That’s when you can focus on selecting
the vendors and resources you’ll need,
he says. It’s also important to set timelines to measure progress.
“For me, setting the strategy frst
is the most important,” says Barker,
a member of the Society for Human
Resource Management’s Talent Acquisition Special Expertise Panel. “HR really needs to be aligned with the business to do this.”
CHOOSING YOUR TECH
Technology is key to effective global
recruiting. But sometimes HR leaders
adopt fancy systems in isolation without frst determining their “must-haves,
the things that would be nice to have
and things that you can build work-arounds for,” says Ian Cook, head of
workforce solutions at Visier, a Vancouver, British Columbia, Canada, cloud-based employee analytics company.
“You need to come up with a blueprint of what you need it to be,” Harrison says.
To do that, your talent system should
be able to coordinate recruiting for
various kinds of roles ranging from
entry-level and professional positions
to unionized labor and retail help, Cook
says. You’ll also need to be able to deploy
the system around the world while complying with the various immigration
and privacy rules in diferent countries.
Not so long ago, HR leaders at TGS
relied on spreadsheets, a dedicated,
secured computer drive and outdated
HR software to manage candidate relationships and send resumes to colleagues in ofces around the world.
“It was a very clunky way of shar-
ing information,” Barker says. Now
the team uses a large, cloud-based
HR management system, which it li-
censed from Workday, to streamline
how it fnds, recruits, tracks and shares
information about potential employees,
wherever they live. The platform is a
key piece of the organization’s global
recruiting approach to fnding “the
right talent with the right skills at the
right time,” Barker says. The TGS team
focuses on fnding people for jobs lo-
cated around the globe and historically
has flled many U.S. positions with in-
dividuals from abroad.
HR and hiring managers at TGS can
conduct remote interviews worldwide
with Skype or other videoconferenc-ing technology, then provide feedback,
next steps and other information on
prospects through the larger talent
The company’s system also supports
compliance with the strict data privacy
rules of the European Union’s new General Data Protection Regulation, which
went into efect in May. The enhanced
rules can apply to U.S. companies collecting personal information from EU-based applicants and employees.
Sodexo’s staf use the iCIMS and
BALANCEtrack HR platforms in
North America, in conjunction with
the Avature candidate relationship
management tool, Meher-Homji says.
(Other major systems that support
global recruiting include Ceridian,
ADP Workforce Now, SAP’s SuccessFactors, Meta4, Taleo, UltiPro and
IBM’s Kenexa Talent Acquisition.)
When building your platform, remember that it’s important to provide
candidates with positive interactions
with the organization and to factor in
local practices and beliefs, Harrison
says. That might mean trimming steps
that would detract from a candidate’s
otherwise positive experience. This
may require changing, modifying or
even dropping practices that are common in the U.S. but may be perceived
as discriminatory or offensive elsewhere, such as criminal background
screening and drug testing. You’ll need
to decide how willing you are to change
policies in some locations to get the talent you need, he says.
U.S. companies that ...
consider foreign workers very
or extremely important to
their talent strategies.
... are proactively seeking
foreign national employees.
‘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.’
... are investing in immigration-
related perks such as housing
and dependent visas.
Source: 2017 Harris Poll.
... expect to hire more foreign
workers in 2018.