1. Volume 2 Issue 2 October 2006Focus: DISPERSED WORKFORCESLaura Randell shares what she learned from selecting HRtechnology for Sydney-based Woolworths 14 brands and145,000 employees (p.15). Steven Hunt looks at metrics(p.3), and Ron Chapman and Michael Bell consider thepotential impact of appearance (p.29).SOAPBOXUsing Metrics to Guide Staffing Strategies Across DispersedWorkforces 3Dr. Steven HuntDeveloping High-Performing Teams in a Dispersed Workforce 18Brett Minchington, author of Your Employer BrandRecruiting for Dispersed Workforces 23Leslie Stevens-Huffman for ERE MediaAlso in this issue:Selecting and Maximizing HR Technologies: Consider All Stagesof the Employment Life Cycle 15Laura L. Randell of Rabobank InternationalConsidering Personal Appearance in the Recruiting Process 29Ron Chapman Jr. and Michael H. Bell of Ogletree DeakinsDASHBOARDHiring Far East Job Market Compensation Executive Changes 34published byOctober 27.qxd 9/20/06 9:48 AM Page 1

2. October 27.qxd 9/20/06 9:48 AM Page 2Dear Recruiting Leader,When Lee Baca runs, he runs hard. Baca, the Los Angeles CountySheriff, is 30 years my senior but only seven seconds slower than me in a5k race20:17 vs. 20:10 (fortunately I dont have much experiencerunning from the law).I dont where he gets his energy, but he needs it. According to the LosAngeles Times, high attrition and low morale pervade his 8,000-officer force,charged with the Herculean tasks of policing 2.7 million people over an areaof more than 3,000 square miles as well as guarding 18,000 increasingly violent inmates inAmericas biggest jail system. Homicides are up 25% in Bacas territories.Baca is one of LAs best-known politicians and one of Americas highest-paid electedofficials. But as important as public safetyactually, hand in hand with public safetyisrecruiting. He needs to hire 1,000 deputy sheriff generalists per year. Many members ofthe military, a logical pool of candidates, are overseas. The cost of housing in Californiahas made home ownership unaffordable for many. Poor public education in California hasdeprived the Sheriff s department of skilled candidates.Baca has been putting recruiting billboards up not just out of the county, but out of thestate, in Nevada, to try to lure candidates. He and Lt. Joe Fennell are also trying a littleemployment branding, portraying their jobs as the opportunity to be a hero.Bacas just everywhere: 5k races; temples; mosques; churches; CNN; the Red Buttonmemorial service; the Chamber of Commerce; and often, hanging out with the areas largeChurch of Scientology community.Many of Americas biggest challenges are converging on Lee Bacas lap right now:immigration, safety in metropolitan areas, public education, and most of all, the need forskilled employees. Keep your eyes on Lee Baca, whos racing hard to address them.Todd Raphael, Editor in Chieftodd@ere.netEditorial Advisory BoardArnold DhanesarAfrica Group Head ofTalent AcquisitionCoca-Cola AfricaCatherine KeownDirector ofCorporate and FieldRecruitingLowesRodney MosesVice PresidentGlobal Talent AcquisitionInvitrogen CorporationDavid J. WilliamsResearch DirectorCorporate ExecutiveBoards RecruitingRoundtableEngin CrosbyChief, Workforce Analysis& Forecasting OfficeCivilian HR AgencyDepartment of theU.S. ArmyMarjorie GellerVice PresidentRecruitingJohnson & JohnsonRupert BaderDirector of WorkforcePlanningAvayaJeremy EskenaziManaging PrincipalRiviera AdvisorsKent KirchGlobal Director ofRecruitingDeloitteJohn SullivanProfessor and Adviserto ManagementSan Francisco StateUniversityDanielle MonaghanDirector of HRMicrosoft China R&DKevin WheelerPresidentGlobal LearningResourcesEDITORIAL OFFICEERE Media580 BroadwaySuite 304New York, NY 10012tel. (1) 212-671-1181Email: editor@ere.netwww.crljournal.comEDITOR IN CHIEFTodd Raphaeltodd@ere.netCONTRIBUTING EDITORSJim Daltonjim@ere.netKate Bruenerkate@ere.netElizabeth Sapersteinelizabeth@ere.netSUBSCRIPTION MANAGERDanielle Zitteldanielle@ere.netSPONSORSHIP DIRECTORKevin Plantankevin@ere.nettel. (1) 804-262-0189MARKETING DIRECTORScott Baxtscott@ere.netPUBLISHERDavid Manasterdavid@ere.netCRLJOURNAL.COM WEBSITEElliott Carlsonelliott@ere.netEDITING & CREATIVEBarbara Hodgebarbarahodge@bellsouth.netJudy Gouldthorpejgouldthorpe@comcast.netNext Issue:Leadership2 Journal of Corporate Recruiting Leadership | crljournal.com | OCTOBER 2006 2006 ERE Media, Inc. 3. DISPERSED WORKFORCESOctober 27.qxd 9/20/06 9:48 AM Page 18Developing High-Performing Teams in aDispersed WorkforceMergers, acquisitions, curtailment of travel budgets, global competition, and advancesin technology have resulted in an expanding geographically dispersed workforce.By Brett Minchington, author of Your Employer Brand:Attract-Engage-Retain.Driven by the emerging talent-supply chains in Indiaand China, the rise