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International recruitment: how to recruit the best talent in the world
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International recruitment: how to recruit the best talent in the world

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On September 18th, Intelligence Group held an interactive lunch session with global recruitment managers on the topic: "how to recruit the best talent in the world"

On September 18th, Intelligence Group held an interactive lunch session with global recruitment managers on the topic: "how to recruit the best talent in the world"

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  • 1. Recruitment at Intelligence GroupWhere and how to attract the best talent in the world?Lunch: September 18th 2012, Rotterdam
  • 2. Feedback and more… Would be glad to talk further on matters in how we could Be your partner and provide her with global strategic recruitment intelligence (or data for internal purposes). Thank you for your time and any feedback would be highly appreciated Geert-Jan Waasdorp Global Recruitment Intelligence Consultant Founder of Intelligence Group geert-jan@intelligence-group.nl http://www.intelligence-group.nl/en/home
  • 3. “We had the globalization of trade, we had theglobalization of capital, and now we have theglobalization of talent.”
  • 4. Agenda• Introduction• Why recruit international?• Two international recruitment strategies• How to recruit the best talent in the world• Final word
  • 5. Introduction
  • 6. Ambitious to become the global leader inrecruitment intelligence• Fully specialized in recruitment intelligence and global mobility• Worldwide talent, from graduates to experienced hires, from blue- to white-collar workers (inclusiveness and diversity)• Recruiting people with own nationality in foreign countries (sea turtle recruitment)• Focusing on hubs, clusters and areas
  • 7. Global recruitment intelligence1. Global Talent Mapping -Insights where to find talent and how to recruit them most effective2. Talent pool Insights - Talent and talent pool profiling3. (local) Recruitment marketing intelligence - What defines local markets and how to recruit in these markets - Data for global recruitment strategy4. How to recruit international mobile workers - What motivates international workers and how to recruit them - Relocation information5. Global Employer Branding/Define EVP’s - Global visibility and global attractiveness - For employers, but also for countries and cities6. Research based consultancy - Global insights and competitive intelligence to attract talent
  • 8. Why recruit international?• To uphold the international profile of the company and its business• To enable growth (on a global scale)• To obtain the desired skills and talent• To meet a shortage on the local labor market• To reduce costs
  • 9. Biggest challenges• Cultural and language differences• Locating and targeting talent• Legislation• Difficulty in checking qualifications and references• Speed of processes• Costs• Different recruitment practices• Different pay levels• Lack of knowledge• Internal guidelines• …
  • 10. Strategic choices Buy Make Sourcing Global Global employer branding International traineeship Global recruitment Employer Branding strategy People to work Local education Local Work to people
  • 11. Choice depends on• Business objectives• Time: short or long term, temporary or fixed• Numbers• Importance: ‘critical’ and ‘the best talent’
  • 12. Work to people• Investigate local markets – Labour economics and developments – Size of your talent pool – (Regional/national) competition – Benefits – Potential partners• Make a comparison (benchmark)• One global strategy 12
  • 13. How to recruit the best talent in the world(people to work)?Step 0: Know your strategic choicesStep 1: Locate your talentStep 2: Identify your talentStep 3: Define your EVP’sStep 4: Start recruiting 13
  • 14. Step 1: Locate your talentDefine your recruitment areas1. One specific country2. Two till five specific countries3. > Five4. The world 14
  • 15. Talent mapping Interviews ATS analyses Global Talent Barometer Web analytics (internal & external) 15
  • 16. Analyses from het ATS (heatmap) 16
  • 17. Analyses from het ATS (heatmap) 17
  • 18. Analyses from het ATS (heatmap) 18
  • 19. Global Talent Barometer 19
  • 20. Localise (globally)Master+ Bio with connections in NL Tehran Companies most in need of Master+Bio in NL: Bangalore Athens 1. VUmc Stockholm 2. LUMC New Delhi 3. Tennet London 4. AkzoNobel Shanghai 5. UMCU Thessaloniki Pune 22% of the demand comes from Leiden Leuven 65% is living in the Randstad (Bio Science) Beijing Istanbul Madrid Dhaka Belgrade Chennai Uppsala Singapore Izmir … Source: Webanalytics en ATS gegevens geplot in een ‘heatmap’. Bewerking iG! 2012 20
  • 21. Employer Brand IntelligenceCompany xAre you where your talent is (gap-analysis)?How effective are your recruiting channels?How visible and attractive is your employer brand?
  • 22. Step 2: Identify your talentNumbers and quality of- Countries, areas, hubs or cities;- Competitors;- Universities and schools. &• Willingness to work at your company, within your (economic) area, city or country• Contract preference 22
  • 23. Reaching, attracting and actually movingGlobalTalentBarometer.com 23
  • 24. Integrate all data:Recruit the best talent in the world 16% 15% 14% 12% 12% 11% 10% 9% 8% 7%7% 7% 6% 6% 6% 6% 6% 5% 5% 4% 4% 4% 4% 3%3% 3% 2% 2% 2% 2% 2% 1% 1%1% 1% 0%1% 1% 0% Tehran Bangalore Athens Stockholm New Delhi London Hubs in the world Traffic on our site Applicants Hires Quality
