Stateofthe

SharedServices&

OutsourcingIndustry

GlobalMarketReport2025

FromBackOfficetoBusinessEnabler:ElevatingImpactinaDigitalWorld

Sponsoredby

PROH人NCE

StateoftheSharedServicesandOutsourcingIndustry2025?SSONResearch&Analytics2025

TableofContents

ShapingtheFutureofSharedServicesinaComplexLandscape3

ReimaginingtheOperatingModel:StrategiesforaResilientandAgileFuture4

WinningtheWarforTalent:BuildingaFuture-ReadyWorkforce10

ProcessOptimization:UnlockingEfficiencyThroughContinuousImprovement18

Automation&Digitization:PoweringTransformationThroughIntelligentTechnology26

Conclusion:TheFutureofServiceDelivery31

Introduction:

Resilienceand

Innovation

Thesharedservicesmodelcontinuestoreaffirmitsroleasacriticalenablerforbusinessesnavigating

aneradefinedbyrapidtechnologicaladvancements,globalinterconnectedness,andshiftingworkforce

dynamics.Thisreportsharesinsightsfroman

extensiveglobalsurveyconductedinQ42024of

350+sharedservicesandoutsourcingexecutivestohighlightkeytrends,challenges,andopportunities

shapingbusinessservicestoday.Itpresents

acomprehensiveviewofhowsharedservices

organizations(SSOs),andglobalbusinessservices(GBS)areevolvingtomeetthedemandsofavolatileandincreasinglydigitalbusinesslandscape.These

findingsprovideafoundationforrepositioningsharedservicestoremainresilientandinnovativeinthefaceofwidespreaddisruption.Whetheryouarealeader

seekingstrategiestoenhanceoperationalefficiency,expandyourtalentpool,orleverageemerging

technologieslikegenerativeAI,thisreportoffersactionableinsightstosupportyoursuccessintheyearahead.

Wewishyouthegreatestsuccessinyourventures.

BarbaraHodge

Editor-in-Chief

SSONResearch&Analytics

BarbaraisresponsibleforSSONResearch&Analytics’globalcontent-includingspecialistreports-which

cementsSSON’spositionasthemosttrustedresourceforpractitionersfromaroundtheworld.

SyazanaLim

LeadResearchAnalyst

SSONResearch&Analytics

Syazanaleadsatalentedteamofdatascientistsand

developers,spearheadingallSSONR&A’sproductsuite,includingtheMetricBenchmarker,CityCube,Shared

ServicesAtlas,IntelligentAutomationUniverse,andVisualAnalyticsWorkbooks.SheplaysakeyroleinSSONR&A’sTop20MostAdmiredSSO/GBSStudyandWorld’sBestGBSStudy.

JoshMatthews

GlobalMembershipDirector

SSONResearch&Analytics

ThisreportispartofSSONResearch&Analytics’ongoingresearchseries–detailedandinsightfulreportsbased

onsurveydatathathighlightnotjustthecurrentmarketstatus,butoffercandidinsightsfromexperienced

practitioners,andactionablesolutions.

FormoreinformationonhowtobecomeapremiumsubscribertoSSONResearch&Analytics,andgainaccesstomonthlyResearchInsightsReports+

datatools,pleasecontactJoshMatthewsat

Josh.Matthew@.

2

StateoftheSharedServicesandOutsourcingIndustry2025?SSONResearch&Analytics2025

RESEARCH&ANAlyTics3

ShapingtheFutureofSharedServicesinaComplexLandscape

Thesharedservicesindustryisenteringanewphaseofmaturityandstrategicalignment.Just

overhalfofsurveyrespondents

perceivetheirSSO/GBSoperations

tobeatamediumlevelofmaturity,

whileonly25%ratethemselves

asadvancedorprogressive.This

spectrumofmaturityreflectsthe

diversityofapproachesandcapabilitieswitnessed,highlightingtheneedfor

continuousevolutioningovernance,scope,automation,andtalent

strategies.

Indeed,respondents’strategicprioritiesreflectastrongfocusondelivering

efficiency,excellence,andvalue,

highlightingstreamlinedoperationstoreduceexpenditures(90%),enhancedservicequalityanddelivery(73%),andensuringprocessesandworkflows

drivemeasurableoutcomes(63%).

