ORS Partners’ CEO, Terry Williams, selected as SmartCEO Circle of Excellence Winner

ORS Partners (ORS) Rapid Growth Prompts Office Move

A Turnkey Outsourced Recruitment Solution for Emerging Growth Firms

In our last post we talked about why you might consider outsourcing your recruitment solution, but once you find the right firm, how do you align with them? At ORS, we believe your recruitment function needs to be designed with your culture in mind. Your recruitment function needs to touch every part of your company, so that the employer brand and values you preach are consistent throughout. In fact, your recruitment function needs to be part of your culture in order to recruit the best candidates—and that’s where ORS recruitment consultants come in.

If you’re a venture backed, high growth company scouring the masses for the ideal new employee, ORS Partners is a turnkey solution for you. Our recruiters match the pace, intensity, and language of our clients – in essence, we assimilate to your employer brand (we call it our White Label Recruiting Solution). Not only that, but our recruitment consultants will refine your recruitment process from the inside out. We believe that in order to recruit the right candidates, we need to understand your culture and business first. Once we get a thorough understanding of your employer value propositions and business drivers, we will deploy our advanced recruiting methodologies and technologies to find the perfect candidate for your company.

While we rely on metrics such as time-to-fill and cost-per-hire to measure the success of our hiring, we are also very concerned with the quality-of-hire. While time-to-fill and cost-per-hire are important metrics, they do not measure the true value of hiring a great employee at the right time. The true game changing employees are the ones that elevate your business and contribute to your culture. They are difficult to assign a true dollar value to, as it is important to consider their long term value to your company, rather than only how long or how much it cost to find them in the first place.

So yes, an outsourced recruiting solution firm like ORS can scale services up and down with your hiring needs, but we do far more than that – we match your intensity, we build your recruitment processes, we enhance your employer brand, and we stay focused on your quality-of-hire. #letsscaletogether

Why Outsource Your Recruitment Function?

Why | adverb: for what reason or purpose?

In a world where thousands of active and passive candidates are at your fingertips through a variety of mediums, you may ask yourself, “Why would I outsource my recruitment function?” Truth be told, while you may have access to candidates, you may not have an optimized recruitment function to source and attract those candidates with the critical skills you need to fill your hiring gaps. In fact, 79% of companies surveyed indicate shortages of critical skills available in the talent pool as their main talent acquisition pressure (Source: Aberdeen Group, April 2015). Even with all the access, companies are struggling to hire the right talent and do not have the time and resources to devote to recruitment.

That’s where an outsourced recruitment solutions firm can help.

It starts with purchasing power. Recruitment is the primary function of an outsourced recruitment solutions firm, and they are investing in tools to get ahead. Recruiting companies have access to tools that extend their reach far into talent pools for their clients, targeting the best candidates before the candidates even know they are looking for a new opportunity. This includes digital tools such as LinkedIn licensing and specialized job board advertisements, and proven sourcing and recruiting methodologies performed by experienced sourcers and recruiters all working to find the best candidate for you, the client.

There are a variety of processes and idiosyncrasies in the talent acquisition world that outsourced companies are more capable of handling because, well, recruitment is their primary function. Hiring needs vary depending on your company’s growth plans—you know this. That means your HR department or recruiting staff are pressured at different points in time to deliver on those hiring needs, which can be frustrating. An outsourced recruitment function handles market volatility for you, adjusting their resources accordingly to your hiring needs. The integrated delivery model of an outsourced recruiting solutions firm provides people, process, and technologies that are deployed based on your cultural and environmental needs.

Furthermore, the average cost of a recruiter nationwide is about $50K-$53K per year—and that number does not include the ‘hidden costs of recruitment’ such as benefits, taxes, insurance, applicant tracking systems, job board advertisements, video interview tools, reference checking software, background checking services, personality profiling tools, etc. An outsourced solution can provide all of those items with a team that is fully dedicated to understanding your employer brand, culture, and hiring needs. Therefore, you are no longer responsible for overhead expenses related to staffing your own recruitment team.

