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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