Other technologies may or may not integrate with larger HR management
systems. Most big platforms don’t include background checks, for example, so if that’s important to you, you’ll
need to contract with other vendors,
Depending on how fragmented your
company’s technology is, you may decide that all systems should use mid-dleware, which connects data among
diferent tech tools.
HR leaders at EY use separate software to track applicants and manage
the candidate relationship. They are
exploring a shift to cloud-based applicant tracking. Other programs
facilitate live and asynchronous (i.e.,
prerecorded questions) video interviewing and generate automated job
ofers in some places. The team is also
looking at options for using artifcial
intelligence to match candidates to
positions and is piloting automated
interview scheduling in various locations. EY’s careers site and all other
candidate touch points are optimized
for mobile use around the world, Black
Meher-Homji’s team at Sodexo is
investigating artificial intelligence
and chatbots for use in recruiting and
screening (from vendors like AllyO, Mya
and Olivia). Among other tools, the com-
pany employs the HireVue platform to
record and archive video interviews.
Social media can be a vital channel for
representing your company globally to
potential recruits, so look to explore the
popular networks in target countries
“Know where your tribe is and know
how to speak to that tribe,” says global
recruiting and technology expert David Bernstein, who handles business
development for ThisWay Global, a
U.K.-based HR analytics firm. “It’s
not the same for every country. There
are defnite preferences and afnities,”
says Bernstein, who is based in the San
At EY, social media is used to spread
the word about the values that are important to the company, such as inclusion and corporate social responsibility,
and to help employees tell their own
stories. The aim is to engage talented
individuals long before they consider
working for the consultancy, Black says.
“What people want to hear about the
frm has changed,” he says, explaining
that Millennial employees want to
know about the organization’s purpose,
culture and how it can help them ac-
tualize their own purpose. “That mes-
saging—how we talk about ourselves—
needs to be authentic.”
For EY’s U.S. locations, LinkedIn,
Twitter and Facebook are the focus of
the company’s social strategy. Abroad,
however, the team weaves in other pop-
Facebook is blocked in mainland
China, for example, so the emphasis
is on WeChat, Black says.
The most widely used networking and
careers sites and online jobs boards also
vary by country, Harrison notes: Xing
in Germany; Naukri.com in India; Seek
in Australia; jobsDB.com and JobStreet
.com in Asia; and totaljobs.com, reed
. co.uk and CVLibrary in the U.K.
WhatsApp isn’t particularly popular in the United States, but it is used
frequently internationally, Bernstein
says. He’s also starting to see more
professional communication occurring
through Facebook Messenger globally
and in the U.S.
A growing number of technologies
WHAT’S YOUR PLAN?
One size doesn’t fit all when developing an international
recruiting strategy. Your approach will depend on your company’s size, structure, industry, culture and needs. Some
general considerations, however, can guide the process.
The big picture. Look at your organization’s overall needs
before making major decisions or technology purchases.
What do senior leaders want? What are your talent goals,
and where and how quickly will you need people?
Current shortcomings. Evaluate existing resources and
identify any gaps before selecting vendors or other solutions.
Objectives. Develop a blueprint for what the company
wants its talent technology platform to do, then build those
functions into the system. Set timelines for measuring success.
Flexibility. Ensure that the system can be deployed in
Ease of use. Make sure your global recruiting and outreach tools provide applicants with positive interactions.
Teamwork. Include IT early in the process. Ideally, your
chief information officer will assign resources in advance for
any new system.
Add-ons. Consider other technologies, like video interviewing and artificial intelligence. Can they be integrated
with your larger talent management platform?
Engagement. Explore social media, online jobs boards
and other avenues in target countries, including employee
referrals, industry contacts and conferences.
Compliance. Ensure that your organization complies with
immigration, data privacy and other regulations.
Outside help. Consider outsourcing aspects of your international recruiting effort to third parties, such as immigration
law firms, tax and benefits specialists, social media ad agencies, relocation companies, and executive search firms.
Acclimation. Help your global hires move and adjust
to their new country. Destination-services companies or
in-house mobility departments can be a valuable resource.