As your business grows it is critical to have a talent acquisition strategy and solution that allows you to connect with candidates and retain top talent – an outsourced recruiting solutions firm can provide that for you. With a shortage in skilled talent, it is important for your employer brand and recruitment process to stand out. So ask yourself, are you doing everything you can to ensure that your recruitment process is optimized and scalable? If not, why wait?

PRESS RELEASE: ORS Partners and Solutions Driven Forge Strategic Global Alliance to Expand International Talent Acquisition Solutions

Creating a Great Corporate Culture, Part 4: Hiring

“There’s no magic formula for great company culture. The key is just to treat your staff how you would like to be treated.”

Richard Branson

With the past three installments of this blog series, we have examined different elements of great corporate cultures. While we saw general trends with the examples of strong corporate cultures, Mr. Branson is correct in the above quote; there is no magic formula—however, with that being said, there is a base ingredient: people. A modern physical office environment is useless without the right people inside of it, belief in an organization is irrelevant unless you hire people to believe in it, and the management team cannot instill a culture into an organization without any people.

To get the right people, your company needs to polish and define its recruiting culture.  The entire company needs to be actively involved in recruiting, rather than it being a function of a certain department. To keep people involved, your company should always announce new open positions and keep the team updated on the progress. After all, if you’re hiring, you must be growing, and if you’re growing that must mean opportunity for your team, so shouldn’t that excite them? Moreover, keeping the recruiting process transparent is extremely important as it opens the door for current employees to see where and how they can contribute.

Brian Felice, the ORS Partners’ Senior Resource Manager explains, “Know who your players are. Know who is more outspoken for active recruiting, but also recognize the quieter people that may be really strong trainers.” That way, even your more passive employees, who will not necessarily actively promote your company’s open positions, can still play a vital role in the overall recruiting process.

Once you have recruited a candidate, you need to reach deeper than their surface qualifications to see whether they will truly fit the vision and mold of your organization. Once your candidate has gotten through the screening process with their tangibles (bullet points on their resume) you need to structure your interview process to measure their intangibles (psychographic profile).

Measuring a candidate’s psychographic mold is a crucial step in hiring a good culture fit. Additionally, it is important for leadership to be involved with interviews (to a certain extent) so that they are building the company according to their desired vision. For example, Greg Schott, the CEO of MuleSoft, dedicates about 25% of his time every year to interviewing almost every new candidate that is interested in working for his company. Last year, he was involved in about 700 interviews.[1] After the interview, he then roundtables with the other interviewers to determine whether the candidate fits the culture and vision of his company. Not only does that allow him to mold the company to his vision, but it promotes a level of transparency in the management of the business.

Now, this may seem like an extreme dedication of time to the hiring process for a CEO, but as Robert Half once said, “Time spent on hiring is time well spent.”

From sourcing and screening all the way to the onboarding process, recruitment is the lifeblood of an organization. It supplies a company with consistently fresh and bright minds, and in turn, innovation naturally starts to pulse throughout the office.

Involve your whole team in the process, dedicate the time necessary to find and secure the best people, and treat recruitment as a primary driver of your company’s success.

Here at ORS Partners, we are management consultants that recruit. We partner with your business leaders and work to understand their business drivers as they relate to talent acquisition. Let us help you refine the process that defines your business. Learn more about our services here.

Written by: Christopher Eberhardt



[1] http://www.thefutureorganization.com/corporate-culture-mulesoft/

Creating a Great Corporate Culture, Part 3: Management

“The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.” – Theodore Roosevelt

Times are a-changing. The baby boomers that have populated the majority of the workforce for decades are slowly retiring and are being replaced by the millennial generation (those born between 1982 and 2004). According to research conducted by the University of North Carolina, millennials will make up nearly half (46%) of the work force by 2020.

With this major change in the workforce demographic, traditional business and leadership practices are becoming outdated. In their place, a whole new workplace dynamic is evolving—one of collectivism, one that is more socially conscious, and one that is more employee/people-centric than ever before. Candidates are entering the job market more eager to work for companies with a great work environment than one that is attractive because of its financial or economic status.

