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Tag: global
IT and other employees not interested in Nashville, Austin, Detroit, or even Yukon might want to take a look at Ireland.
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).
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:
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.
SHL was acquired this year by the Corporate Executive Board. The report is available here, and embedded below. keep reading…
A new report from Deloitte, one that’s hard to characterize as liberal or conservative, offers some ways to address the U.S. unemployment problem and just generally make the U.S. more competitive.
Like other past reports, and pleas from some in the HR field, this one argues that more skilled employees be allowed to immigrate to the U.S. keep reading…
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.
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.”
So next October 16, instead of taking up a collection for a lunch, or cookies, or those soon-to-be-extinct party balloons, buy the boss a gym membership. keep reading…
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?
CIA photo of entranceway to Shibaozhai complex via swinging foot bridge
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.
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.
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!
Marine Drive - Mumbai
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 |
| Canada | 11% | 9% | 11% | 4% | 17% |
| China | 39% | 35% | 44% | 19% | 46% |
| Eastern Europe | 14% | 9% | 17% | 12% | 19% |
| India | 62% | 29% | 36% | 50% | 60% |
| Latin America | 6% | 9% | 22% | 8% | 19% |
| Southeast Asia | 23% | 24% | 36% | 31% | 50% |
| U.S. | 5% | 6% | 11% | 8% | N/A |
| Western Europe | 29% | 24% | 22% | 19% | 21% |
BDO also found that: keep reading…
How do you go from zero to six senior-level e-commerce pros in six weeks?
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…
It’s always better to be prepared than surprised.
By definition, being strategic requires that you look forward — identifying trends, opportunities, and threats. With the December lull looming, now is a great time to plan for the future. I’ve listed the “top 10 talent management trends” I foresee that require your attention. keep reading…
How willing might a South African be to get a new job? What might entice an Australian employee to relocate for a job? A website called the “Global Talent Barometer” launching today gives you a glimpse into what motivates workers in different countries and what’ll drive them to move from one country to the next. Essentially, it’s just a set of pages showing the results of a survey — but a slick set.
The site is being unveiled by a job-board group called The Network, along with a Dutch labor-market research agency called the Intelligence Group. It’s first available to Network customers and its partners such as Beyond.com, with access possibly opening up in 2012.
For an example of what’s up on the site, let’s take India. If you click on India, you can find out, among other things: keep reading…
Healthcare is expected to create 248,500 jobs this year, leading all other sectors including tech. But even as go-go as healthcare is, the pace of job creation there has subsided some.
Nothing surprising there, except that this is India we’re talking about, and not the U.S.
Ma Foi Randstad, the international HR service provider, says India’s torrid jobs growth is slowing up, though the numbers are still at a pace much of the world would envy. According to a Randstad survey of 13 industry sectors, 3rd quarter employment in those sectors was projected to grow by 353,900 workers. But a survey at the end of the quarter estimated the actual hires at 331,200, leading the company to headline its economic summary ”Indian Economy: sluggish but not panicky.” keep reading…
If you recruit in Italy, don’t check the social networks when you background a candidate. In Spain, you can monitor the time your workers spend on social networks, if you warn them in advance you’re going to. But without their permission you can’t monitor the content.
And do you have a company policy regarding social networking? Only 55 percent of the companies do, according to a survey by the International Labor & Employment Group at Proskauer Rose.
The high-powered law firm conducted what it describes as an “informal survey on emerging trends and practices on the use of social media in the workplace,” finding that 76 percent of the 120 responding companies use social media for business purposes.
The results of the 10-question survey are supplemented by brief summaries of rules and regulations around the world, which, as in the U.S., can be fairly loose, or, as in Italy, so restrictive that employers can’t even monitor what their workers are doing on company time using company equipment. (Employers there can, however, prohibit the use of social networking sites during work hours.)
Rather than rely on existing company policies, Proskauer Rose says, “businesses need to have distinct and specific social media policies and practices in order to harness the benefits and minimize the risks these new media present.”
It’s telling that although 55 percent found value in the business use of social media during work hours, but not in its personal use, a significant 31 percent found an advantage in allowing both business and personal use.
The survey also found 31 percent of the companies took disciplinary action against an employee in connection with their use of social networks, while 43 percent have faced an issue with misuse of social networks.
Proskauer suggests companies consider three factors whether they use social networks for recruitment and selection or in disciplinary action: keep reading…
Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster. –Professor Geert Hofstede, Dutch social psychologist
One of the greatest challenges facing global companies right now is their ability to exploit synergies and efficiencies in their global talent acquisition and retention programs. When considered with the fact we are about to enter an era of unparalleled talent scarcity around the world, the role of the global employer brand manager is set to become one of the most critical roles inside global companies.
Global talent acquisition has become increasingly complex. The need for systems integration, understanding of culture diversity, social and technological changes, jobless, uneven economic recoveries in many countries, the threat of declining fertility rates, inequality in global education standards, and the impact of aging populations in many developed economies has created multiple challenges for global companies which show no signs of easing soon!
Leaders I speak with around the world are saying they are running hard to stand still and where previously they could take 1-2 years to research, develop, and implement talent acquisition and retention strategies, the competitiveness for talent is demanding leaders react quicker and more decisively to stay ahead of the competition.
Even top employer-branding companies like Google, Adidas, and Deloitte are constantly seeking innovative ways to source, develop, and retain talent. If that’s what is happening with the market leaders, consider the millions of other companies around the world who have similar challenges. At a global level the problem is magnified to unthinkable proportions and the solutions are going to need a mix of short- and long-term initiatives including collaboration between companies, industries, universities, and governments. There is no benefit to global corporations if leadership talent is in high supply in Scandinavia when manufacturing operations are in India and there is a dearth of leaders with the right skills.
The social and culture integration brought about through globalization can foster broader understanding and co-operation between employees around the world, and potentially economies of scale in the allocation of human resources, but is it really that simple? keep reading…
This week, Raghav Singh covered global trends in recruiting and how they’re affecting the way we hire. Learn how to overcome cultural barriers and hire the best talent worldwide.
For more podcasts, webinars, and articles on recruiting be sure to check out ERE.net!
The National Security Agency has made our jobs easier with the release of a 646-page document called “Untangling the Web: A... more »