Morethanhalftherespondentsare

focusedonaddingstrategicvalue

totheenterprise.Theseinsights

underscoresharedservices’dualfocusonoperationalefficiencyanddeliveringstrategicvalue,settingthestagefor

transformationintheyearsahead

andsettingthestageforanin-depth

explorationofthetrends,opportunities,

andstrategiesdefiningthesharedservicesandoutsourcingindustry.

Aswedelvedeeperintothisreport,

wewilluncoverhoworganizationsareaddressingthesepriorities,overcomingchallenges,andcapitalizingon

opportunitiestobuildafuture-readysharedservicesmodel.

WHATAREYOURSSO/GBSSTRATEGICTARGETSINGENERAL?

90%73%63%56%55%53%49%44%40%38%5%

Cost/efficiency

Serviceexcellence

Effectiveness

Value

Compliance

Agility

Businesssupport

Customer

Risk/riskreduction

Insights/analytics

Other

StateoftheSharedServicesandOutsourcingIndustry2025?SSONResearch&Analytics2025

Reimaginingthe

OperatingModel:

StrategiesforaResilient

andAgileFuture

4

StateoftheSharedServicesandOutsourcingIndustry2025?SSONResearch&Analytics2025

ReimaginingtheOperatingModel:

StrategiesforaResilientandAgileFuture

Sharedservicesoperatingmodelsareattheheartoforganizationalefficiency.In2025,ashifttowardshybridhasbecomemoreprominent.Thisincludesmultipleaspectsof“hybrid,”butthecommon

denominatorisagility.So:outsourcingversuscaptives,landlordversusownership,remoteversusin

officeworkers,etc.Theseevolvingmodelsarenotonlydesignedtooptimizecostbutalsotobetteralignwithbusinessstrategies,enablingorganizationstopivotswiftlyinresponsetomarketchanges.

GBSRemainstheTarget

Thefoundationofasuccessfulsharedservicesoperation

liesinitsoperatingmodel.Surveyresponseshighlightthe

continuedshifttowardGlobalBusinessServices(GBS)asa

preferredmodel,with69%oforganizationseithercurrentlyoperatingasGBSoractivelytransitioningtowardit.In

addition,16%plantoadoptGBSwithinthenextfiveyears.Thus,85%ofsharedservicesarecommittedtotheGBSmodel,demonstratingacleartrendtowardintegratedandenterprise-wideapproachestoservicedelivery.

Thisisreflectedinnamingconventions,whichreveal

apreferenceforterminologythatunderscoresglobal

reachandbusinessalignment.Fortythreepercentof

respondentsusetheterm“GlobalBusinessServices”

or“GlobalBusinessSolutions,”reflectingtheintegrated,

enterprise-widenatureoftheiroperations–comparedto

32%thatusetheterm“SharedServices,”emphasizing

thecoreprincipleofconsolidatingfunctionsforefficiencyandcostreduction.Otherdescriptorsinclude“Integrated”or“Partner,”positioningservicesasstrategicpartnersto

thebroaderbusiness.Thevarietyofnameshighlightstheevolvingperceptionofsharedservicesandreflectsthe

wayorganizationsarebrandingtheirservicestoalignwithbusinessgoals,enhanceperceivedvalue,andcommunicateevolvingcapabilitiestointernalandexternalstakeholders.

DOYOUOPERATEASAGBS?

Yes

●No

Notyet,butplanninginnext3-5yearsCommitedtoGBS(Yes+Planningto)

84%

81%

85%69%

81%

66%

62%

68%62%

45%

34%

21%

19%19%

19%19%

16%16%

16%15%

20192020202220232024

WHATBESTREFLECTSYOUR“NAMING”STRATEGY?

GlobalBusinessServicesSharedServices

GlobalBusinessSolutionsIntegrated Partner EnablingIntelligent VirtualHub

Other

33%

32%

10%

4%

4%

3%

3%

1%

1%

9%

RESEARCH&ANAlyTics5

StateoftheSharedServicesandOutsourcingIndustry2025?SSONResearch&Analytics2025

RESEARCH&ANAlyTics6

ReportingtoC-Suite

Reportingstructuresarealsoevolving,with52%ofsharedservices

reportingdirectlytotheCFO,reflectingaheightenedemphasison

financialalignmentandstrategicoversight.Overall,75%reportto

theC-suite(CFO,COO,CEO,CIO,orCHRO),withothersreportingto

transformationoradministrativeofficers,orbusinessunit/countryMDs.