Because of this desire to find a company with a good work environment, there has been a major shift towards more transparency in businesses and in leadership. From Glassdoor reviews, to LinkedIn, to Crunchbase statistics, potential employees can paint a solid picture of what a certain company’s work environment is like before they even set foot in the office. Thus, it has now fallen on management teams to not only promote an authentic set of values, beliefs, and offerings that their company offers as an employer (their Employer Value Proposition) but to live them as well.

It is imperative that the management team looks both internally to determine what is of value to them, but it is more important that they conduct external research about what is meaningful to candidates. This is a display of self-awareness that shows management’s dedication to employees and their work environment.

In the changing business world, modern management is about having an inspired vision and surrounding yourself with the people who can help you achieve that vision. In order for management to attract the type of talent they need for that, they have to live and breathe the qualities that they want to see in the people who work with them. The millennial workforce puts a heavy emphasis on company culture, and that culture is born through the leadership of the organization.

In many instances, the culture of a company starts at the top and trickles downwards. Google’s incredible culture started with the revolutionary vision of a management team focused on hiring great people and making the work environment the best it could be. Apple’s visionary, Steve Jobs, didn’t keep any secrets when it came to his success; in fact, he attributed his success to one main secret.  He said, “The secret of my success is that we have gone to exceptional lengths to hire the best people in the world.”

At the end of the day, a business is only as strong as its people and the team that leads them, so make sure that your leadership team is evolving with the times and that your organization is attracting the right talent to help achieve your goals. To learn more, visit our Talent Acquisition Consulting page, here.

Written by: Christopher Eberhardt, Summer Marketing Intern


Creating a Great Corporate Culture, Part 2: Belief

“People don’t buy what you do; they buy why you do it.” Simon Sinek

At the most intricate level, the entity that makes a human being an individual is their DNA complex. It is what differentiates one person from every other. It is what makes a person… well, themselves.

A business is not so different. Every company has a ‘DNA strand’ that weaves itself into the very fabric of the organization. This strand begins with the vision of the leadership team and the team members that they choose to surround themselves when they founded the company.

In order for the fabric of the company to stay true to the original vision, your company has to hire people that are woven from the same thread of DNA. At the center of a company’s culture there lies a burning core—a core that is more important than compensation, than perks, and having a fancy office, among other things— and that core is belief.

By belief, I mean belief in the leadership team, belief in the vision, belief in the work that is being done, and belief that there is an opportunity for growth within an organization. Belief is the spark that creates the fire of a strong culture within a business. If your employees are inspired by the work that they are doing, they won’t have trouble getting up in the morning and will be truly excited to learn and contribute.

Greg Schott, the CEO of MuleSoft, said in Episode 20 of The Future of Work Podcast, “…  Get people to believe in the company and motivation will follow. No perks substitute for a good work environment.”

Now, to circle around to the point, how do you create this belief in your company that yields a great culture? That is the most important question you can ask yourself when trying to establish a strong culture. Unfortunately, there is no clear answer to this question. The variables are different for every organization, so there is not really a common path businesses can take towards the creation of that belief. However, as far as inspiration goes, it can often be quite simple…

Bob Lucci, the COO here at ORS Partners, said, “People want to fulfill their potential. It’s our job as a leadership team to show them that the opportunity to do that exists in the company.”

Individuals tend to set limits on themselves without realizing it. Presenting your employees with opportunities to step outside of their comfort zone and grow is a great way to inspire belief in both your company and the work that is being produced. If there aren’t any opportunities for employees to grow within your company, it’s a slippery slope to dissatisfaction and a lack of inspiration.

Before you focus on any perks or office space improvements, focus on hiring new talent that is compatible with your company’s ‘DNA strand,’ and that believe in the vision of your leadership team. That amazing culture that you’ve been searching for is within your grasp, and it all starts with hiring the right people.

For more advice and consultation on hiring to create that consistent DNA strand, check out ORS Partners Talent Acquisition Consulting Practice here.