in the number of dispersedworkforces is likely to continue at an increasing rate overthe next decade. In spite of geographical separation, timedifferences, and greater dependence on technology forcommunication, teams must remain productive while nolonger being co-located.The digital age has changed the way the workplaceoperates. The people and functions that used to be underone company ceiling have become a dynamic network ofelectronically connected resourcessome outsourced, somesimply spread out more, working from home and othervirtual offices, locally and around the world.This has createdadditional challenges in attracting and retaining talent.Virtual workplaces are growing at many times the rate ofthe traditional workforce, and by 2009, one quarter of theworlds workforce, or 850 million people, will use remoteaccess and mobile technology to work on the go or at home,according to research firm IDC. It is essential to reevaluatework relationships, methods, and communication practicesto be certain that productivity goals and worker satisfactionare not compromised in dispersed workforces.Companies establishing systems, processes, and metricsto develop leadership capabilities in dispersed work teamswhile fostering an environment that encourages collabo-rationand innovation built on trust and effectivecommunication will be well-positioned to maximize theproductivity gains and employee satisfaction thatdispersed workplaces can bring.Emerging EconomiesThe International Labour Organization estimates thatChina and India will account for 40% of the worldsworkforce by 2010. Jobs in manufacturing and services arebeing transferred, particularly to China and India, and theprocess is only in its infancy. Labor costs in China are lessthan 5% of those in the United States or the EuropeanUnion, and the bulk of the Western manufacturing basewill be relocated to lower-cost countries.Unsustainably high consumption and current tradedeficits in countries such as the United States, GreatBritain, Australia, and New Zealand are masking thetumultuous pace of the shift of economic gravity to Asia.The increase in geographically dispersed workforces thathas resulted from this shift is causing companies to rethinktheir dispersed-workforce strategies to ensure that talentacquisition remains high on their list of recruitmentpriorities.Talent Supply ChainsThere has been a focus in India and China over the pasteight years on increasing the number of college graduatesin an attempt to meet the demand for skilled workers inthese economies. In China, the number of universitystudents has soared from 3.4 million in 1998, when thegovernment began the overhaul of the system, to 16million today.About 98% of Chinas population is literate, comparedwith less than half of Indias. In 2005, India produced440,000 technical school graduates and nearly 2.3 millionundergraduates, plus thousands more masters grads. Butthese gross figures conceal the varying standards of highereducation.The risks of these talent-development strategies,however, must also be considered by companies focusedon building high-performing teams in these regions. Even18 Journal of Corporate Recruiting Leadership | crljournal.com | OCTOBER 2006 2006 ERE Media, Inc. 4. DISPERSED WORKFORCESTRUSTOctober 27.qxd 9/20/06 9:48 AM Page 19in India and China, where one-third of the worldspopulation lives, skilled talent is in short supply. Of thenew college graduates that India produces each year, it isestimated that only 10% to 25% possess the skills andlanguage abilities necessary to work for a U.S. or WesternEuropean firm (in China and other developing Asianmarkets, the proportion is much smaller).Another major issue is that there arent enough jobs inthe regions to meet the supply. Indias economy will have toaccommodate 70 million more working-age people betweennow and 2010 (China will need to create 63 million jobs).Unless growth rates of 8% to 10% can be sustained in India(they are typically 7% to 8%), the burgeoning workforcecould become a serious problem. This may increasemobility of workers from these regions and fragment theglobal workforce even further unless the local economy canprovide employment. This will make it increasinglychallenging for recruitment firms to maintain contact withquality candidates for future job opportunities.Technology Has Changed the Way We WorkAcross the world there are an estimated 922 million to1,032 million unique individuals with access to over 17billion websites, serviced by more than 171 million Webhosts. The known Internetexcluding the deep Web (avast repository of underlying content, such as documentsin online databases that general-purpose Web crawlerscannot reach, that is estimated to be 500 times the size ofthe surface Web)is growing by more than 10 