When We Connect the ‘Global Integration’ Dots, Recruiters Risk Being Defined Here by Their Practices There
The hiring process has no minimum acceptable (or unacceptable) standard of practice. Anything goes and many recruiters prefer it that way. Perhaps intuitively we know that people who think of themselves as recruiters (or enjoy being seen as successful recruiters by others), are highly individualistic and, if occasionally a line is crossed, it’s easy enough to distance the professionals on the right side from those who fall outside that broad norm.
That “norm” however is typically a U.S.-centric perspective at a time when we are moving increasingly toward a global community. Internationally, the practice of recruiting isn’t nearly as individualistic and its many forms are often deeply embedded in the culture of the country.
It is here, at the edge, that some forms of recruiting include practices so egregious (when considering the desperation of those seeking work) — practices we could never imagine being associated with what we love doing. keep reading…
The list comes courtesy of Mercer and the World Economic Forum, based in Switzerland — a country ranked No. 1. The U.S. is 16th.
The criteria includes such things as businesses’ ability to attract and retain talent; the physical and mental well being of the population; education levels; the legal system; and the ease of doing business.
The document first ranks countries, and then profiles each nation one by one.
Sea Turtles — expats who want to return one day to their home country — are a very interesting talent acquisition source abroad. Often this source is overlooked and underestimated when recruiting internationally. Intelligence Group wrote a whitepaper on this subject: why are Expats a relevant talent acquisition source? How can you recruit their unique knowledge and know-how back home?
Sea Turtles as a Solution for Talent Shortages keep reading…
When it comes to recruiting and hiring interns, the best candidates aren’t always located within a 25-mile radius — or even the United States. Sometimes the candidates with the most experience and fit for your company culture are located across the globe.
In a recent InternMatch survey, 56 percent of companies reported they don’t hire international interns. The initial challenge of expanding their intern recruiting and hiring to other countries may be what’s turning them away. But with only 10 percent of companies sharing that they feel their internship programs are highly diverse, taking on international interns could be hugely beneficial for increasing diversity and global perspective for your company.
Consider adding international interns to your internship program roster. It’s worth the work. Here are a few of the benefits and challenges of hiring international interns: keep reading…
Several top Asian business schools are putting on an event the Sunday after next, telling future students about careers in Asia. This would not be noteworthy, but for the location of the workshop: Los Angeles.
Yes, the June 16 event at the Athletic Club downtown will touch on career opportunities for Americans in Asia; how hot the economies are in Asian countries; and networking/relationship-building in Asia.
Putting on the event: the China Europe International Business School in Shanghai; Hong Kong University of Science and Technology; Indian School of Business; and the Nanyang Business School in Singapore.
Certainly, Facebook, Google, Microsoft, and Twitter would like them to. Those firms are all involved in a push to get people from outside Ireland to move to the Emerald Isle as its tech sector grows fast and its pool of skilled employees grows not fast enough. keep reading…
It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change” — Charles Darwin
There is a great article by Adrian Kinnersley on Why Recruiters Will Be at the Heart of Our Corporate Future. I agree with some of the points. The rumors of our professional death have been always greatly exaggerated since our early ancestor recruiters found the first stone-age axe makers. Our profession, however, will change due to disruptive trends (Doesn’t it always?). These trends and their impact apply to in-house, outsourced (RPO), and third-party recruiters alike.
My focus here is on two specific disruptive trends and the strategies to adapt and re-invent if needed. This article is more than about skills development, though some suggestions will help you in your recruitment efforts. As a former AIRS trainer and talent acquisition leader having developed training programs for recruiters, I can say that constant learning is what keeps gives us the edge in changing times (it always will).
Trend #1 — Emerging Technology Will Continue to Disrupt Recruitment keep reading…
I don’t have a crystal ball. Nate Silver, who wrote a bestseller and predicted the outcome of presidential election better than any other pollster, said that his goal is to get 80-85% of his predictions right, not 100%. To get the right predictions, he says, test your hypothesis in the real world. I’m aiming for that here.
I’ve tested what we call RPO in a global setting since 2006. I’ve built business cases which supported or negated moving forward with RPOs and I’ve implemented them at some large Fortune 100 firms. In addition, having worked as a talent acquisition leader for an RPO firm responsible for more than 25,000 hires in a year, I’ve seen the internal challenges faced by RPO firms and been able to stay current on challenges for the RPO industry today.
