Executive Summary It has been seen that the increasing number of the organization work on the outsourcing of the human resource functions. For this, there is a need to focus on effective applications of the approach which will help in improving the system of the recruitment and reduce the financial cost. The organization is expected to make the saving for about 37%, but it is checked that it turns to be 20%. Here, the detailed examination of the research is based on understanding the real benefits of the recruitment process outsourcing with the successful or the unsuccessful rates. The costs savings are important where the motivation includes the improvement of the employer, with effective sourcing and the hiring process that will lead to the access of some special expertise.   Contents Executive Summary 1 HRM Initiative 3 Cost Benefit Analysis 5 Return on Investment 7 Evaluation 8 Business Case Summary 9 Conclusion/Recommendation 10 Critical Reflective Analysis 11 Reference 12   HRM Initiative The HRM initiative chosen by my is the outsourcing of the specialist recruiting process which is based on improving the efficacy of the system with the simplification of the added values to the areas where the organizations tend to make significant financial savings. The business needs to check on the technology and the effective talent sourcing channels to move the best market practice. For this, the business needs to also check on the strategic approach that tends to recognize about the outsourcing which includes the wider areas. The recruitment is never considered to be the stand-alone function where the talent management process needs to be addressed in an effective manner. (Sparrow et al., 2016). The creation of the effective talent sourcing is through ensuring the best recruits where there is a full engagement of the training and development before it is effective to derive the maximum benefit out of it. The effective talent and the outsourcing machinery is created through the recruitments that are engaged in the training and the development which is effective for the significant proportion. The reductions in the labor cost could easily be made through the outsourcing providers who allow the working with the organization mainly on the strategic basis. The forms are mainly to address the talent management basis with the addressing of the whole talent management spectrum for the recruitment that is through the training and development with retention. The programs are set for the outsourcing in employment where one can easily check the recruitment functions with the faith in the supplier for the partnership relationship. (Wilton, 2016). The final factor for the organization development is based on the investment in the employees with the availability of outsourcing. The organization needs to focus on determining whether the employee's investment could easily produce the sustainable competitive advantage. Here, there is a need to check on the organization with the efficiency mainly focusing on the internal employee resources. (Kim et al., 2016).The organization needs to check for the investments with the focus on working with the results with the potential return that has been set against the investments in the market and the product development. For example, the fast food industry will have a higher turnover of the workers with the skill sets needed for the same are easily developed as well. But this also needs a minimal experience that does not need any higher level of the investment in the training. The employers in the food industry will have to invest little in the employees and then tend to work on the investment in a much more competitive manner, with advertisement and the physical expansions. The human resources are certainly perceived to be the valuable assets set over the time, where the HR functions are for handling the transformation from the routine administrative to the strategic one. (Voegtlin et al., 2016). The planned transfer of the business process or the function to the third party is mainly to allow the organization to achieve the better and a measurable benefit for the business. This is based on the recognition of the contribution that outsourcing can easily impact a business with the strategic outsourcing. The market is important to handle the core competencies with the check on working for the organizations where the firm needs to make the decisions for outsourcing the HR services. (Rao, 2017).   Cost Benefit Analysis For the managers, the concern is mainly about the salaries and the benefits. The Human resource costs include the training cost per employee with the benefit costs that is set as a percentage of the wages as well as the compensation. Here, the process focuses mainly on the costs which are for the benchmarking methods to mainly compare the organization, with the information on the human resource costs. The cost-benefit analysis is used in the recruitment, selection, and the employment to obtain the efficiency with the achievement of the goals and then focus on the choice of benchmarking methods. The analysis provided is mainly through: a. The investment For the investments, this will help in the economic development and make the better decision. The assess of the project benefits and the other strategic values, is to estimate the fiscal impact where the modeling could be set through the proposed investment with the direct resources that are set to promise the opportunities with the limitation to the exposure of the unlikely generating of the net benefit. (Becker et al., 2016). The cost benefits and the other data focus on the use of the transaction orientation with the balance in the interaction and the setup of the communication. b. The savings, productivity and the profit. The benefits are from the returns that come from the returns that are from the project. It includes the tangible and the intangible attempts where there are qualified benefits that will be achieved through the inflation process. The improved effectiveness of the system with the improvement in the service delivery will ensure that the use of the existing resources is set to enable the support with the other benefits. (Henriques et al.,2016). The forms are set with the productivity and the profit that includes the change in the organizational structure, customer satisfaction and better return on investment.   