millionnew, static pages each day.However, the rate of technology change is not beingmatched by comparative increases in labor supply.Information technology underpins every industry andprofession. In Australia there are an estimated 356,000information and communications technology workers(3.6% of the total workforce), who are spread across allsectors of the economy. Australias fastest-growingindustriesproperty and business services, mining,finance, communications, education, and constructionare already greatly dependent on IT and are spendingrecord amounts on it to stay competitive.The major issue for the information and communi-cationstechnology industry in Australia is the fact thatwomen are deserting IT studies and jobs in droves.Totalstudent enrollments have fallen 20% a year for the pasttwo years, but it is young women who are disappearingfastest; enrollments for young women have fallen 50% inthe past year, according to Philip Argy, president of theAustralian Computer Society. This talent bank is avaluable resource for companies that have opportunitiesfor virtual employees. In the accounting profession,flexible work hours and the option of working from homehave kept women in the workforce or attracted them back.Similar changes are occurring in the IT sector. Forexample, 32% of IBMs 10,000 IT employees are women;6% of staff work full-time from home; 38% work in thefield; 5.2% are part-time; and 17% of women are part-time.A targeted talent-acquisition strategy will ensure thatcompanies continue to attract, recruit, and retain workerswho are culturally adaptable, with the ability to handle theconstant change that dispersed workforces bring.A Road Map to Building High-Performing Teams inDispersed Workforces1. Establish a System to Predict Your Future Staffing NeedsAs a result of the growth rate of dispersed workplaces,companies have to establish strategies to predict futurelabor needs based on employee turnover rates,demographic changes (changes such as the acceleration ofthe retirement of the baby boomer population over thenext five to eight years), and improvements in technologyto ensure that their talent-supply chains are proactiverather than reactive.2. Establish a Foundation of Trust After They Accept an OfferUnderlying every successful relationship is trust.Without it,people become suspicious, noncommittal, disengaged, andunderminingall of which leads to deteriorated andnonproductive relationships.This further leads to unpleasantwork environments, disgruntled workers, frustratedcustomers, dejected leaders, and unprofitable organizations.It is particularly vital that virtual team members establishconfidence in relationships with colleagues and supervisorsbecause distance and the absence of day-to-day interactionscan create pressure that will erode trust.The trust-buildingprocess begins at the earliest stages of recruitment andshould be a major focus of the orientation phase.2006 ERE Media, Inc. Journal of Corporate Recruiting Leadership | crljournal.com | OCTOBER 2006 19 5. DISPERSED WORKFORCESTRUSTsocially satisfying relationships among telecommutingemployees.These relationships did not evolve naturally, asthey do with real space teams. Thirty online managerstook an active role in directing the social development oftheir project teams, organizing scheduled social events andbeginning each new project with a kickoff party so thatteam members could get acquainted.3.Know and Nurture Your Team Early in the Orientation PhaseManagers must clarify each members role on the team inorder to ensure that employees goals are linked to organi-zationalobjectives. Communications should be kept in ashared database for use in new-member orientation.Thedatabase, as much as possible, should house formal andinformal knowledge of the organization, including historyof client relationships and the skills and attributes of teammembers, in addition to the standard information thatwould normally be found on a company intranet.Managers must learn to consider the amount andquality of an employees work, without regard to physicalOctober 27.qxd 9/20/06 9:48 AM Page 20Managers should be responsible for getting to knowtheir employees socially before they start working withthem, either by convening in a virtual social space or,alternatively, by meeting in real space. ProfessorDorothy Leonard of Harvard Business Schoolrecommends that supervisors hold one or morekickoff meetings before every project in order todevelop good manager-employee relationships, buildteam morale, and heighten the sense of responsibilityand involvement felt by each telecommuting employee.Although the shift to the dynamic workplace givescompanies access to larger pools of diverse talent,research shows that trust breaks down under suchcircumstances because of the reduction in