Recruitment Process Outsourcing (RPO)

Build the technical teams your transformation depends on.

Recruitment Process Outsourcing that connects workforce planning, technical sourcing and hiring execution.

Schedule an RPO Strategy Session
Enterprise workforce solutions

Recruitment Process Outsourcing (RPO)

Hard-to-fill requisitions should not determine your delivery roadmap. OceanWell structures complete or partial recruitment programs around your technical priorities, hiring volume and internal capacity. Align recruiters, hiring managers and procurement on one operating plan, with defined ownership from intake to onboarding. Your leaders retain hiring decisions; the program provides the capacity and process discipline to move those decisions forward.

Strategic delivery models

Choose the recruiting capacity you need.

01

End-to-End Enterprise RPO

Create a managed recruitment operation aligned to your business units, employer brand and workforce plan. Suitable for sustained hiring demand or a fragmented recruitment lifecycle that needs consistent ownership.

  • Embedded delivery teamDefine recruiter, sourcing specialist and account leadership responsibilities by business unit, role family and location.
  • Full lifecycle coordinationConnect workforce planning, requisition mapping, sourcing, assessment, interview scheduling, offer coordination and onboarding handoffs.
  • Demand-based commercialsAgree the management fee, volume assumptions and any hiring-based charges, with explicit rules for changes in demand.
02

Source & Screen RPO

Strengthen the top of your recruitment funnel while retaining your internal interview, selection and offer processes. Focus external capacity where sourcing bottlenecks prevent hiring managers from meeting delivery commitments.

  • Technical talent mappingPrioritize engineering, cloud, cybersecurity, AI and data talent against agreed skill matrices and location requirements.
  • Consistent screeningUse job-related scorecards, structured interviews and agreed technical assessments to document candidate suitability.
  • Interview-ready handoffProvide screening evidence, candidate expectations and availability in your ATS so internal teams can make informed decisions.
03

Project & On-Demand RPO

Add defined recruitment capacity for a product launch, market entry or hiring backlog. Establish the hiring objective, delivery window and ramp-down plan before mobilizing the team.

  • Project requisition planSequence hiring by critical dependency, skill scarcity and approved start dates.
  • Flexible resourcingAgree recruiter capacity and mobilization milestones after reviewing volumes, market conditions and system access.
  • Controlled transitionTransfer candidate records and open requisitions to your internal team at completion, with clear retention and access rules.
Enterprise benefits

Define success. Measure progress.

Agree baseline measures, targets and reporting cadence during program design. These are program indicators, not claims of achieved results.

Time-to-fill

Track approved requisition to accepted offer by role family.

Cost-per-hire

Review agreed recruiting costs against completed hires.

Offer acceptance

Monitor accepted offers as a share of offers extended.

Funnel conversion

Identify delays between sourcing, screening, interview and offer.

  • Capacity without permanent recruiting headcountAdd delivery resources within an agreed program scope, with capacity reviews tied to hiring forecasts.
  • A more predictable hiring budgetSeparate management, technology and hiring charges so procurement can evaluate total program cost.
  • Stronger hiring-manager accountabilitySet feedback SLAs and escalation paths that expose stalled decisions before they become critical vacancies.
  • A consistent candidate experienceUse approved messaging, interview preparation and timely status updates to reduce avoidable candidate drop-off.
  • Evidence-led improvementUse baseline performance and role-level trends to prioritize improvements rather than promising the same result for every vacancy.
Operational capabilities

People, process and systems—with defined ownership.

Confirm the service scope, system access and responsibilities before launch. Integration depends on supported interfaces and agreed security requirements.

Requisition governance and delivery

Start with a documented operating model that connects demand approval to hiring execution.

  • Intake and calibrationConfirm essential skills, compensation range, work location, assessment criteria and decision owners.
  • SLA managementAgree response times for shortlist reviews, interview feedback and offer approvals; review exceptions in weekly delivery meetings.
  • Workforce reportingTrack requisition ageing, pipeline health and hiring forecasts with named corrective-action owners.

Candidate controls and experience

Apply client-approved, job-related assessment and onboarding requirements throughout the recruitment lifecycle.

  • Fair assessmentUse consistent scoring criteria and accessible interview processes; review sourcing reach and funnel outcomes.
  • Screening coordinationCoordinate credential, background and work-authorization checks where applicable, with required consent and qualified providers.
  • Candidate data stewardshipDefine access, retention, deletion and handoff rules; keep sensitive candidate information in approved systems.

ATS integration and program transition

Design the workflow around your existing technology before introducing additional tools.

  • System discoveryMap ATS stages, CRM records, reporting fields and integration permissions.
  • Controlled automationValidate supported APIs or approved data transfers; retain human review for hiring decisions and assessment exceptions.
  • Launch and optimizationPilot priority requisitions, validate reporting, then expand capacity through agreed readiness gates.
Compare your options

Choose the operating model that fits.

Typical engagement characteristics are shown below. Agency services, internal capabilities and commercial terms vary by organization and contract.

OceanWell, contingency agencies and in-house teams compared
ConsiderationOceanWell RPOContingency agenciesIn-house teams
Primary remitAgreed recruitment lifecycle or targeted stagesUsually individual placements; broader services varyInternally owned recruitment lifecycle
Capacity modelProgram resources adjusted through agreed change controlCapacity depends on each agency and assignmentCapacity depends on staffing, budget and internal priorities
Commercial structureAgreed program fees and volume assumptionsOften placement-based; terms varySalaries, benefits, systems and operating costs
Process ownershipShared governance with client selection authorityTypically owns candidate introduction and placement activityClient owns process design and execution
Technology and reportingATS-aligned workflow and agreed program scorecardIntegration and reporting depend on the engagementUses internally configured systems and reporting
Best fitSustained demand, a hiring surge or a specific process bottleneckDiscrete searches or specialist candidate introductionsDemand supported by sufficient internal recruiting capacity
Schedule an RPO Strategy Session

Put your hiring plan on an executable footing.

Bring your priority role families, hiring forecast, current bottlenecks and ATS environment. Together, we can define the right RPO scope, establish a baseline and agree how progress will be measured.

Share a high-level brief. Please do not include candidate records, payroll files or personal identifiers.

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