  • 25. Step 3 and 4: Recruitment strategy1. Who comprise your target group? WHO 1. How mobile are your candidates? WHICH 2. Where do they live? Where do they want to go to?2. Why shall they choose you? 3. Country marketing WHAT 4. Employer branding WHAT3. What is important in their search for a job? 5. Job marketing WHY4. Which recruitment channels do they use? WHERE 6. Media strategy WHEN
  • 26. The Case• Big Dutch financial concern is looking for financial specialists• It concerns a period of at least 2 years• There are no restrictions on the amount of candidates needed in first instance• Focus on a maximum of 3 countries: Germany, Belgium and Italy
  • 27. Global Talent Mobility Survey © 2011, Intelligence GroupIdentify the target groupTarget group: 73% of financial specialists is willing to work abroad. - 93% from Belgium - 78% from Germany - 62% from ItalyCore characteristics:• 53% is male;• 60% has more than 10 years of work experience;• 48% prefers a temporary contract of 12 months or longer;• 16% wants to stay for 2 years; 64% wants to stay for more than 2 years.
  • 28. How popular is theNetherlands?
  • 29. Global Talent Mobility Survey © 2011, Intelligence GroupPosition of the Netherlands as indicated by potential candidates • Preference for the Netherlands • Belgian people: 28% • German people: 33% • Italian people: 26% • They prefer on average 7,9 countries • The Netherlands hold the 8th position (on average)
  • 30. Type of international workers
  • 31. Global Talent Mobility Survey © 2011, Intelligence GroupIdentify the target group 60% 55% 52% 50% 40% 39% 37% 31% 30% 20% 17% 15% 13% 14% 10% 10% 10% 7% 0% The main reason for I strongly prefer some I want to start/have an I strongly prefer some working abroad would countries or international career; international be to be with my economical regions to other reasons are less organisations; country family/loved ones work in important or region are less important Belgium Germany Italy
  • 32. Global Talent Mobility Survey © 2011, Intelligence Group Country Marketing & Employer Branding Opportunity to broaden experience Better career opportunities Challenging oneself Acquiring work experience Get to know different cultures Starting an international career Italy To have a better standard of living Germany Learn a new language BelgiumMeet new people/build a new network Start up a new lifeBad economic situation in own country Making change in the world Better climate 0 50 100 150 200 250
  • 33. Global Talent Mobility Survey © 2011, Intelligence Group Job Marketing Good salary Good career opportunities Good terms of employment/benefits Good working atmosphere Challenging job Permanent Contract Good work/private life balance Italy Good opportunities to communicate in English Germany Location of the company (city, country) Belgium International orientation of the company Fit with personal idealsGood reputation of the company (in my own country) Responsibility Company pays for the relocation costs Company has an expat program 0 50 100 150 200 250 300 350
  • 34. Global Talent Mobility Survey © 2011, Intelligence GroupDefine your EVP’s Belgium Germany ItalyCountry Marketing Many (job) opportunities International hub abroad Stable economy Gateway to an Better job international career perspectiveUSPs of the organisation In the proximity International of Germany organisation Reliable Expat programJob Marketing Responsibility Work/life balance Challenging job Permanent contract OpportunitiesEntice-me message International Opportunities for a Start your career close to better life and international career home country career
  • 35. Global Talent Mobility Survey © 2011, Intelligence GroupStep 4: RecruitingInternational media: > active jobseeker, globally orientedNational/regional (domestic) media: > passive jobseeker, nationally oriented
  • 36. Global Talent Mobility Survey © 2011, Intelligence GroupActive jobseeker, globally oriented Belgium Germany ItalyInternational jobs websites 65% 35% 61%Search Engines 46% 48% 59%National jobs websites 42% 33% 27%Corporate website of the company 42% 45% 46%Foreign Recruitment Agencies 37% 14% 36%People I know 34% 33% 27%Online Communities/Social Media 24% 18% 36%International newspapers 15% 11% 16%International magazines 8% 8% 13%Local embassy of your destination country in 4% 4% 9%your homelandEmbassy of your home country in the 4% 4% 10%destination country or city
  • 37. Global Talent Mobility Survey © 2011, Intelligence GroupPassive jobseeker, nationally oriented Belgium Germany ItalyJobs websites 91% 63% 87%Company website 55% 59% 35%Recruitment consultancy 50% 38% 36%Speculative application 41% 41% 47%Personal network 38% 35% 30%Online Communities/Social Media 34% 31% 26%Search Engines 33% 43% 43%National/regional newspaper 29% 36% 21%Job fair or other career event 29% 22% 7%Company presentation or open day 21% 10% 7%Professional journal/magazine 21% 15% 17%Local newspaper 20% 38% 15%In-store advertising 7% 8% 11%School 7% 8% 4%
  • 38. International, German jobseekerRecruitment channels:• Focus on Internet and print • Job boards and search engines• Relative importance of the network • Social Networks, XING and LinkedIn • Referral• Less dependent on recruitment agencies/third partiesRecruitment titles:• Monsterboard.de and Stepstone.de• Jobscout.de, jobpilot.de• FAZ (Frankfurter Allgemeine Zeitung)• Junge Karriere• cfo.com, karriere.de, ftd.de, web.de, handelsblatt.de
  • 39. How to recruit the best talent in the world?• The best talent requires the best preparation• Know where your talent is• First identify, then start recruiting (instead of the other way round as we use LinkedIn)• Focus and target• Think of an active and reactive strategy• If you pay peanuts…..you still got the wrong talent 41