face-to-facecommunication and increased cultural diversity. Thiscorporate fragmentation has the potential toexacerbate the problems of high-performing teamssuch as workplace conflict and disengagement, leadingto higher turnover rates, increased recruitment costs,and a devaluing of the employer brand.Research has shown that the thingsthat create trust in a virtual team aresimilar to what creates trust wheneveryone is in the same room. In thelate 1990s, researchers at HarvardBusiness School, led by ProfessorLeonard, conducted a very helpfulcase study about the benefits anddrawbacks of organizing telecom-mutersinto online project teams.Theystudied virtual teams at AmericanManagement Systems, an interna-tionalconsulting firm with 7,000employees around the world. Whilemost employees are based in one ofthe companys 47 offices, many workfrom remote locations, either at homeor from a clients headquarters.The researchers found that the mostsuccessful virtual teams placed a heavyemphasis on interpersonal relation-shipsand group psychology. AtAmerican Management Systems,virtual teams were able to build lasting,-Figure 1: A Road Map to Building High-Performing Teams in Dispersed Workforces20 Journal of Corporate Recruiting Leadership | crljournal.com | OCTOBER 2006 2006 ERE Media, Inc. 6. DISPERSED WORKFORCESTRUSTsuccessful when their members meet regularly in a virtualspace, recognize one anothers identities and person-alities,and have some record of how other members havebehaved in the past.6. Develop Communication CapabilitiesTechnological tools at your disposal allow you to be thegenerators of news and information as well as theconsumers, whether you want to tell five people your newsand information or 500 or 5,000.A 10-minute corporate update delivered by the CEO orpresident using podcastingto which employees cansubscribe via the company intranet or directly from theCEOs blogcan have a big impact on employeeengagement.Hearing the voice of a CEO or a subject-matterexpert or the sales director adds ahuman and informal touch to what is toooften the starched formality of organizationalcommunication. This can boost employeeengagement.7. Let Them Bump Into Each Other in the EarlyHiring StagesDelegating tasks and responsibilities can bean unnerving proposition for some people,especially those who like to be in control ofthings or on top of details. Virtual workershave the added dynamic of distance,Technological toolsat your disposalallow you to be thegenerators of newsand information aswell as theconsumers,whether you wantto tell five peopleyour news andinformation or 500or 5,000.resulting in the sense of even less control, morefrustration, and elevated worrying. Distance delegation,however, wont be riskier or more haphazard if both thedelegation and the follow-up are handled properly.Whendelegating from afar, its important to clearlycommunicate the task to be accomplished, listen carefullyfor confusion or concerns, discuss issues, clarifyagreements and follow-up action, and establish communi-cationpoints and accessibility guidelines.Managers must recognize their role as coach andmentor. In many cases theyll be one of the junioremployees only senior contacts within the company, sothey should take the responsibility of acting as a positiverole model seriously.To this end, managers should ensurethat telecommuters virtual space includes an area forOctober 27.qxd 9/20/06 9:48 AM Page 21presence.This requires that companies create a new basisfor determining professional advancement, a standard thatrewards the quality of an employees work product ratherthan the amount of face-time the employee puts in at theoffice. Managers must assure employees that this newstandard will be enforced by giving telecommutersadequate praise for work well done.To this end, managersmust come up with new and innovative ways to recognizeand reward telecommuters, as traditional office incentivesystems have relied heavily on physical rewards such asbigger offices, windows, and closer parking spaces.4. Maintain Regular Contact with Team MembersSome managers should be assigned to supervise only remoteworkers. Managers with both telecommutingand office-based employees often give moreattention to those in the office, forgetting abouttheir virtual employees without the push ofphysical contact.To combat this out-of-sight,out-of-mind reaction, make sure that somemanagers have remote workers as their onlyresponsibility. Managers should provide moreformal communication than in traditionalsame-time, same-place teams.Include face-to-face communication whenpossible. People who can meet face-to-facehave the opportunity for much richercommunication and the ability to understandeach other faster. This is why people shouldmeet face-to-face at the beginning of any major, prolonged,virtual