I don’t currently work for the RPO industry so I have no vested interest in sharing my views. I don’t advocate for any specific company. But below I’ll look at some trends in outsourcing and add my predictions. keep reading…
More than half the employers in three of the four of the world’s biggest developing nation economies say they’ll be adding staff in 2013, a marked contrast to Europe and the U.S. where the majority of firms expect no change.
Hiring will be most aggressive in Brazil, India, and China where more than half the employers — almost three-quarters in Brazil — say they’ll be adding workers this year. Russia, where mining and energy exports are fueling growth, is more conservative in its hiring; just under half of employers expect to hire.
Elsewhere among the world’s 10 largest economies, far fewer employers expect to add workers. According to a CareerBuilder survey, in the U.S., Japan, and four European countries, the largest share of employers either expect to cut staff or make no change during the year. Even in the UK and the U.S., where more than half the employers surveyed report being better off financially than a year ago, not many of them plan to hire. keep reading…
(This article was co-authored with Amy McKee, Sr. Director, Global Talent Acquisition, at Autodesk.)
Mobile …finally! DNA footprints in the cloud; recruiting back to basics: getting to know the candidate; the end of the traditional ATS; emerging markets dominate; augmented reality; disruptive marketing and stunt PR; the end of social media; candidate cloning and the end of recruiters as we know it!
The impact and level of debate created by Recruitment 3.0 & 4.0, certainly took us by surprise. Based on feedback, it is clear that there has been healthy discussion and many companies have re-appraised/reviewed their recruiting strategies.
Recruitment 5.0 is the final paper in the trilogy.
3.0 was all about building.
4.0 all about driving value.
5.0 is all about … Personalization, self-sufficiency, predictability, big data, and back to basics.
The defining features of Recruitment 5.0:
- Mobile recruiting finally takes off and becomes the dominant channel.
- Recruiting gets back to basics and focuses on building relationships. Included in this is a focus on personalization/humanization and dominating/driving communications.
- Footprints in the cloud. Companies obsessively get to know their customers/consumers, and recruiters do the same with their “corporate” talent pools
- Data DNA: Companies draw data to profile candidates based on online habits and trends.
- Technological developments bring an end to the traditional ATS.
- Emerging markets emerge and dominate.
- Augmented reality and disruptive marketing dominate recruiting marketing.
- As companies seek to attract the best talent in a candidate short market, they set up their own courses, universities/academies, and “clone” future employees.
- As talent becomes more scarce, talent becomes more contract by nature and more flexible.
- It’s the end of recruiters as we know it … the death of the recruiting profession?
Some meaty stuff.
Reviewing these bullet points, some companies are already experimenting and executing on elements, but as time passes, these will become dominant in our thoughts, plans and strategies.
Let’s explore in more detail. keep reading…
What does the pool of skilled IT employees look like in Russia? Does the U.S. or Canada or Ireland have more “innovator talent”? Are Mexico and Turkey positioned to have good pools of future leaders — or are China and Canada?
These are the sorts of questions addressed in an interesting new report from SHL, in an analysis of 4 million assessments of employees from 205 countries and territories.
Lucky for Shami Marangwanda she landed a recruiting job with Starbucks, because the irascible and profane Gordon Ramsay and his cohorts dashed her hopes of becoming a MasterChef. The Zimbabwe native had been laid off from her previous recruiting position when the opportunity came along to participate in the third season of Fox’ cooking show.
“I went in just having fun,” she told the Seattle Times. She made oxtail stew in a wine sauce made with sadza, a cooked corn meal that is a staple of traditional Zimbabwe diets. Alas, it fails to impress the judges and she was sent back to Seattle sans the apron that denotes a MasterChef semi-finalist.
Get Thee to a Gym
Boss been a monster lately? Then boost those endorphins. We mean the boss, though a little more exercise all around couldn’t hurt.
Turns out that abusive bosses can be tamed (though we doubt domesticated) by some time in the gym. There’s real science behind this. Three researchers experimented on 98 workers and their bosses and found “that increased levels of supervisor-reported stress are related to the increased experience of employee-rated abusive supervision.” Okay.
But here’s the biggie: “We also find that the relationship between supervisor stress and abusive behavior can be diminished when supervisors engage in moderate levels of physical exercise.”
I recently helped a client hire some engineers in China. The company had first tried to fill the jobs themselves, but had no success. When we started working on the job the hiring manager was shocked at hearing that candidates expected increases of 30 percent or more to accept a job, and even at that level there were not a lot of them. This was supposed to be easy — there are more than a billion people in the country. Chinese universities produce more than 2.5 million college graduates every year, including 30,000 doctorates and 650,000 engineers. How can it be difficult to fill any job?
