RPO and Talent Management Blog by Ochre House | Ochre Talk

Last month we ran our first Ochre House think tank event in Hong Kong. With speakers and participants attending from many global organisations, the event generated a lot of stimulating debate around resourcing and talent management.
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Einstein said ‘insanity is doing the same thing over and over again and expecting different results’. This seems to ring true when we talk about the so called ‘war for talent’. This is an often quoted and misused expression describing the challenge for businesses to recruit, retain and develop the relevant talent to deliver sustainable growth.
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Remember when you used to receive CVs with candidates listing 20 year’s service at one company?  When loyalty to an employer was a key measure of a candidate’s values?  On one occasion (many years ago) I remember receiving a CV from a candidate who had spent 20 years at ICL and in fact presented his CV on ICL headed paper!  The problem was that this was now the late 90s and it had since become the norm to spend 18 months to three years with an employer before looking for the next move. Certainly any more than five years with one employer looked lazy!
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In PWC’s “14th Annual Global CEO Survey” last month, we were given a glimpse into why organisations are working hard to shift Talent and Resourcing strategies from being based on skills to being based on Values.

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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

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

In an in-depth report published last week by Deloitte we can see a stark presentation of some of the very real challenges that face businesses globally with regard to their talent.  At this particular stage of the economic cycle organisations are more vulnerable than ever and the level of competition for talent and future talent means businesses cannot afford not to act.    
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Businesses like ours spend years working with clients to formulate compelling employee value propositions (EVP) for our clients and how to get an unfair share of top talent through their doors. And then you get the UK authorities who are able to stick a spanner in the works with just a couple of poorly thought through pieces of tax legislation. 
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Put the words ‘talent retention’ into google trends. What do you see?

The declining use of the search term over the past few years is no surprise. Through the recession, organisations have been quite happy to let a few employees slip off the payroll. Some have actively had to manage it through workforce management and redundancy programmes.
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