activity. People have a hard time trusting each otherunless theyve met previously (see Figure 1).5. Be Creatively AccessibleCommunication tools should be designed to fit the teamenvironment; dont force the team to adapt its behavior tothe latest software. Integrated communication usingmediums such as teleconferencing, video email, streaming,email, phone, PDAs, and VoIP will allow managers tomaintain regular contact with their virtual teams.The establishment of virtual project teams may be oneof the easiest ways to build an online community withina company because it promotes ongoing interactionamong telecommuters. Online communities are most2006 ERE Media, Inc. Journal of Corporate Recruiting Leadership | crljournal.com | OCTOBER 2006 21 7. DISPERSED WORKFORCESTRUSTOctober 27.qxd 9/20/06 9:48 AM Page 22junior and senior employees to casually bump into oneanother and form these types of informal mentoringrelationships, especially in the early stages of hiring.8. Create an Environment That Fosters Collaboration andInnovationEngage the team in setting expectations about behaviorand performance. Record the teams decisions andcommitments to each other. Encourage social communi-cationthat accompanies task completion at the outset andbe enthusiastic in email dialogues.Managers should ensure that telecommuting employeeshave the resources to stay involved in the project.This maymean assigning them a team buddy who can updatethem when they miss a meeting, or simply processing theirrequest for videoconferencing software. As the telecom-mutersprimary contact at the company, the managermust take on some of the administrative duties that aretypically left to staff members under the traditionalmanagement hierarchy.Companies must create virtual workspaces that areperceived as safe places in which to try new ideas. A goodexample of this was highlighted in the March 26, 2006,issue of the New York Times. The story, called Heres anIdea: Let Everyone Have Ideas, showcased a softwarecompany called Rite-Solutions that has developed anonline stock exchange for idea creation and development.Each employee, regardless of where he or she works, isgiven 10,000 units of purchasing power and voluntarilybuys into stocks representing new ideas. Workingtogether, the employees build the value of the stock bycollaborating on the idea. If the stock develops enoughvolume and value, the idea might be turned into a newproduct or internal process. If a product is actually builtand sold, the shareholders get a portion of the realrevenues in relation to their original ownership positionsin the idea. In this instance, Rite-Solutions has created avirtual innovation climate where trust is inherent in theenvironment: it is open and inspiring, and it motivatespeople to take action.Trust is developed through a sharedset of goals and a sense of interdependence, and througha leadership that openly demonstrates a tangiblecommitment to innovation.9. Educate and Train LeadersResearch has shown that virtual teams take on the samebasic structure and dynamics as real teams. The earlystages are characterized by a certain amount ofrandomness, chaos, and ad hoc decision-making. As theteam matures, processes are put in place and the teambecomes more efficient.Managers should attend their companys telecom-mutingtraining programs, even if these managers work inthe office. This is standard policy at Merrill Lynch, for itenables supervisors to anticipate and address the Internet-specificproblems (social, technological, or otherwise) thattelecommuters will encounter in the course of theiremployment.10. Create and Sustain a Compelling Recruiting BrandA focus on developing your employer brand will assist inattracting the right talent fit, which will lead to shorterrecruitment lead times, decreased turnover rates, and theopportunity to tap into hidden talent pools that areattracted to working in virtual teamse.g., nonworkingmothers. Ensure that your employer value proposition iswell defined and is reflected in the actions of leaders at alllevels of the organization.Brett Minchington, author of Your Employer Brand: Attract-Engage-Retain.brett@collectivelearningaustralia.comBrett Minchington is an Australian talent management/employer brand expert and author of the book Your Employer Brand:Attract-Engage-Retain. Minchington, the managing director of Collective Learning Australia, consults to a number of blue-chipcompanies in Australia in employer branding, leadership development, and managing generational diversity.22 Journal of Corporate Recruiting Leadership | crljournal.com | OCTOBER 2006 2006 ERE Media, Inc. 8. Certificate inEmployer Brand LeadershipAbout Employer Brand InternationalEBI provides research, advisory and thoughtleadership in employer branding throughstrategic