Sustaining a Successful RPO Partnership GE Money & KellyOCG
Jan 18, 2018
Sustaininga Successful RPO Partnership
GE Money & KellyOCG
Kelly Services, Inc.
Americas EMEA APACCommercial Commercial Commercial
Professional Professional Professional
Technical Technical Technical
Kelly Outsourcing & Consulting Group
Recruitment Process
Outsourcing
Contingent Workforce
Outsourcing
Business Process
Outsourcing
Outplacement& Career
TransitionHR Consulting Executive
Search
Proprietary & Confidential - Kelly Services, Inc. 2
KellyOCG – Company Structure
Fortune 500 , Billion dollar company with 60+ years experienceSix practice areas50+ Countries and Territories RPO leader since 1995
HROA Recognition:
“Client Relationshipof the Year 2009”
“Global RPO Leader 2008 & 2009”(Highest Quality score overall, 2009)
“RPO Bakers Dozen” (the top 13 RPO providers ranked annually) 2004-2009
Why RPO? • Major cost savings opportunity• Better quality / increased productivity • Improved stakeholder satisfaction• Leverage best-in-class process & technology• Manage unpredictable hiring demands • “Always-on” candidate pipeline
KellyOCG Overview
GE Organizational Overview
GE Infrastructure Technology GE Infrastructure Energy
GE Capital NBC Universal
GE Money Evolution
Today providing the financial resources to make dreams come true by granting credit to more than 130 million customers in over 55 countries.
The Evolution of Our Partnership
2000
2001
2002
2004
20062008
Drivers & Decision to Outsource
Business Transformation
Begins
Global Expansion
Latin AmericaCost
Reduction Initiative
Exempt Process
Implementation
Non-Exempt Expansion
Structure CoE to Meet Individual Business
Needs
20032005
2007
Special Initiatives Expansion
External HiringPeaks
2000 – Decision to Outsource
Baseline Data• Volume – Number of exempt employees hired• Cycle Time (CT) – Date posted to date offer accepted• Voice of the Customer (VOC)
– Quality of candidates sourced– Satisfaction of hiring manager– Candidate Satisfaction (Experience)
• Cost – Cost per Hire
Baseline
115Days
CT
N/AVOC
$9,280
CpH
1056
Hires
Need vs. Ability to Deliver
Tools/Technology
Centralize Data
Service
Process
People
Sourcing/Advertising
CoH
Diversity of Slate
Quality of Slate
Offer
Screen
Source
Value Proposition
Process
Compliance
Cost
Cycle Time
Quality
Customer Satisfaction
Candidate ExperienceCustomer Needs
Tools/Technology
Centralize Data
Service
Process
People
Sourcing/Advertising
CoH
Diversity of Slate
Quality of Slate
Offer
Screen
Source
Value Proposition
Process
Compliance
Cost
Cycle Time
Quality
Customer Satisfaction
Candidate ExperienceCustomer Needs
KellyRPOGE Money
Ability to Deliver
KellyRPOGE Money
Ability to Deliver
RPO Value Proposition
2001 - Implementation
• Year One Implementation• US Outsourced Process Developed
Results
65Days
CT
N/A
VOC
$10,644
CpH
780
Hires
Process Model
IDVacancy Posting Source/
Screen Interview Offer REQClose
Day 1 Day 1-14 Day 14-40 Day 40-45
Primary Owner
Shared Ownership
GE
RPO
Benefits of Kelly RPO Partnership
• Shared ownership• Centralized process• An end-to-end solution • Enhanced screening process• Hiring logistics strategy • Applicant tracking systems and tool automation• Measurement of staffing and activity costs• Pre-Employment testing & assessments
2002 – Program Expansion
• Expansion to Non Exempt
Results
60Days
CT
N/A
VOC
$8,195
CpH
600
Hires
Candidate Activity 2002 - 2008
11,212 HIRES
ApplicantsApplicants1,885,1911,885,191
1,149,6161,149,616EvaluatedEvaluated
466,028 466,028 ScreenedScreened
43,98543,985InterviewInterview
13,67813,678OfferOffer
2003 – Business Transformation
• Business begins to change– Multi products/service
• Customer Satisfaction Surveys implemented
* Customer Satisfaction based on a 5.0 scale
Results
58Days
CT
3.8
VOC
$6,893
CpH
525
Hires
Credit Cards
ProductsPre-2003
Loans
Retail FinanceMortgages
Auto FinanceInsurance
Post-2003
2004 – Special Initiatives Expansion
• Special Initiatives:– Third Party Vendor Management– Short Term International Rotation (STIR)– Leadership Development Programs (LDP)– Canada & Puerto Rico Expansion
Results
58Days
CT
4.4
VOC
$9,216
CpH
531
Hires
2005 - External Hiring
• Source Industry Talent– Change from internal to external hires
Results
52Days
CT
4.5
VOC
$10,847
CpH
1012
Hires
Industry Experts Fill Talent Gaps
Internal/External Mix
2003 2004 2005
188
2006
357
525
168
357 302
229
531
404
608
10121015
558
457
External
Internal
2006 – Cost and Productivity
• Staffing changes to meet business needs• Manage costs due to ongoing need for external talent• Implemented LEAN process improvements to create efficiency
1. Proactive cost management & education2. Improved search strategies3. Leverage industry hires to increase pipeline
1. Proactive cost management & education2. Improved search strategies3. Leverage industry hires to increase pipeline
Results
50Days
CT
4.6
VOC
$5,911
CpH
1015
Hires
2007 & 2008 – Program Transformation
• Completed Phased Restructuring• Shared Service Sourcing and Logistics
– Reduced search firm utilization by 70%• Global Support
Results
48DaysCT
4.7
VOC
$3,600
CpH
817
Hires
Team Structure
CoE Leadership
Account Managers
Americas Exempt Staffing Leader
Regional Teams
Business Teams CPSPersonal FinanceRCFHQ PMG
Canada
Sales Finance
LATAM
Shared ServicesLogistics
Logistics & Compliance Team
Sourcing
Shared ServicesSourcing
Sourcing Team
Shared Services
Sourcing CoE Model
• Features:– Shared Service Recruiters– Offsite sourcing engine– Leveraged sourcing tools and
expert sourcing knowledge– Sourcing Subject Matter Experts– Accountability to metrics/SLAs– Reduced reliance on Search Firms
Provides for dedicated “Headhunters” at a reduced cost.
Search Firm Costs
2005 2006 2007
5.3 MM
4.2 MM
1.3 MM20%
70%
2009
• GE Money divests of multiple business units• Re-organization of GE Capital• GE Money branded as GE Retail Finance• Hiring volumes reduced• Kelly RPO scales to maintain cost of hire
Results
45DaysCT
4.7
VOC
$3,300
CpH
175
Hires
KellyRPO Contributions
• Increased Customer Satisfaction • Cycle Time Reductions• Process Improvements • Proactive Cost Management• Reduced Cancellations• Improved Search Strategies
The ResultsVolume
Cycle Time VOC
Cost
Keys to a Successful Partnership
1. Cultural Fit2. Stakeholder Support3. Partner Capabilities4. Ability to Execute