Guide to Determine the Feasibility of Insourcing Talent Acquisition

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Talent demands are shifting, causing more organizations to reassess whether outsourced recruiting models still serve their goals or if they should insource.
Organizations lack processes to evaluate the feasibility of insourcing, making it difficult for key players to build a business case.
Barriers such as upfront investment in HR, process redesign, and technology prevent organizations from making the transition to in-house talent acquisition (TA).
Organizations lack clarity in determining which vacant roles to manage in-house and which TA activities to manage with an RPO solution (e.g. employment verification), resulting in inefficient TA models.

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Our Advice

Critical Insight

RPO is a common practice for many organizations, but that does not mean it is always the right fit. Organizations that align their TA model with their unique strategic objectives are better equipped to navigate the complexities of dynamic talent markets.

Impact and Result

Assessing insourcing feasibility enables increased agility in TA practices to align with organizational objectives.
Collaborative assessment of insourcing feasibility builds stronger partnerships between HR, TA, hiring managers, and leaders across the organization.
Thoughtful implementation of insourced TA activities increases TA effectiveness, ensuring sustained organizational performance.

Guide to Determine the Feasibility of Insourcing Talent Acquisition Research & Tools

1. Prepare to determine the feasibility of insourcing.

Build a foundation for determining insourcing feasibility.

2. Determine if insourcing is appropriate.

Use organizational factors to determine if insourcing is feasible for the organization and build a business case.

3. Transition from RPO to in-house TA.

Insource TA and monitor the success.

About McLean & Company

McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.

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A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.

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Guided Implementation 1: Prepare to Determine Insourcing Feasibility

Call 1: Get an overview of the Guide to Determining Insourcing Feasibility for TA. Review TA models, engage key players for determining feasibility, and define objectives, goals, and metrics.

Guided Implementation 2: Determine if Insourcing Is Appropriate

Call 1: Understand the implications of organizational documents and size on insourcing feasibility and scalability to determine the organization’s ability to meet current and future TA demands.
Call 2: Assess the financial viability of insourcing.
Call 3: Determine if the organization has, or is able to develop, the competencies for in-house TA by analyzing proficiency gaps. Explore the TA capacity required to support current and future demands.
Call 4: Use the organizational factors to determine if insourcing is feasible for the organization and highlight key insights to build a business case.

Guided Implementation 3: Transition From RPO to In-House TA

Call 1: Determine which TA elements to move in-house and identify dependencies, risks, and contingency plans.
Call 2: Prepare to manage the change, adjust key players as needed, and develop an asset transfer plan.
Call 3: Review RPO contracts to negotiate modifications and terminations. Communicate the transition to key players and monitor the success of insourcing.

Contributors

Julie Desmond, Director, Career Coaching and Talent Development, Uptown Talent Partners
Patrick Grant, Global Director, Talent Acquisition, Watlow