Today’s business atmosphere is complex, competitive, and unpredictable. Organizations need to be flexible enough to respond to an opportunity quickly and constantly drive efficiency across their entire organizational operations. To be ahead in the competitive market, an organization needs expertise beyond their core capabilities and rapidly access to the right talent through recruitment outsourcing to deliver the outcomes that are required by the organization to achieve in a less span of time. Companies look for result-based and talent-driven outsourcing of functions, operations, and services to boost the flexibility that drives productivity. Built upon the deep recruiting experience and the expertise in creating impactful outsourcing solutions, outsourcing companies deliver the talent that is required by the company to keep them leading in a demanding world. The experiences vary from communication centers to manufacturing to IT help desks and any place in between. Therefore, recruitment outsourcing is a kind of business process outsourcing (BPO) where the authorities transfer their all or partial responsibilities of the recruitment process to an external service provider. Recruitment process outsourcing (RPO) service providers are greatly unlike from staffing companies or retained search providers in that it undertakes tenure of the design and management of the recruitment process and the responsibility of results. Common perception along with some human capital theory embraces that organizations should always engage with unique and vital talent by hiring permanent staffing solutions so that the employees can be readily available for performing operational tasks of the organization. Also, the employees have a job security and this is one of the several reasons that motivate them to perform their task with more dedication and devotion. But with the evolving work requirements, it’s time to rethink about those standards. The traditional permanent staffing solutions have been challenged by evolving outsourcing requirements that goes beyond the employment. Today, the choice of hiring permanent or outsourcing talent depends not only on the unique talent, but, the decision is also influenced by the type of uniqueness. For talent with high strategic value and high uniqueness, organizations should rely on long-term or permanent employment and development. Whereas, for high strategic value and low uniqueness, they can outsource the job-based employees to perform predetermined tasks effectively and efficiently. For talent with low strategic value but high uniqueness, they praise for the associations. It is only for the skills with low strategic value and less uniqueness that they promote outsourcing that rebounds the traditional employment-focused HR practices in an organization.
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