consulting, conferences/training,publications, research and global think-tanks.EBIs expert services are providedthrough an international network of expertemployer brand Senior Associates. EBIsGlobal Advisory Board consists of leadingcorporate professionals and academicsfrom around the world.Why choose to study the Certificate inEmployer Brand Leadership? Study for an in demand leadership skill Case study approach to supporttheoretical frameworks Real world application Flexible study options Supportive learning environment Access to the worlds most extensiveemployer branding learning resources Alumni support1. Since 2007 EBI has trained thousandsof managers in employer branding inmore than 50 cities in 28 countries.2. Access to an employer branding globalcommunity of 3500+ members.3. Course is supported by world classlearning resources including books,handbooks and global research reports.4. The first course of its kind offered inpartnership with educational institutions,business and the community.5. Accredited by EBI5 QUICK FACTSEnrol Today!www.employerbrandinternational.com 9. WELCOME FROM THECHAIRMAN/CEOWelcome to the Certificate inEmployer Brand LeadershipCourse a contemporaryleadership program formanagers around the world.Since 2007, Employer BrandInternational has conductedtraining for thousands ofmanagers in employer brandingin more than 50 cities in28 countries including Australia, Belgium, Denmark, France,Germany, Italy, Russia, UAE, UK, and the USA.Employees are fast becoming central to the process of brandbuilding and their behavior can either reinforce a brands advertisedvalues or, if inconsistent with these values, undermine the credibilityof your messages. Employer branding is a whole of businessconcept concerned with the attraction, engagement and retentioninitiatives targeted at enhancing your companys employer brand.The contest amongst employers to attract and retain talented workerstakes place in a world where changes in the political, economic,social and technological environments and concerns about acompanys environmental footprint is driving widespread change inemployment patterns. Today, competition for the best employeesis as fierce as competition for customers and market share.The course brings together a talented team of academics,strategists and corporate leaders to create an inspiring learningexperience in the growing field of employer branding.Our emphasis is on assisting you to develop leadership,communication, problem solving and team building skills, whichwill enable you to better understand and deal with the complexissues of management in a changing business environment.In selecting students we look for high quality people with the potentialto not only benefit but also contribute to the learning experience.Whilst practical in orientation, your learning experience will includenetworking with like minded professionals around the world tosupport a solid theoretical grounding in employer brand leadership.Organizations that can attract and retain the best minds byleveraging a unique, relevant and distinctive employer brandwill have a competitive edge in the marketplace.We look forward to welcoming you and wishyou the very best with your studies.Brett MinchingtonChairman/CEOEmployer Brand InternationalPROGRAM STRUCTURECORE MODULE ATHE BUSINESS CASE FOR EMPLOYER BRANDINGStudy Unit 1: The Fundamentals Of Employer Branding (EBLFU)CORE MODULE BBEST PRACTICE IN EMPLOYER BRANDINGStudy Unit 2: Employer Brand Leadership Principles & Practices(EBLPP)Study Unit 3: Employer Brand Strategic Management (EBLSM)Study Unit 4: Employer Branding Mapping & Competitor Analysis(EBLCA)Study Unit 5: Employer Brand Analytics & Reporting (EBLAR)Study Unit 6: Contemporary Practices in Employer Branding & SocialMedia (EBLSM)Study Unit 7: Employee and Customer Experience (EBLCE)CORE MODULE CTHE FUTURE FOR EMPLOYER BRANDINGStudy Unit 8: Employer Branding Social Responsibility (EBLSR)Study Unit 9: Future Trends in Employer Branding (EBLTD)Study Unit 10: Employer Branding Case Study Analysis (EBLCS)HOW TO APPLYApply online atwww.employerbrandinternational.comor to enquire please email Andrea at:andrea@employerbrandinternational.comPlease direct all courseenquiries to:Ms Andrea FieldingP +61 8 8443 4115F +61 8 8443 4149ALUMNI SUPPORTThe EBI Employer Branding Global Community is an important part ofthe life and community of the School, as it forms an integral part of theSchools business relationships.The network is diverse, including students and graduates who work andlive locally, interstate and overseas.With more than 3500 members, the EBGC supports members invarious ways: Fostering global networking opportunities Informing the business community of latest trends in employer brandingwww.employerbrandinternational.com