As a recruitment agency in Germany, specializing in helping foreign companies set up shop here, we find that these companies often make the following mistakes:
Articles tagged 'globalrecruiting'
Is international recruiting something I should consider? I live in Seattle and place primarily in the Bay Area. I keep hearing about people making a killing placing in Europe, Asia and other international areas. I’m a sole proprietor and don’t have the advantage of a team to support me. Do you think this is a way to avoid getting hit when the U.S. economy takes another dive?
You never shared your niche or area of specialization in your question. I always advise that a client territory of 30 accounts is pretty much recession proof. This is comprised of 10 key accounts and 20 back-ups. The key accounts call you first, view you as a trusted advisor/consultant and hire multiple candidates from you throughout the year. The back-up accounts call you and others and probably view you as one of the vendors they utilize for top talent. However, they know who you are and the services you provide.
Phileas Fogg in Jules Verne’s famous odyssey was a predecessor of today’s road warrior. Having recently completed a ‘round-the-worlder’ I could have wished for the lack of jet lag that Fogg must have enjoyed, but maybe the rigors of modern airports are nevertheless less demanding than the Indian jungles, snakes, hot air balloons, and other obstacles with which he had to grapple – or not.
There is no doubt that travel broadens the mind even though it cricks the back and dehydrates the body. But it is a pre-requisite in today’s world of business and in executive search.
I have recently had the opportunity to visit Brazil, China, India, and the Middle East on behalf of the Association of Executive Search Consultants (AESC), meeting our members, listening to market experts and senior HR leaders, and talking to the press. It has been an education but also a revelation since it has brought home to me how much the world is changing, and has changed, post-Lehman (as it is referred to in Dubai).
Last fall, I chatted with Greg Savage, founder and Global CEO of Firebrand Talent Search, about some recent changes in his professional career. Savage is the former International CEO of Aquent, and at the time of our talk, the company had recently transitioned Aquent’s permanent placement business to Firebrand while Aquent retained its temp, contract, freelance, and temp-to-perm placement business. We discussed the thought process behind this decision as well as some of Savage’s thoughts on the importance social media would play in the development of the new Firebrand name and image.
Now, over half a year after this transition, I caught up with him to see how things were going. During our chat, Savage talked about some of the challenges as well as the rewards that he has seen during this transition period. When I asked him if it has been worth it, he responded with, “It’s like asking that question of someone on mile 15 of running a marathon.” But the change has been well worth it for him, as well as the rest of Firebrand’s 100+ person global workforce.
According to the Association of Executive Search Consultants’ (AESC) first quarter 2011 report on the retained executive search industry that was just released, the industry is showing signs of steady growth and reason for confidence in the year ahead. This follows a 29% comeback for senior executive recruiting in 2010 against the lows of 2009. In the report, first quarter data revealed a 7% rise in the number of new executive searches started worldwide from the fourth quarter of 2010.
International Search! Sounds sexy, sophisticated, jet setter-ish, and on target for what is now our Global Economy! It’s all those things and more. While it is exciting, it is more of a headache from a recruitment standpoint; however, like everything in life, it’s all about timing.
In a report published today by the Association of Executive Search Consultants (AESC), the worldwide professional organization for retained executive search consulting, key trends indicate a professional service undergoing change as client demands broaden on a global scale and the industry adjusts to the impact of the internet.
- Although the economic picture in the United States is not good, the latest Snapshot suggests a definite improvement in the professional and managerial jobs market. The percentage of organizations hiring has risen to 55% from 43% in April, and of those intending to hire in the coming quarter to 56% from 34%. Further, firing levels are down, albeit marginally from 38% to 34%.
- “We would be very brave [or possibly very foolhardy] to assert that the economic crisis that has assailed the world is over, but there is little doubt that the results of this edition of Global Snapshot give cause for some optimism.”
- “The hiring and firing of staff is one of the most effective measures of business confidence and there is no denying that, with a few exceptions, the jobs market for professionals and managers is improving all around the world.”
- Global hiring has risen, but only marginally from 46% in April to 50% now. Intentions to hire over the coming quarter is up from 44% in April to 48% now.
- Perhaps more significant is the drop in the percentage of organizations shedding professional and managerial staff from 35% to 25% — “a definite indication that businesses are starting to plan ahead for better times — better times which would have seemed a very long way off indeed at the beginning of 2009.”
As the presidential election and debates approach, now is the perfect time to consider what the next four years will look like with respect to recruiting foreign workers.
After all, the National Foundation for American Policy pointed out in a study that “the reality of the global economy is that employers and their capital will follow the talent â€“ wherever that talent is permitted to work and flourish.”
Bob Meltzer, CEO of VisaNow, says the current immigration system is based on premises that made sense throughout the 1970s, at best. As a result, he says, restricting the hiring of highly skilled foreign nationals actually limits job creation and innovation in the United States.
The globalization of sectors such as the manufacturing industry makes filling the vacancies for top-level executives more challenging than ever.
As more companies are outsourcing their customer service and manufacturing work to foreign countries such as China, Brazil, and India, the demand for talent is escalating. The main reason, of course, is cost. The salary of an employee in China can be a sixth to an eighth of what it is in the United States.
For example, an engineer who earns $6,000-$7,000 per month in the United States would only earn between $250 and $500 per month in China. Big savings like that are hard to ignore, but there are other factors to consider.
While outsourcing components of a business may seem like a cost-effective plan, finding the right top-level talent to lead those overseas efforts can make the recruiterâ€™s job much more difficult. There are a number of reasons why top-level executives arenâ€™t ready to trade in that corner office with the great view of Manhattan to work in a foreign country.
Finding an employee in the field who is familiar with another countryâ€™s customs and traditions is hard to come by. Did the employee previously live or work in this foreign country?
In Japan, for instance, there are a number of differences in the way in which business is conducted.