Episode Key Takeaways
Outsourcing isn’t a one-size-fits-all answer. The decision hinges on three factors: whether your supplier can access specialist skill sets you lack internally, the underlying technology stack they bring to enhance your ATS, and the commercial flexibility to scale up or down with unpredictable demand spikes—a critical advantage in professional services where hiring volumes can double unexpectedly.
Before choosing a model, establish a clean data baseline and listen systematically to both hiring managers and recruiters. Anecdotal feedback masked the real bottlenecks at PwC—interview scheduling delays, weak direct sourcing for niche roles, and admin burden consuming recruiter time. Only after quantifying these problems could the right solution emerge.
Gemma Milner’s team kept strategy and governance in-house while outsourcing execution. This hybrid approach preserved control over employer brand direction and quality assurance while letting the partner handle volume fluctuations and tactical delivery—a model that worked because it clarified accountability without creating silos.
The RFP process took six months and implementation another six, but rushing either phase would have cut corners on a transformation affecting thousands of hires annually. Cultural and values alignment with the supplier proved as important as technical capability; complexity is hard to articulate upfront and only reveals itself in execution.
SLAs must cover both commercial metrics (agency spend, time-to-hire by process step) and experience metrics (hiring manager and candidate satisfaction surveys). Tying quality scores to the contract ensures the partner remains accountable for outcomes, not just activity.
Frequently
Asked
Questions
Should we outsource TA or build in-house?
Neither is universally right. Audit your current state: Do you have clean data on bottlenecks? Can you flex capacity with demand spikes? Do you need specialist skills or technology you lack? Outsourcing works when you need rapid capability uplift, flexibility, and expertise; in-house works when you have stable volumes and deep domain knowledge. Often, a hybrid model—keeping strategy and governance internal while outsourcing execution—balances control and agility.
What data do I need before deciding on an RPO partner?
Establish baseline metrics: time-to-hire broken down by process step, hiring manager satisfaction, candidate experience scores, and agency spend. Conduct listening sessions with 50+ hiring managers and your recruitment team to identify real pain points—not assumptions. Without this, you’ll make decisions on sentiment, not fact, and risk choosing the wrong model or partner.
What SLAs should we negotiate with an RPO provider?
Include both delivery and quality metrics: time-to-hire by step (vacancy posting, manager briefing, candidate screening), agency usage commitments, and hiring manager/candidate satisfaction scores. Tie financial incentives to these SLAs so the partner remains accountable for outcomes. This protects both the commercial case and the candidate experience.
How long does an RPO transition take?
Plan for a six-month RFP and evaluation, then six months of implementation and knowledge transfer. The partner needs time to understand your organization’s complexity, workflows, and culture. Rushing either phase risks poor execution. Expect a dip in SLAs during the first peak hiring cycle as the partner adapts; baseline performance typically returns within months.
What should we keep in-house when outsourcing TA?
Retain strategy, employer branding direction, and quality assurance. Keep a small internal team to audit the supplier against policy, manage the partnership, and set the strategic vision. Outsource tactical execution, volume handling, and specialist sourcing. This preserves control and accountability while letting the partner flex capacity and bring specialized expertise.