WHODOESTHESSO/GBSOPERATIONREPORTTO??

●2021●20222023.2024

68%67%65%76%13%12%13%10%10%8%11%5%9%13%11%9%

l

Other

CXO

(CFO,CEO,CIO,CHRO)

Managing

Director(Business/Regional/Country)

ChiefTransformation/

Accounting/

AdministrativeOfficer

ShiftTowards“Ownership”Model

Thedataalsorevealsanincreasingdivision

betweenlandlordandownershipapproaches,withyear-on-yearcomparisonsshowinga

tendencytoownership:athirdofrespondentsconfirmanownershipapproach,wherethe

SSO/GBSfullyintegratesandownstheoutput.Thisenablesacentralizedgovernancestructure,promotingstandardization,consistency,and

strategicalignmentacrosstheenterprise.Theownershipmodelisparticularlysuitedforthosefocusedonend-to-endprocessoptimization

andenterprise-widetransformationinitiatives.Bycontrast,just22%ofrespondentsuse

alandlordmodel,wheretheindividualfunctionorbusinessunitownstheoutput.Thismodel

emphasizesdecentralizedcontrol,allowing

functionstomaintainautonomyovertheir

deliverableswhileleveragingsharedservicesforoperationalsupport.Thebalance(45%)isusingamixedapproach,combiningelementsofboth.

DOYOUOPERATEASALANDLORD,OWNERSHIP,ORMIXEDMODEL?

●20232024

12%22%

55%45%

33%33%

Landlord

(functionowns

theoutput)

Mixed

Ownership/

fullyintegrated

(GBSownstheoutput)

StateoftheSharedServicesandOutsourcingIndustry2025?SSONResearch&Analytics2025

ExpandingScopeandTransitioningtoCoreBusinessSupport

WHICHOFTHEBELOWLISTEDPROCESSES/FUNCTIONSDOESYOURSSO/GBSPROVIDE?

diversityinscope.Procure-to-pay(offeredby77%ofrespondents),order-to-cash(71%)andrecord-to-report(70%)remainfoundational

processesthatcontinuetoformthebackboneofmostsharedservicesoperations.However,thereisincreasinguptakeinhigh-valueareas

suchasdataanalytics(43%)andmasterdatamanagement(50%),reflectinganexpanding

remittodrivebusinessintelligence.EmergingareassuchasTaxAdminsupport(43%),

StatutoryReporting(41%),Technology-

Relatedservices(36%)andCallCenter/FrontOfficesupport(33%)arealsogainingtraction.FunctionslikeSupplyChainManagement,RiskManagement,andConsulting&Advisory

Servicesarestillunderrepresented(around20%orless),butofferroomforexpansionassharedservicesmatureanddiversifytheirofferings.

Beyondthealreadyconsiderablescopeof

workoutlinedabove,thereisasignificanttrendtowardexpandingthescopeofoperations.

Sharedservicestodayencompassabroadarrayoffunctionswiththesurveyshowingnotable

Purchase-to-Pay/ProcuretoPay Order-to-Cash/CustomertoCashRecord-toReport/AccounttoReportTime-to-Pay/Payroll

MasterDataManagementHire-to-Retire/Reward-to-Retire

TaxSupport/Admin DataAnalytics/BusinessAnalyticsTalentManagementStatutoryReporting

StatutoryReporting IndirectProcurement BenefitsAdministration Technologyrelated InformationTechnologyCustomerCenterprocessesDirectProcurement

OrderManagement/FulfillmentPlan-to-Result

RiskManagementServicesConsulting&AdvisoryServicesSupplyChainPlanning

RealEstate&FacilitiesManagementDocumentManagement

SupplyChainDeliveryLegal

KnowledgeServicesMarketing

ITOpportunity-to-Proposal CorporateCommunicationsIndustry/sectorspecificprocessesSales

Creative/DesignServicesContentManagement FleetManagementSupplyChain

Environmental,Social&GovernanceEventsManagement

77%

71%

70%

55%

50%

43%

43%

43%

41%

41%

40%

40%

36%

34%

33%

29%

27%

24%

21%

18%

18%

18%

18%

16%

16%

15%

13%

12%

11%

Nearly40%ofrespondentsplantoexpand

bothservicesofferedandgeographicreach,while38%plantoonlyexpandservicesand6%onlygeographicreach.Thisindicatesastrongmomentumtowardincreasingthebreadthofofferings(77%intotal)andexpandingdeliverylocations(45%intotal).Only15%reportednochangeplannedfortheupcomingyear.

