ADVICE FOR GLOBAL RECRUITERS
If you can’t find the talent you want in your own country, there are recruitment firms and Internet Websites that will enable you to look beyond your nation’s borders. Likewise, these same resources can help you people overseas operations with nationals rather than use expatriates to staff them. Whether you use an international headhunter like Korn/Ferry International Inc.
or a Website that specializes in overseas jobs like Overseas Jobs Express (www.overseasjobs.com) which lists entry level to senior executive posts, your description of the job will influence the response you get from talented employees to your job opening. Here is what Peter D. Weddle, publisher of Weddle’s, the newsletter about online recruitment, suggests that you talk about.
Challenging work
Stay away from a list of requirements and responsibilities. Instead, describe the opening from an applicant’s perspective. So talk about the opportunities that the job will offer for the holder to be involved in important and meaningful work. Discuss the corporate mission and the value of that mission and then describe how the job holder will contribute to achievement of the mission.
Personal development
Yes, you will provide opportunities for additional training but that is expected, particularly if the job is in the IT area. The candidate is looking for development beyond that; that is, professional development that comes from an opportunity to be mentored by leaders in the organization and to participate in key decisions that impact the success of the company. Still, do mention if the company will subsidize higher education degrees and support involvement in professional associations.
Advancement
Demonstrate that there are opportunities for upward mobility in your organization by posting examples on your own Website. This should catch the attention of foreign nationals willing to relocate to build their career. Let those hired to represent your firm abroad know, too, about specific examples of personal advancement within your company, ideally by others recruited abroad.
Collegial relationships
Let executive recruiters know about other superstars on your management team so they can mention them to prospective candidates. On your Website, play up these individuals. Says Weddle, ‘‘Include their picture and a description of their work, in their own words.’’ Update the site regularly with new profiles; you want prospective employees to see that your organization isn’t limited to one or two ‘‘names.’’
Support/resources
If you will be relocating a manager and family, you want to be sure that services are available to help them make the transition – physical and cultural. At the very least help them locate a home, even for the short term, and a local school for any children. Provide training in the language and career placement assistance for the spouse if that is an issue of interest. Depending on the position, mention should also be made about workplace resources like special computer systems, access to technical libraries or data, or information on new research that can make relocation seem worthwhile.
Compensation
‘‘Competitive salary’’ or ‘‘salary commensurate with skills and experience,’’ says Weddle, will mean little to someone coming from another country, particularly someone whom you truly need on your staff. Don’t try to pay less because you are recruiting from a developing country. It will take little time for a new hire to understand how he or she stands financially to peers. If the pay and benefits aren’t comparable to that of colleagues, you are likely to lose your new hire to another firm quickly. Better to talk about stock options and base plus incentive early in the recruitment process. Certainly include that information in any international Internet postings. As Weddle’s research has found, salary information must appear in the first five lines of a job posting or most candidates will read no further. What about staffing overseas subsidiaries with nationals? The same rule applies. Big distinctions found between expatriate and local national pay, benefits, and bonuses can encourage the brightest local nationals to learn as much as they can from you, then move on.
Source : Recruiting & Retaining People .Florence Stone. 2002
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