RPO and Talent Management Blog by Ochre House | Ochre Talk

We have all heard the saying before – you never get a second chance to make a first impression – but that saying couldn’t ring truer than when you are bringing a new employee onboard as part of your company.
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There is nowhere that HR transformation is more prevalent than EMEA right now and HR are still grappling with an extremely complex region where making Talent and resourcing programmes work both culturally and commercially is a big challenge. The blue print that everyone seemed to want to search for 3-4 years ago simply doesn’t exist, but what we are seeing in some of the best cases are dynamic talent programmes that bring common processes and still account for local, diverse needs – all aligned directly to the business strategy. So is this complexity why European transformation programmes are taking so long? Yes and no.
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Libyan leader Moammar Gaddafi has been in the headlines a lot these past few weeks. Or, Libyan leader Moamar Kadafi has been in the headlines a lot these past few weeks. Or maybe, it is Libyan leader Muammar Qaddafi has been in the headlines a lot these past few weeks.

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The Recruitment Process Outsourcing industry is a lot about speed. Almost every day we talk about being faster; implementing faster, finding qualified candidates faster, filling jobs faster, onboarding new hires faster, facilitating change management faster…as Hunter Thompson said “Faster, faster, faster, until the thrill of speed overcomes the fear of death.”
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In today’s world, business transformation has come to mean more than just the alignment of business strategy and vision with its People, Processes and Technology.  It means a focus on People more than ever before – to the point that HR has suddenly been thrust into the central, strategic position that it has coveted for what seems like decades!  Read full post

Over the years, the use of a contingent workforce (contractors, consultants, freelancers, interims, temps etc) has grown. In just 20 years, the percentage of work allocated to contingent labour on average has grown from 6% in 1989 to more than 27% in 2009. Read full post

This is a question we discuss when talking with HR and recruitment leaders. Most organisations have an idea, but to get a specific figure usually requires painful analysis of agency invoices, frequently squirreled away in obscure places.

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Recently during fashion week in London, a group introduced a fabric that can be sprayed onto skin and other surfaces to make clothes.

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I did a piece the other week on Sourcingfocus.com exploring staff retention.  Specifically I was asking how organisations could work with RPO partners to outsource not only responsibility for recruitment, but also the strategic issue of retention. The full article can be viewed here. Read full post

I was talking to a friend the other day who is the country MD for a global financial services business. To give you some context, the organisation sells financial products (which are widely available) to clients in exchange for a fee; it’s a very simple business model. Barriers to entry are low (requiring access to a product provider network, a person and a phone). The only source of advantage being the strength of relationship between sales consultants and their clients; a competence easily imitated by competitors (by poaching sales consultants).

We we’re chatting about various aspects of his role; operations, sales, strategy etc. We then moved onto the topic of recruitment…. Read full post