Citation
Langley, J. (2013), "Roll out a global recruitment strategy", Strategic HR Review, Vol. 13 No. 1. https://doi.org/10.1108/SHR-08-2013-0082
Publisher
:Emerald Group Publishing Limited
Roll out a global recruitment strategy
Article Type: How to … From: Strategic HR Review, Volume 13, Issue 1
Practical advice for HR professionals
Today, global recruitment is unarguably complex. Multiple channels for recruiting candidates, including job boards, social networking sites and corporate websites, add a large marketing element to the recruitment professionals role. Plus organizations need to have a clear understanding of cultural differences, legislative and regulatory issues, demographic trends and labor laws, which vary from one market to another. Like a good marketer, the more you are able to grasp the nuances of your target talent markets, the more likely you are to succeed.
Nearly all global deployments are negotiations between the urge for corporate “control and the local “empowerment agenda. But as recruitment is an intensely local activity, deploying a global recruitment strategy means it is imperative to first consider not just the process you use, or the compliance regimes you must cope with, but what you say, how you say it and to who you say it. The urge to control and “harmonize can often be the first reason for failure in any global project – learn to distrust it and your project is likely to get off to a better start. Following are some tips for creating a successful global recruitment strategy.
Remember that one size does not fit all
Smart organizations are responding to varying local factors with efficient, flexible global recruitment strategies that avoid a “one-size-fits-all approach. Working in a world with fewer boundaries doesnt mean we are all becoming the same – in fact it is the opposite. It is vital to design processes and tools that empower your local experts because the world is now “multi-local and arguably hyper-local (and “local does not necessarily mean “country). It is advantageous to think like a marketer and focus on target market rather than geography, so, for example, are you targeting generation Y, millennials, Malaysians, Germans, marketers or software developers? If you take this approach while building flexibility into your local candidate management and processes, including candidate sourcing, resume screening and compliance, you will be far more likely to succeed.
Think like your target market
We would always advocate understanding your target markets before you start to build anything. This is enormously important as the only thing that really matters is what your target talent wants. For instance, how do they want to apply – via social or mobile channels – and what do they want to hear and how should the process be for them? Only with this clear understanding is it possible to begin defining a global recruitment process and strategy. Try borrowing from marketing colleagues and look at developing “buyer personas for your targets – there is plenty of searchable material out there for the person unembarrassed to borrow with pride!
Let the front-line lead and staff the project
Most global initiatives tend to be staffed by corporate employees from a centralized function. Projects often start with a global kick-off where front-line staff fly in from around the world and then depart again, leaving the operational implementation to the corporate staff who are the most removed from the daily reality of making it work. If a project is worth doing then it is worth doing well – so ensure decision making and ownership is at the local level with negotiation about what must be common and what can be local.
Do not over-prioritize internal mobility
We have seen many recruitment projects fail because they have been initiated and driven by a desire for a seamless internal mobility program. This seems admirable, but in most cases the internal mobility program accounts for a tiny percentage of roles filled, and the harmonization needed to make it work can run the risk of depriving the local business of the flexibility it needs to fill skills gaps from external sources. The only absolute non-negotiable in internal mobility is visibility of opportunity – what happens behind the scenes to ensure that the internal candidate receives a good experience when applying for an internal role is a secondary issue.
Start with the end in mind
It is enormously important to understand how to measure success once a global recruitment strategy has been fully implemented. It is tempting to simply fall back on the usual suspects, like time to fill and cost per hire. While these metrics are important, they provide only one dimension and can distort recruiter behaviour. Ask your customers what they want – line managers want good (performing) candidates as quickly as possible from a recruiter who listens, consults and informs. Candidates want an engaging and enjoyable experience that makes them more likely to say yes. Of course you have to do all of this cost-effectively and within budget – that is a given – but whatever you do, spend time up front debating this as metrics should often drive the only areas where you must have commonality.
While it is important for businesses to convey a consistent brand image, the ability to maintain a global capability while tailoring your approach to local differences will deliver the most impactful recruitment strategy. Too often global businesses try to impose a standard set of procedures in countries that may have very different recruitment practices. A successful global approach to recruitment and retention should always include fixed and flexible elements.
Jeremy Langley
About the author
Jeremy Langley is business development director at Lumesse. He brings 16 years experience in the talent management software industry to Lumesse. Prior to his current role, he held a variety of management positions at Lumesse, including marketing director and regional managing director for the Western Europe, Middle East and Africa region. Jeremy Langley can be contacted at: mailto:jeremy.langley@lumesse.com