11%

9%

8%

8%

8%

b

7%

7%

7%

Pp

6%

6%

5%

3%

2%

1%

6%

Health&Safety EngineeringServices Research&DevelopmentStock/SharesManagementShopFloorPlanning

Labs

Other

RESEARCH&ANAlyTics7

StateoftheSharedServicesandOutsourcingIndustry2025?SSONResearch&Analytics2025

RESEARCH&ANAlyTCS8

Wealsoseeashiftfromtraditionalback-officeworktowardAREYOUMOVINGFROMTRADITIONAL,

corebusinesssupport,asconfirmedbyroughly50%of

respondents,reflectingacommitmenttodeliveringmore

decisionsupport,research,andend-customer-facingactivity.Another35%areconsideringmovinginthisdirection.

Only17%donotplanachange.Thesefindingsunderscoresharedservicesredefiningtheircontributionstoenterprisesuccessbymovingclosertocorebusinessoperations.

TRANSACTIONALBACK-OFFICEACTIVITIES

No,thisisnotYes,thisisa

onouragendakeyfocus

TOWARDSCOREBUSINESSSUPPORT?

17%

35%

Wearethinkingaboutit

48%

EXECUTIVEPERSPECTIVES

FromBackOfficetoCoreBusinessSupport

TuranSahin

ChiefExecutiveOfficer,

AllianzServices

GBSriskbecomingobsoleteiftheyremainsolelyfocusedonback-officefunctions.Tobecomeevenmorerelevant,itwillbeessentialforourpeopletoleverage

technologyeffectivelyandseamlesslyintegrateintocorebusinessoperationstoprovidestrategicvalue.

StrengthinNumbers:MoreCaptivesinRangeofLocations

o。月od

《日i

Optimizationistheunderlyingthemeofsharedservices,andwesee

thisreflectedtosomeextentinthenumberofglobalcentersinplace.A

majorityofrespondents(58%)operate1–3captivecentersglobally,whilethebalanceoperateswithatleastfourcenters.Nearly30%ofrespondentssaytheyhaveincreasedtheirnumberofcaptivesinthepasttwoyears,

and25%plantofurtherexpandintheyearahead.

Intermsoflocation,thesurveyindicatesstrongclusteringinestablishedhubssuchasIndia(44%ofrespondentsoperatecaptiveshere),USA

(35%),Poland(22%),China(20%),Malaysia(18%),andMexico(18%).

Atthesametime,Latammarketsaregainingattention,reflectingthe

industry’sresponsivenesstoevolvinggloballaborandcostdynamics(9%arealreadyoperatinginBrazilandColombia).

HOWMANYCAPTIVECENTERSDOESYOURSSO/GBSRUNGLOBALLY?

58%

1-3

27%

4-6

5%

7-10

3%

>10

7%

Notsure

StateoftheSharedServicesandOutsourcingIndustry2025?SSONResearch&Analytics2025

RESEARCH&ANAlyTics9

OutsourcingDrivenbyScalingandSkills

Outsourcingisstillakeyelementofsharedservicesdelivery,butonlyforhalfofSSO/GBS.Thisratioisconsistent,year-on-year.Wenotethat22%ofrespondentsplantoincreasetheirvolumeofoutsourcing(i.e.,theextenttowhichthey

areoutsourcingservices)inthenextyear.Thestrategyis

obviouslyworkingforthem,andourdataconfirmsthatthekeybenefitsofoutsourcingincludeenhancedscalability

andaccesstospecializedexpertise.Theleadingdriverof

outsourcing,infact,isaccesstotalentandskills,withcostinsecondplace.Theimprovedagilitythatoutsourcingoffersisalsolistedasabenefit,andmorethanhalftherespondentsciteimprovedaccesstotechnology-enablingcapabilitiesorsolutionsasakeyfactor.

