Workforce Solutions is evolving to new levels. While the primary job of a talent provider is to source, attract and hire the right talent, today’s leading RPO companies offer more comprehensive solutions that travel beyond the realm of mainstream recruiting. These providers understand that helping clients optimize their recruiting investments requires more than bringing the best candidates through the door.

By co-owning clients’ talent challenges, providers of total workforce solutions help ensure that the new hires they recruit stay engaged and increase their productivity over time, reducing turnover-related costs and delivering a lasting return on recruiting expenditures.

THE POWER OF RETENTION SOLUTIONS

Today’s RPO companies must approach recruitment in a way that leverages workforce engagement over the employee’s life cycle. Numerous studies show that it costs far less to retain than to replace productive employees and that hiring the right people from the start is the best way to reduce voluntary turnover.

“Leading organizations realize that managing the ‘back door’ is as important as the front door when it comes to strategic talent management,“ says Karen Browne, President and Chief Operating Officer of EG Workforce Solutions, in highlighting the importance of using employee engagement strategies as part of the recruiting continuum.

RPO providers that offer more than traditional services look across the entire employee life cycle to help clients reduce controllable attrition and offer solutions to address today’s increasingly-complex talent challenges.

Successful organizations know that measurably better metrics drive measurably better recruiting and employee retention results.

THE IMPORTANCE OF EMPLOYMENT ENGAGEMENT STRATEGIES

When communicating with candidates, RPO providers should keep applicants apprised of their status throughout the hiring process. Cutting-edge recruit- ing technologies should be leveraged to optimize candidate workflow, including user- and mobile-friendly forms.

When employees choose to leave an organization in their initial months of a new job, it often suggests a recruiting issue. But research shows voluntary turnover beyond the first 2-3 months of employment is usually a result of work environment issues, challenges in a manager-employee relationship or the product of the organization’s engagement practices.

That knowledge is causing industry leaders to take a more proactive approach to employee retention rather than simply accepting attrition. While these organizations believe making new hire training approachable, they also consider employees “appreciating assets.” The longer they stay with an organization the more productive they become because they learn the products, the systems, the people and the traditions of a company.*