“I lost the candidate the same afternoon
we interviewed him,” Barker says. While
she eventually filled the position, her team
had to be ready to make an offer on the
spot, which was unusual for a business
accustomed to bringing in candidates for
three rounds of interviews.
Top reasons cited for thinking globally in recruiting include the valuable
new perspective that foreign workers
bring, the need to fll skills gaps, and
overseas employees’ knowledge of industries or business practices outside
the United States.
“For any company, it’s imperative
that you have a global recruiting strategy because at the end of the day, it’s
about bringing the best talent to your
doors,” says Aimee Meher-Homji, vice
president of talent acquisition, North
America, for Sodexo, a French food service and facilities management corporation with 427,000 employees in 80
countries. Based in Washington, D.C.,
she oversees a 100-person recruitment
team dispersed across the country.
FORGING A STRATEGY
The HR department at EY, a London-based global consultancy formerly
known as Ernst & Young, recently formalized a new approach that focuses
on worldwide talent acquisition. The
organization, with 250,000 employees, hires people for offices in more
than 150 countries. Over the past two
years, EY’s strategy has been set by
an eight-member global recruitment
team, including brand, strategy and
operational leaders, that meets regularly, says Dan Black, the company’s
New York City-based global recruiting leader. “Having a consistent global
message and approach to the talent
market is absolutely critical,” he says.
The HR team at Sodexo is also looking to develop a more holistic approach.
Even though recruiting operations are
organized by region, the business has
a singular standard for presenting a
unifed brand, with cultural variations
by location. For example, the organization emphasizes diversity, which is
integral to its culture and recruiting
strategy, says Meher-Homji, who notes
that women make up half the board of
directors, and the board chair is female.
When crafting a worldwide recruiting plan, it is vital “to start with the
business and what the business’s needs
are,” Harrison says. Next, evaluate existing resources and identify any gaps.
U. S. businesses across industries are
in the same predicament. Low unem-
ployment, high demand for hard-to-
fnd workers and an onslaught of Baby
Boomer retirements have made recruit-
ing considerably more difcult than it
has been in recent years. As a result,
savvy HR professionals are embracing
tactics to expand their applicant pool
beyond their own backyards. Many
tap powerful software systems to help
extend their reach beyond borders and
use data analytics, artifcial intelligence,
social net working and third-party part-
ners to manage all aspects of identify-
ing and recruiting talent. To get there,
though, talent managers must frst un-
derstand their organizations’ business
goals and identify the tools they’ll need
to fnd and hire the best candidates from
any where in the world.
“You open up your pool of talent by
recruiting globally,” says London-based
global recruitment leader Todd Harrison.
Despite uncertainty about the
future of immigration laws in
the United States, 7 in 10 U.S.
companies consider foreign
workers very or extremely important to their talent strate-gies―an increase from 63 percent a year earlier―according
to the results of a 2017 Harris
Poll of human resource professionals and hiring managers.
More than half of the respondents expected their head
count of foreign nationals to
increase in 2018, according to
the results of the survey, which
was conducted on behalf of
global immigration services
frm Envoy. More than 20 percent are “proactively seeking
foreign national employees,”
and nearly 90 percent are investing in immigration-related
perks such as relocation expenses and housing, and dependent visas and green cards,
the survey results found.
CLEARING THE WAY
Make sure employees from outside the
United States are qualified to work here. In
general, they will need one of the following:
A permanent resident card (green card).
An employment authorization document
An employment-related visa that
allows an individual to work for a particular
Common types of temporary worker visas
H-1B for specialty occupations, such
as the sciences, medicine, health care,
education, biotechnology and business.
H-2A for seasonal agricultural workers.
H-2B for nonagricultural employees.
L-1A for intracompany transferees in managerial or executive positions.
P- 1 for individual or team athletes.