Written By: Christopher Eberhardt

blog 2


Creating a Great Corporate Culture: Part 1-Physical Work Environment

Sure, we have all seen pictures and videos of the infamous Google Complex out in sunny California. The endless stretches of glass, the flashes of blues, reds, yellows, and greens, and of course, the impossibly cool lounge areas and conference rooms—but does this amazing physical work environment result in a great company culture?

The answer is no – well, not by itself. While trendy offices tend to offer higher curb appeal than drab ones, the physical environment is not necessarily what creates the energy needed for an exciting corporate culture. However, it can be the catalyst that sparks interaction, collaboration, and communication—three crucial elements in a growing company.

Greg Schott, the CEO of MuleSoft, a growing technology integration company out of San Francisco, is a huge proponent of corporate culture, and his insights will be featured often throughout this blog series.

“… The physical work environment is symbolic of how a company is thinking about the importance of their people and the workplace,” Schott said in Episode 20 of The Future of Work Podcast, “There can be great energy anywhere, but it [the physical environment] is indicative of a management team thinking of their people first.”

One of the most important elements in creating a dynamic corporate culture is belief: belief in the management team, belief in the vision of the company, and belief in the work that is being produced by that company. That belief is what helps you form your employer brand—in other words, the way you market your company to potential employees. Perhaps it could stem from the physical environment. Does your work space promote interaction, or collaboration? Is it an exciting place to come work day in and day out? Does it look like the management team puts an effort into promoting a comfortable work environment? These are some of the questions to ask when you are creating that physical office space.

However, that office also needs to be filled with people that are a good cultural fit, so tailor the office space to attract the type of minds that fit the vision of the company. A more open, collaborative environment might attract employees that thrive in team-oriented organizations, while an office with closed doors and isolation might attract employees that are more introverted and individualist. One isn’t necessarily better than the other, but it is important that the office space supports the talent you want to attract.

Culture is cultivated in the physical workspace. The office space may not be the most important aspect of creating your corporate culture, but it is a physical symbol of the vision and direction of a company that can attract the talent you need to take your company to the next level.

Want to learn more about creating a great corporate culture? Visit our Talent Acquisition Consulting Solutions page to learn how ORS can define and locate the talent you need.


Written By: Christopher Eberhardt

ors partners, innovative talent solutions

ORS’ Take on “Building Competitive Advantage with Talent”

 Does your organization have a talent strategy to grow to the next level? Not sure? Let’s explore why you need a talent strategy…

In Bersin by Deloitte’s WhatWorks Brief “Building Competitive Advantage with Talent”, published April 2015, Bersin reviews the importance of building a strategy around talent. Bersin states, “Organizations with a talent strategy are 4.2 times more likely to be in the top quartile of business outcomes.” Is your talent strategy (or lack thereof) holding you back from reaching your organization’s growth goals?

Bersin outlines the main talent acquisition challenges organizations face: 1) an unclear owner and process to follow, 2) an insufficient stakeholder engagement, and 3) the inability to follow their talent strategy. Bersin notes the importance of understanding your company’s overall business strategy and then aligning your talent acquisition strategy accordingly. In order to grow, talent acquisition must be a core business function, rather than a response to business growth. Establishing talent acquisition processes and hiring standards is imperative for successful company growth.  A strong talent strategy and execution should help reduce turnover, cost per hire, time to hire, and promote overall quality of hire.

The ORS Partners’ talent acquisition consulting model is based on the Talent Acquisition Framework by Bersin by Deloitte.  Our goal is to help emerging growth companies understand that talent acquisition should be included as a strategic part of their business plan, not as a tactical item on the agenda of the human resources department. Naturally, the talent acquisition landscape has changed rapidly as new technologies enter the market each year, which makes finding talent easier but attracting and retaining talent more difficult. Our Talent Acquisition Consulting team helps clients succeed in this competitive environment.

If you would like to learn more about our Talent Acquisition Consulting Solutions, please visit: Talent Acquisition Consulting