Engagement — Recruitment & RPO
Recruitment capacity that integrates — from modular support to a fully outsourced function.
Flexible recruitment capacity, adapted to what the organisation already does well — and to where additional capability is needed.
Specialist, management & volume roles · Nordic region and international
01 — The situation
More hiring than the organisation can absorb — and no wish to build every capability internally.
Several operational, frontline, professional or middle-management positions must be filled at once. An HR or Talent Acquisition function may already exist but lack research, sourcing or process capacity. A new market, team or product line may need staffing faster than internal recruitment can move.
Not every requirement warrants an executive-search mandate. What it does warrant is a process that holds its standard at volume — and capacity that expands and contracts with demand.
02 — Who it is for
HR directors, talent leaders and hiring executives under volume pressure.
The engagement is typically used when:
- ·Several positions must be filled at once
- ·Roles that recur through the year
- ·Organisations needing additional recruitment capacity
- ·Internal HR wishing to retain selected process responsibilities
- ·A new function, team or market being established
- ·Recruitment demand that fluctuates sharply
- ·Candidate attraction that needs strengthening
- ·Organisations without an internal Talent Acquisition function
- ·Clients who wish to outsource the complete recruitment process
03 — What is different
Recruitment that fits the organisation — not the supplier's standard process.
The model is designed around the client, not the supplier
We begin by clarifying what must be hired, at what scale and pace, which capabilities already exist internally, where the current process is constrained, how responsibilities should be divided and how success will be measured. The resulting model may range from a single assignment to a fully integrated partnership.
Three delivery models, one architecture
Modular support shares defined parts of the process with your team. Project recruitment establishes a repeatable process across a portfolio of roles. Recruitment Process Outsourcing operates most or all of the function as an integrated extension of your organisation.
Inside your systems and your employer brand
Work is run within your applicant tracking system, your templates and your messaging, so candidates experience your organisation rather than an agency layer placed in front of it.
Search discipline applied at volume
Roles are still qualified against a written requirement and candidates still interviewed against evidence — the pace changes, the standard does not.
The division of labour is explicit
What sits with SAXSKIOLD and what stays with you is agreed in writing at the outset, and can be moved in either direction as capacity or demand changes.
04 — What happens
The process, step by step.
The same eight steps govern a single assignment, a hiring programme and a full outsourced function. Only the scale and the division of responsibility change.
- 01
Clarify the demand
What must be hired, at what scale and pace, in which locations, and against which business deadline. Existing internal capability and current constraints are mapped alongside it.
- 02
Agree the division of responsibility
Each step — attraction, sourcing, screening, qualification, assessment, selection, offer, onboarding — is assigned to SAXSKIOLD or to the client, and written down.
- 03
Design the process and the candidate experience
Role profiles, employer and candidate messaging, interview structure, service levels, systems, workflows and reporting rhythm are set before the first campaign goes live.
- 04
Attract and source
Advertising and campaign delivery alongside active candidate research and sourcing, so the field is not limited to those who happen to see a posting.
- 05
Screen and qualify
Application management, initial screening and structured qualification interviews against the agreed requirement, with consistent candidate communication throughout.
- 06
Present and coordinate
Shortlists prepared for the hiring manager, interviews coordinated, assessments administered and hiring-manager support provided through the decision.
- 07
Support offer and onboarding
Offer-process coordination, candidate communication through notice periods and handover into the client's internal onboarding.
- 08
Report and improve
Recruitment reporting and analytics, pipeline development, vendor and system coordination, and periodic review of what should change in the process.
05 — What the client receives
Capacity, process and a record of both.
Depending on the model agreed, deliverables include:
- ·A written recruitment operating model
- ·An agreed division of responsibility
- ·Role profiles and requirement documentation
- ·Employer and candidate messaging
- ·Advertising and campaign delivery
- ·Sourced and researched candidate pipelines
- ·Screened and qualified shortlists
- ·Structured interview notes and evaluations
- ·Interview and assessment coordination
- ·Consistent candidate communication
- ·Recruitment reporting and analytics
- ·Talent pipelines for recurring roles
- ·Process-improvement recommendations
06 — Typical duration
Days to stand up modular support; weeks to stand up a function.