TheglobaldistributionofBPOandoutsourcedcentersreflectsthecontinuedimportanceofcost-effectivenessandtalent

availability,butalsoproximitytokeymarkets.WeseeastrongpreferencefortraditionaloutsourcinghubswithIndialeadingtheway.However,20%areoutsourcingtotheUS,presumablyforproximityreasonsortoaccessspecificskills,while

Poland,Malaysia,andthePhilippinesarealsointhetopfivelocationslistedbyrespondents-alllongfavoredfortheir

competitivelaborcostsandtalentavailability.Organizationsarealsolookingbeyondtraditionaloutsourcingdestinations,diversifyinglocationstoleverageregionaladvantages,suchastimezonealignmentandproximitytoEuropeanandNorthAmericanmarkets.Thishighlightsanevolvingstrategyto

mitigaterisksassociatedwithover-concentrationinafew

countriesandensurebusinesscontinuityinanincreasinglyglobalizedenvironment.(SeeSSONR&A’s

LocationSeries

onLatam,NorthAmerica,Europe,AfricaandIndia.)

IFYOUOUTSOURCE,HOWWOULDYOURANK

THEFOLLOWINGBENEFITS?

●Strongtohugebenefit/impactNotolowbenefit/impact

Accesstotalent/skills

Cost/EfficiencyAgility(organizationalflexibility)

ServiceexcellencefocusValue(provision)

Improved/moreautomation(accessto)Effectiveness

Tech-enablingcapabilities/technologysolutions24/7Access

ExperienceoftheserviceBetterServiceLevels RiskManagementCompliance

Languages

WorkingcapitalCustomer(view/intimacy)

63%37%

57%43%

56%44%

55%45%

54%36%

53%47%

53%47%

53%47%

52%48%

52%48%

51%49%

50%50%

48%52%

45%55%

38%62%

37%63%

StateoftheSharedServicesandOutsourcingIndustry2025?SSONResearch&Analytics2025

Winningthe

WarforTalent:Buildinga

Future-ReadyWorkforce

PROH人NCE

10

StateoftheSharedServicesandOutsourcingIndustry2025?SSONResearch&Analytics2025

WinningtheTalentWar:BuildingaFuture-ReadyWorkforce

Thenatureofworkisevolvingatanunprecedentedpace,

drivenbydemographicshifts,changingcareerpatterns,andtechnologicaladvancements.TheCOVID-19pandemichasacceleratedthesechanges,particularlyinestablishinghybridworkasapermanentfixtureinthecorporatelandscape.

Thisevolutionpresentsuniquechallengesfororganizationalleaderswhomustdeliverimprovedresultswithconstrainedresourceswhilemanagingdistributedteams.

Whilemanyleadersturntotechnologicalsolutionslike

chatbots,AI,androbotics,technologyaloneisn’tsufficient.Organizationsfaceacriticalchoice:investindevelopingtomorrow’sessentialskillsorriskfallingbehindwith

anunderpreparedworkforce.Thechallengeisfurthercomplicatedbytheneedtoretaintalentwhilemeetingexpectationsforflexibleworkarrangements.

ProHanceoffersacomprehensiveapproachtobuildingafuture-readyworkforcecenteredonthreefundamentalelements:

●TheWork-understandandre-evaluatethetasksbeing

performedtoensureafocusonworkthatdrivesbusinessvalue.

●TheWorkforce-considerwhoorwhatdoesthiswork,andwhatisthebestwaytoperformthesetasksby

developingahybridworkforcethatintegrateshumans—employeesandcontingentworkers—andmachines.

●TheWorkplace-whereandhowtheworkhappens.

Considerthelocationandmethodsofwork.Useinsightsandexperiencesfromthepandemictoexploreinnovativeworkingarrangements.

Successinthistransformationrequiresunderstandingbothexternalandinternalfactorsaffectinganorganization’s

future.Whileexternaldataisreadilyavailablethrough

industryforumsandindustrybodies,gathering

comprehensiveinternaldatapresentsagreaterchallenge.Thisinternaldataencompassesboththeorganization’sbusinessstrategyandthethreekeyelementsmentionedabove.

ProHancetacklesthelackofinternaldataandprovides

visibilityontheeffectivenessoftechnologyinvestments

inthelongrun–andthisvaluabledatahelpsre-align

organization’sbusinessdeliverystrategythroughtech.Ontheotherhand,leadersuseProHancetogainanunderstandingofthe3keyelementsanorganizationdoesatagranular

level(whattasksareperformed,bywhom,andwhere);this

isotherwiseaherculeantaskandcannotbedonebyhumanworkers.OrganizationsturntoProHance,aleadingworkforcemanagementandanalyticsplatformtocapturethe“work

activityblueprint”.Somestrategiesthatorganizationscan

implementwithinsightsintoProHanceworkactivityblueprintare:

●Determinewhatworkneedstobedoneandwhatdoesn’t.

