruiter (CDR),
Certied Internet Recruiter (CIR), and Proessional in Human Resources (PHR). He has also
completed advanced certication rom the Department o Industry, Labor, and Human Relations.
Misko holds a bachelors degree in business administration with an emphasis in human resources
rom Carroll College in Waukesha, Wisconsin. He is currently a member o the Society or Human
Resource Management (SHRM), the Employers Management Association (EMA), and the National
Association o Personnel Services (NAPS). He is a past president o the Metro Milwaukee SHRM
chapter. He is considered an industry expert in applying Lean methodologies in the talent
acquisition process.
Currently, Misko is a senior executive board member o Best Practice Institute (BPI) and serves
on the Advisory Board or EnticeLabs. He is also co-chair o the Human Resources Outsourcing
Association (HROA) Research Committee and a member o the Human Resources Outsourcing
Association (HROA) Outreach and Education Committee. He has had articles published in many
print and online publications, including Workforce Managementmagazine, HRO Today, Human
Resource Executive magazine, and HR.com. Misko is a contributing author to the book, Best
Practices in Talent Management, published in December 2009.
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About Kelly Outsourcing and Consulting Group
KellyOCG is a global leader in innovative talent management solutions in the areas o Recruitment
Process Outsourcing (RPO), Business Process Outsourcing (BPO), Human Resources Consulting,
Career Transition and Organizational Eectiveness Consulting, Executive Search, and Contingent
Workorce Outsourcing (CWO), which includes Independent Contractor Solutions. Further
inormation about KellyOCG may be ound at kellyocg.com.