global recruiting in 2010: trends and best practices
Post on 11-Nov-2014
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Globalization = Ubiquitous Mobility Anytime, anywhere rules
Shortages of Key Skills Here to stay and getting worse in areas.
Recruiting is Internet Dependent It’s the major driver of change. It’s almost universal.
Yet, Recruiting Remains Local But is also global
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An open economic system Global brands Global structures Rapid and open communication Cheap and convenient travel
China
Japan
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New York Times, August 2009
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www.chinahot.com/blog
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Population Increase and Growth Rate, Five-Year Periods M
illio
ns
Per
cent
incr
ease
per
yea
r
Source: United Nations, World Population Prospects: The 2002 Revision (medium scenario), 2003.
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Only 1.6% of 24 year olds in the US have a bachelor’s degree in engineering.
In Russia it’s closer to 3.5% And in China it’s almost 5%.
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China China
China
BAs MAs & PhDs
1989 1999 1989 1999
CHINA 127,000 322,000 19,000 41,000
INDIA 165,000 251,000 64,000 63,000
PHILIPPINES 40,000 66,000 255 937
MEXICO 32,000 57,000 340 63,000
U.S. 196,000 220,000 61,000 77,000
NUMBER OF NATURAL-SCIENCE AND ENGINEERING GRADUATES
National Science Foundation & Business Week
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Company No. of Workers Type of Work
Accenture 2000 in the Philippines Accounting, software, back office
Conseco 1,700 in India, 3 more centers planned
Insurance claim processing
Delta Airlines 600 contract workers in India and the Philippines
Airline reservations, customer service
Fluor 700 in the Philippines Architectural blueprints
General Electric 29,000 in India, Big China R&D center
Finance, IT Support, R&D for Medical, lighting, aircraft
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Company No. of Workers Type of Work
HSBC 4,000 China, India Credit card, Loan processing
Intel 5,000 in India Chip design, Tech support
Microsoft 500 in India, China Software design, IT support
Oracle Doubling India staff to 4,000
Software design, Customer support, Accounting
Philips 700 engineers in China Consumer electronics
Proctor & Gamble 650 Philippines 150 China
Tech support, Accounting
IBM 120,000 Plans to add 5,000 for BPO
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Work can be done anywhere, anytime, in many ways.
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Create and foster of a global brand Conduct global searches Do global marketing Have real-time chat with candidates Build global social networks Interview using video/voice
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Traditional Emerging
Limited number of candidates Reshuffling of employees
Vast selection of candidates New ideas/Innovation
-Running ads -Posting to job boards -Searching databases
-Building a social networks -Developing virtual relationships -Knowing global markets
Requirements: -Powerful Internet presence -Flexible virtual workforce -Global sourcing
Global Domestic Requirements: -Physical presence -Face-to-Face everything -Local sourcing
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Need to Deeply know local markets Understand local cultures Develop unique, market-specific messaging Build local social networks and talent pools
Based on Global tools Global perspective Global policies and principles
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Apple: More than 900,00 fans, aimed at college students
Pringles (Proctor & Gamble): Over 2 million fans
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A company branded, web-based, interactive, multi-method, pre-employment experience.
An opportunity to let candidates take the job for a test drive, while collecting data that predicts on-the-job performance.
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http://mashable.com/2010/08/24/the-state-of-the-geosocial-universe-infographic/
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1. It IS what younger candidates expect.
2.Well done, it is authentic and faster than email.
3. It allows for personalization – a huge need for the best candidates.
4. It allows for creativity in video, graphics, etc.
Freedom Customization Scrutinizers Integrity Collaboration Entertainment Speed Innovation
Source: Don Tapscott, Wikinomics
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Severe local shortages of talent. Especially in technology, science, math,
accounting, finance, health care.
Shortages mean need for highly sophisticated, virtual, global sourcing (supply chain) capabilities.
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