Despite these amazing numbers, China is short of talent. Some of the shortage is the result of high demand from thousands of companies from all over the world setting up shop in China, to make, buy, or sell stuff. But much of the problem stems from two factors: education, or the lack of, and demographics. The World Economic Forum estimates that demand for talent in China will grow by 5% annually through 2020. Meeting that demand will require the country to spend 4% of GDP on education.
The government’s own estimates put spending at 2.7%, or an annual shortfall of $65 billion.
Demographics Are Destiny
There’s an old joke about China. keep reading…
When it comes to the “war for talent,” Asia is today the hottest region. With national and global organizations in growth mode, the pressure on the talent market has increased tremendously, and many employers are unprepared.
Even the largest multinationals that over the past few years have won over students around the world with their strong employer value propositions and attractive employer brands face a whole new set of challenges when setting their eyes on the Far East.
Tough Local Competition keep reading…
The session will take the audience on the journey of how Research In Motion is developing and activating their first-ever global employer brand during a climate of downsizing, intense competition, and an often hostile press environment.
Kat will share how she’s working ‘top down’ to create an authentic, believable promise that is closely aligned with the organizations vision and strategy. She’ll talk candidly about the challenges of connecting a complex, global stakeholder community to ensure that the promise meets the reality at every touch point of the talent management lifecycle.
For more podcasts, webinars, and articles on recruiting be sure to check out ERE.net!
After declining for about three years, India’s popularity as an outsourcing hotspot for tech companies has increased sharply.
That’s according to BDO USA, an accounting/consulting organization, in a poll of 100 U.S. technology CFOs.
|Current outsourcing destinations||2012||2011||2010||2009||2008|
BDO also found that: keep reading…
That would be a tall order in Silicon Valley or Research Triangle. How about if you were in Hong Kong, the hiring executive is in San Francisco, the job is in China, and the req asks for Chinese-speaking, retail-savvy, online experienced, e-commerce marketers?
Simon Heaton, Walmart’s managing director in Asia, admits it isn’t easy. It was, he says, “difficult to do and difficult to repeat.” Yet, starting with a “a good clear brief as to what was needed,” Heaton and his team assembled a group of candidates, qualified them, and had everything ready when the decision-maker flew in for the interviews.
At the end of that six weeks, Walmart’s new e-commerce group for China was hired and onboarded. “It requires good alignment,” Heaton modestly explains. keep reading…
I’ve often chatted with talent acquisition professionals about the global aspects of their business — an increasingly important focus. What I hear a lot of is that people have travelled to another country a few times, or have a friend or colleague there, and assume that they’re prepared to successfully recruit from their North American office or integrate into local culture if relocated. While unintentionally, many of us in North America make these assumptions about what recruiting and staffing are like based on our own experience.
Over 20 years I’ve learned that these assumptions in a global context rarely pay off. I often hear people say things like “Singapore is similar to Hong Kong because they are both in Asia”; or “Italy is similar to France because they are close to each other and in Europe.” Well, that is sort of like thinking the United States of America is similar to Mexico because they’re both part of the Americas. I think many of us in North America would shake our heads at this comparison, but it is not uncommon to develop plans based on what we know, and then take a few assumptions about the target location expecting to excel. Wrong! What works in our own space doesn’t necessarily translate when you cross a border, ocean, or even a region. At times, it can feel like you’ve brought your baseball bat to a cricket game — yes, the function seems the same, but without understanding the game, the home run is much more difficult to achieve.
This is why I’ve called on two of my esteemed peers, Danielle Monaghan and Roel Lambrichts, to join me at the upcoming ERE Expo Spring 2012 in San Diego for an open dialogue about creating and sustaining talent acquisition success on a global scale. Essentially, we’re inviting everyone to have coffee with us and join the discussion. I chose this type of session and dynamic presenter group because of the diverse backgrounds and global companies that have benefited from our expertise. Danielle is the HR director North Asia – Greater China, Japan, & Korea at Cisco Systems, based out of Beijing. Roel is the head of talent acquisition Europe for Coca-Cola Enterprises based out of Brussels.
You may have experienced the kinds of things we’re talking about here. If not, it’s likely you will in the future as companies continue to globalize. While “global recruiting” is a currently a buzzword in our profession, there is more to it than making some overseas calls and sifting through resumes. I know I made a lot of assumptions when I first started to recruit outside my own home region (more than 20 years ago); we all do.
I’ll never forget the “aha” moment when I realized the one-size-fits-all-model was not going to work. keep reading…