- Modular support — from agreed scope to live
- Within 1 week
- Project recruitment — design before go-live
- 2 – 3 weeks
- RPO — full set-up
- 4 – 8 weeks
- Single role — advertising and sourcing
- Weeks 1 – 3
- Single role — screening and qualification
- Weeks 3 – 5
- Single role — shortlist with the hiring manager
- Weeks 4 – 6
Volume programmes are planned against agreed weekly throughput rather than individual role timelines. RPO arrangements run as ongoing capacity with an agreed notice period.
07 — Confidentiality and governance
Your systems, your brand, your audit trail.
- ·Candidate data processed under a written data-processing agreement
- ·Data held only for the agreed retention period
- ·Candidate information never shared between clients
- ·Unnamed campaigns available for sensitive or replacement hires
- ·Work conducted inside the client's systems and audit trail
- ·Agreed service levels and a fixed reporting rhythm
- ·Pricing agreed in writing and never contingent on candidate salary
- ·Final hiring decision retained by the client unless explicitly delegated
Relevant evidence
“I had the opportunity to work together with Kenneth on the recruitment of a CX level position. The quality of all the candidates was extremely high and the process was very fast and efficient. Kenneth was very engaged and professional and has an extensive network and strong business insights.”
Selected clients
Nordic executive-search expertise with international reach through more than 30 Taplow offices.
- IBM
Questions
Questions we are most often asked.
What is the difference between Recruitment, RPO and Executive Search?
↓
Recruitment and RPO provide capacity and process for roles where a well-run attraction and selection process reaches the right people. Executive Search is mandate-led investigation for senior or scarce roles where the relevant people are unlikely to apply. Many clients use both — often in the same year, and sometimes in the same organisation.
How quickly can a recruitment engagement start?
↓
Modular support can usually begin within a week of agreeing scope. Project recruitment normally requires two to three weeks of design before going live. A full RPO arrangement takes four to eight weeks to set up properly, covering process design, systems access, employer messaging and reporting rhythm.
How long does a single recruitment take?
↓
For most professional and specialist roles, advertising and sourcing run for two to three weeks, screening and qualification interviews for a further one to two, and a shortlist is typically with the hiring manager inside four to six weeks. Volume programmes are planned against agreed weekly throughput rather than individual timelines.
How is confidentiality handled in a recruitment or RPO engagement?
↓
Candidate data is processed under a written data-processing agreement, held only for the agreed retention period, and never shared between clients. Where a role is sensitive — a replacement, a new market entry, a restructuring — the campaign can be run without naming the client until a candidate reaches qualification interview.
Do you work inside our systems and employer brand?
↓
Yes. RPO and project work are designed to operate within your applicant tracking system, your templates and your employer brand, so candidates experience your organisation rather than an agency layer in front of it.
Which parts stay with us as the client?
↓
By default, hiring-manager interviews, assessments and business cases, reference checks, final selection, offer and contracting, and internal onboarding. The division is agreed explicitly at the outset and can be moved in either direction.
How is it priced?
↓
Modular and project work are priced by scope or by role at an agreed fixed fee; RPO is priced as a monthly capacity arrangement, sometimes with a volume component. Pricing is agreed in writing before work starts and is not contingent on candidate salary.
Can you cover several countries at once?
↓
Yes — multi-country programmes are run with a single coordinating point at SAXSKIOLD and local execution through the Taplow Group network, so reporting stays consolidated while sourcing remains local.
09 — Next step
Tell us where the constraint is.
Whether you need a single role filled or an entire talent function stood up, the conversation starts with what the organisation already does — and where it needs more.
Before you write
What happens after I send an inquiry?
The note comes directly to Kenneth Saxskiold — it does not enter a queue or a marketing list. It is read, and you receive a personal reply proposing a short, obligation-free conversation of thirty to forty-five minutes to understand the situation before anything is proposed.
How quickly will I hear back?
Within one working day in most cases, and always within two. Inquiries sent over a weekend or a Danish public holiday are answered on the next working day.
Is my inquiry treated confidentially?
Yes. Inquiries are held in confidence, are never shared with third parties, and are not added to any mailing list. Where a situation is sensitive — a replacement, a board matter, an unannounced transition — the first conversation can be held without naming the organisation.
What should I include?
Only as much as is comfortable: the situation, roughly when it needs resolving, and who is involved in the decision. Nothing formal is required, and a fully written brief is not expected at this stage.
Am I committing to anything?
No. An inquiry is an opening conversation. Scope, approach and fees are only discussed once the situation is understood, and everything is confirmed in writing before any work begins.