Case Study

Background 

Our client is a fleet management and vehicle leasing business operating across Australia. They provide operating and finance leases, novated leasing, and asset management services to organisations of all sizes. Heading into a multi-year growth phase, the business needed to hire across most of its teams. The roles ranged from entry-level positions through to Heads-of, with specialist technology hires also in the mix. With volumes climbing and timelines tightening, the client started looking at recruitment models that could carry the load without the cost and lead time of building an internal function from scratch. 

The Problem 

The client had no internal recruitment function. A single external recruiter was tasked with covering a large and growing volume of roles across the business, operating reactively, advertising roles, forwarding every application to hiring managers to sort through, and only screening the candidates managers flagged. There was no proactive sourcing, no headhunting, and no structured pipelining, and the consequences had increased. Roles were sitting open for 12 months or longer. A significant backlog of vacancies had built up, with new roles being approved faster than existing ones could be filled. Hiring managers were losing hours sorting unfiltered application lists, and confidence in the recruitment process had eroded across the business. Empty seats were holding back growth and putting business units under real operational pressure. Recruitment was broken, and it had become a brake on the client's growth ambitions. 

The Solution 

The Talent Acquisition Business Partner brought the challenge to TORC, and after scoping the scale and shape of the problem, TORC pitched an Agile RPO model, starting with a six-month trial. The model was deliberately designed to feel like an internal team rather than a vendor. A dedicated Account Manager embedded into the business, on-site regularly, taking job briefings directly from hiring managers and surfacing live market insights in those conversations. TORC white-labelled across every touchpoint, operating under client email addresses, calendars, and Teams, so hiring managers and candidates engaged with what looked and felt like an internal function.  

The model was also built to flex. TORC's sourcing capacity scaled up during peaks and down during quieter periods, removing any fixed overhead and freeing the client from investing in internal headcount or technology for what was, fundamentally, a defined growth window. Coverage spanned generalist hiring from entry-level through to Heads-of, supported by TORC's specialist IT recruiters, and where highly specialised roles required a downstream agency, TORC managed the relationship on the client's behalf as if it were internal. Hiring managers, who had previously waded through every applicant, now received only the top three or so screened candidates per role, with structured feedback loops built into the process. Every applicant, regardless of outcome, received feedback, protecting and elevating the client's reputation in the market. 

Integration was fast. Systems, sprints, reporting, and the Account Manager were operational quickly, and within a short period the engagement felt like a genuine extension of the client's own team. 

The Outcome 

The six-month trial succeeded, and the partnership has continued well beyond it, effectively becoming the client's talent acquisition function. The backlog was cleared, and time-to-fill dropped 90% from the previous twelve-month-plus tails. Hiring managers got their time back, no longer triaging full advert responses but receiving screened shortlists and structured feedback instead. Confidence in the recruitment process was rebuilt across the business: hiring managers now actively engage, trust the shortlist, and trust the feedback. Team growth accelerated across business units, with 98 placements made in one year, supporting the client's broader expansion goals, and the employer brand strengthened alongside it; every applicant receives a response, and market sentiment has improved. 

The agile delivery model has continued to flex with hiring peaks and shifting priorities, including market consultation when role definitions evolve before going live. Performance is tracked on time-to-fill, candidate-per-role ratio, interview-to-placement ratio and six-month probation pass rate, all aligned to the outcomes that matter most to the business. In the client's own words, TORC is the partner they'd recommend to any organisation needing to rapidly scale, rebuild a broken recruitment process, or simply add a friendly, professional extension to their internal team.