RFP Process for HR
It’s Friday morning, the end of the work week. Imagine yourself sitting at your computer analyzing employee data. The software keeps crashing and it just doesn’t have the capability you need any longer. You have a big problem. What’s the solution? An RFP (Request for Proposal).
HR departments conduct RFPs regularly across a broad spectrum of HR functions such as benefits, compensation and recruitment with vendors who supply goods and services to support everyday business needs. This course will guide you through the often overwhelming yet rewarding process of implementing an RFP. It’ll show you how to conduct one from start to finish.
As an HR practitioner, you will eventually be involved or possibly manage an RFP process. The overall learning objective is to not only help you understand the process but also enable you to successfully lead it!
HR Jetpack is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP or SHRM-SCP. This program is valid for 1.25 PDCs for the SHRM-CP or SHRM-SCP. For more information about certification or recertification, please visit shrmcertification.org.
This activity, has been approved for 1.25 HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.
The use of the HRCI seal confirms that this activity has met HR Certification Institute's® (HRCI®) criteria for recertification credit pre-approval.
Title: Roles & Responsibilities
Module: Roles & Responsibilities
At the beginning of an RFP process, it is important to set clear roles for who will be directly involved, who needs to approve, and, of course, who needs to be communicated to throughout the process. Each RFP and each organization will have a unique cast of individuals.
As you assemble your list of participants, you should also ask, how will this person contribute to the process? And what responsibilities should they be assigned to during the process?
For example, in a new payroll provider process you may want to assign an individual to the technical or IT portion of the proposal, an individual to look at service, a third person to coordinate all correspondence, and the remainder of the team members to evaluate the actual programs and cost. Remember, you are not in this alone!
Your organization may require communication at each and every step to key stakeholders or it may be fluid with less formal meetings and communication. I’ll talk more about this in a follow up lesson.
Sometimes it is helpful to use a rubric to insure all the right questions are asked during the process. Essentially, a rubric is a template or tool that can be used to manage a project.
Assign each team member the task of coming up with essential items for evaluation. List these items in a word or excel document. You may want your team members to be able to use this throughout the process.
Let’s look at roles and tasks within a rubric. Of course, each of yours will look different and will more than likely be much longer.
Examples of tasks and activities may include some of the following:
Administrative tasks such as, coordinating, scheduling and sending and receiving information.
Attending actual vendor meetings or conferences and video calls.
Making decisions to choose the RFP winner.
And assigning other responsibilities for specifics throughout the process.
The goal here is to use this tool to facilitate a conversation about who is doing what.
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Mark S. Fogel, SHRM-SCP, SPHR, GPHR, is an educator working as a Senior Adjunct Professor of distinction at Adelphi University’s Business School. Mark leads HR classes for MBA and Undergrad students in Staffing, Selection, Compensation and Global disciplines. He has also presented over two dozen times at SHRM national, regional, and local conferences on a...