Case Study Ibm

3023 words - 13 pages

Taleo Case Study

IBM Taps Taleo to Provide Recruiting Technology for Global Outsourcing Clients

In today’s challenging economy, now more than ever, strategic recruiting must adapt to the business cycle. There are fewer requisitions and more candidates clamoring to fill them. And in large global organizations, there are competing challenges as well – multiple ERP systems; regional applicant tracking systems; organizational complexity driven by M&A, divestures and legal compliance. In times like these, many companies simply trim headcount and hope to wait out the storm. IBM sees this as a time to transform talent management for business, clients, and the world. IBM sees a vision of a ...view middle of the document...

Options, Options, Options…and No Solution Some Background

Overview

“Clients need recruiting solutions that enable you to attract and acquire the highest quality people, before your competition, at the most appropriate cost. Often, the absolute lowest cost solution is not the most appropriate.” Dan White Global Process Leader IBM RPO

Current economic conditions have created market consolidation and forced many HRO providers to focus on their strongest offerings, which typically do not include recruiting. “RPO is a different animal,” said Chris Scowden, Global Delivery Leader, IBM RPO. “It is high-touch and involves selling candidates on why they should join your organization over another, and coaching hiring managers on who is the best-fit candidate both for them, and the company.”

Taleo Case Study: IBM Taps Taleo to Provide Recruiting Technology for Global Outsourcing Clients

Most HRO providers are set up to answer questions and do simple, repetitive transactions only. And yet for large, complex, multinational employers, few options exist for Global RPO. In fact, most industry analysts and advisors cannot even agree about the definition of Global RPO, much less point to a number of providers doing the work. “Global RPO is hard because it has many conflicting objectives,” said Dan White, Global Process Leader, IBM RPO. “Recruiting is local, so clients want the option of having IBM resources in country. But internal talent management and mobility should have a global perspective, to make optimal use of top performers. And measurement needs to be local, regional and global to match overall business planning and objective setting. And it needs to cost less.” Global RPO requires at least some transformation to meet all these competing objectives at once. Seeing this market opportunity, despite the downward trends in the global economy, IBM chose to invest deeply into RPO in 2008. And it has paid off. To optimize its RPO practice, IBM decided to capitalize on its core assets: expertise in global process design; investments in large, multi-process shared service centers around the world; unparalleled technology expertise; and a relentless pursuit of delivery excellence using real-time metrics and a LEAN quality approach. Equally important, it needed to create a global partner ecosystem to deliver the high-quality, lower costs results that clients have come to expect and depend on IBM to produce. IBM decided to standardize on one technology platform to support its global RPO solutions. “We chose to integrate Taleo in our operations to standardize the recruiting process, build best practices, and take them to our multinational clients,” said Scowden. IBM selected Taleo’s industry-leading set of recruiting applications — Taleo Enterprise Recruiting, Onboarding, Reporting and Analytics — for their configurability and ease to deploy. IBM also chose to partner with Taleo for the company’s global brand presence, existing Fortune 500 client...

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