Return on Investment The return on investment of 87% for one year will include the measurement of the participant satisfaction with the project planned actions to measure the changes in knowledge, skills and the attitude. The applications are set with the change in behavior for the performance setting and then comparing the benefits to the costs. (Abdul et al., 2016). The results are mainly based on the performance solutions which are set for the participants to understand the responsibility with supporting the groups and the management to help in achieving better results from the solution. The measurement and the evaluation of the system are based on the different approaches to utilize and think of the balanced viewpoints that will help in targeting towards a particular range of the stakeholders. The best practices for ROI is based on the improvement of the processes and working on the micro level scorecard, where there is integration to create the macro scorecard. (Marler et al., 2016). The evaluation is mainly depending upon the representation with the focus on how to evaluate the competing proposals which are set for the performance to measure the economic impacts of the different investment activities. There are standards to check on the limitations about the intangible and the non-monetary benefits. (Cunnigham, 2016). It is important to evaluate the increased productivity with the improvement in the customer satisfaction and the loyalty. For this, there is a need for enhancing the safety measures as well as working on the quality, profitability standards. The ROI is convincing for the monetary benefits. Here, there are difficulties are based on determining the program benefits, where it is also important to utilize the techniques that are for the higher degrees of the accuracy. (Murphy et al., 2016). The difficulty is based on determining the program benefits with the assigning of the monetary values which include the benefits that have been from the programs.   Evaluation The evaluation is based on the long-term and the short-term evaluation criteria where the focus is on evaluating the talent acquisition with the manager development for the longer-term process. With this, there is a need for the potential support which includes the ongoing support that is needed for handling the proposed HR and the outsourcing services up and running smoothly. With this, the focus is on the reduction in the costs of transition, with the improvement in the learning and control of the opportunities. This is set to measure the sum of actual and the potential resources with the derived forms of the network of relationships which are mainly possessed by the individual or a particular unit. The long term includes the challenge of hiring with the easy job availability and approach to handle the maximization of the efficiency and the productivity that could be set for the better growth of the people. (The Chu, 2016). For the short-term, there is a need to check on the customer satisfaction, reduced absenteeism and the improved productivity of the system. This includes the payroll that could be done through the organization rather than the staff person, where the short-term strategy includes the specific expertise like the legal advice only. (Nadda et al., 2017). The evaluation plan is based on the monthly progress with the setup of the size months of improved products, change of management and the major impact on the program impact. This is based on the reduced absenteeism with the skills that work on the courses that have been offered through the sharing in the development of the promising individuals.   Business Case Summary As per the case, it has been seen that for the Outsourcing specialist selection processes, there is a need to focus on the different approaches which includes eh objective data through: a. Focusing on the needs of the senior management group with the increased measurement in the organization. (Morley et al., 2016). b. The measurement culture in the organization, with the data-based decisions to handle the client demands with the evaluation of the data. The resource allocation is important for the setup of the measurements with the evaluation process, where there is a need to check on the scarcity of the resources. (Johnson et al., 2016). The HR functions need to evaluate the internal resources and the funding that is imperative to address the issues with the comprehensive approach. The case is about handling the outsourcing and the selection processes through the development of the better collection of the cases. There is a need to check on the costs and the times where there is a lack of the skills and the orientation for the HR staff so that all the analysis could be set with the changes depending upon the discipline and planning. The implementation of the schedules and the transition plants are mainly to target the evaluation, with the measurements based on gaining the confidence of the clients. The improvement in the training and the performance is set with the feedback data that could easily be collected through the data to drive the changes in the training and performance. (Marler et al., 2016). The adjustments are possible through the improving of the future programs and working on the processes which will be able to add value to the system. Conclusion/Recommendation The major focus has been on the outsourcing as it will help in focusing on reducing the costs with the handling of the advertising costs on job boards, with the screening, tracking the applications and the recruitment. (Munjal et al., 2017). The focus can be on the core business where the tasks of recruitment and the activities are based on the business operations and working on the proper development with improving the recruitment effectiveness. It is important to check on the higher rate of the turnover which is set with the interrupted productivity and the lower cost of the customer service and the lower employee engagement. The rapid growth is set with the control to fluctuate the recruiting activities along with working on the changes that are set with the dedicated staffing, and the coordination of the recruitment. Critical Reflective Analysis The outsourcing selection has been effective to handle the providers with the approach to review and compare the different proposals. The review is based on personalizing the customer service with the plans that work for identifying the tasks as well as working on increased efficiency, management of the fluctuations in the workflow. The standards focus on the scope and the costs to check the experience with delivering the services which assess the financial stability to focus on the large relationships with ascertaining the intellectual property. The outsourcing is based on the employee benefits with the analytics, knowledge management. The recruitment is based on the overall process of the selection, sourcing with the attraction or identifying the candidates to fill job vacancies. The screening and selection are to measure the physical ability are based on the application tracking system to filter candidates for the psychometric testing with the recognition to value the candidates like the interpersonal or team leadership. The internal recruitment is set with the focus on the current jobs, where the focus is on the online resources to identify the services with the recruitment to accept the payments. The conducting and scheduling interviews is based on the processing with the offer management, configuration, and management. The internal employees, with employee referrals, the Internet, and the network is set with the conduction of the behavioral interviews.  Reference Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management. Routledge. Wilton, N., 2016. An introduction to human resource management. Sage. Voegtlin, C. and Greenwood, M., 2016. 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