●Leveragehybridworkforcestrategiestogetlowvalueworkdone(contractorsandgigworkers).

●Skillmapping-decidewhichskillsarecoretothe

business.Non-corecoreskillscanbeborrowedwhilemorepeoplearetrainedtoenhancecoreskills.

●Hiring-mitigaterisksofchasingskillsthatarearagebutuncertainoftheirleverageandlong-termapplicability.

●Targetlearningstrategyavoidingunnecessarycosts.

●EmpowerEmployees-allowflexiworktimeandplantheircareer.

BycomparingexternalfactorswithProHanceworkactivityblueprint,organizationscanidentifywhichskillsandtasksarelikelytofacedisruption,allowingthemtoprepare

accordingly.

ThisdeepunderstandinghelpsHRteamssupportflexibleworkingarrangementswhileenablinglearningteamstodeveloptargetedtrainingprogramsfordifferentworkforcesegments–bothaspectscontributingdirectlytotalent

retention.

Thejourneytobuildingafuture-readyworkforcerequiresleaderstodevelopadeeperunderstandingoftheir

organizationsthaneverbefore.Successdependsontheirabilitytoidentify,develop,andnurturetheskillsnecessaryforbothcurrentandfutureworkenvironments.Withproperinsightandplanning,organizationscancreatearesilient

workforcecapableofthrivingintomorrow’sbusinesslandscape.

KhivSingh

CountryManager&SVP–Americas

ProHance

PROH人NCE

RESEARCH&ANAlyTCS11

RESEARCH&ANAlyTCS12

am

?SSONResearch&Analytics2025

StateoftheSharedServicesandOutsourcingIndustry2025

WinningtheWarforTalent:

BuildingaFuture-ReadyWorkforce

Attractingandretainingtalentremainsacriticalpriorityin2025,assharedservicesleadersgrapple

withthecontinuedchallengearoundintegratingremoteworkers,generationalshifts,andgrowing

skillsshortages,especiallyrelatingtothenewdigitalecosystem.Workforcestrategieshavebecome

increasinglymultifaceted,blendingtraditionaltalentacquisitioneffortswithinnovativeapproachessuchasemployerbrandingandtheadoptionofgig-basedandremoteworkforces.

StaffingandRecruitingStrategies

SurveyresultsshowthatsharedservicesandGBSorganizationsvarywidelyintheirstaffinglevels.Someemploylessthan250staffacrossthe

entireorganization,andothersmorethan10,000.

Balancingcaptiveandoutsourcedstaffingmodelsremainsastrategicdecisioninfluencedbyscale,costefficiency,andoperationalcomplexity.

Inresponsetochangingworkdynamics,

recruitmentstrategiesareadapting.According

tothesurvey,27%oforganizationsareadopting

moreglobal,location-agnosticrecruitment

practices,while21%arefocusingonregionaltalentpools.Intotal,therefore,nearlyhalfofrespondentshaveadoptedlocationagnosticrecruiting

practicesthatofferaccesstoawidertalentpool.Thisshifttowardsflexiblerecruitinghasincreasedconsistentlyoverthepastfouryears.Lessthanaquarterofrespondentsarestickingwithtraditionalcommuting-distancehiringmodels.While

professionalrecruitingfirmsandtheriseofthegigeconomyplatformsalsosignaladiversification

oftalentacquisitionmethods,neitherismakingasignificantimpactonsharedservicesrecruitingpractices.

HASYOURRECRUITINGSTRATEGYCHANGEDASARESULTOF

FUTUREOFWORKTRENDSOVERRECENTYEARS?

●2021●20222023.2024

Yes

-wearerecruitingmoregloballyandregionally

Yes

–weareutilizingmoreofthehumancloud/gigeconomyworkforce

Yes

–weareutilizingmore

professionalservicesfirms(eg,consultingfirms)asresources

Yes–weareutilizingmoreprofessionalrecruitingfirmstoaccessresources

No

36%

42%

43%

48%

7%

3%

4%

2%

6%

7%

4%

3%