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Guide to Determine the Feasibility of Insourcing Talent Acquisition

Strategically assess the transition from recruitment process outsourcing (RPO) solutions to in-house talent acquisition.

  • 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.

Executive Summary

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 & 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.

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.

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