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by Chris Swan and John Ryan
To be successful in this great talent reshuffling, companies will need to go over the top finding people across the globe.
Ladders, a career site focused on jobs that pay at least $100,000 a year, noted professionals who will see the most remote opportunities are in fields where tech skills and organisational skills are in high demand, such as senior software engineers and project managers.
The study comes on the heels of the talent shortage tightening. New data released shows a record 4.5 million Americans quit their jobs in November.
These numbers are telling. They illustrate that to be successful in this great talent reshuffling, companies will need to go over the top finding people across the globe and offering flexible, work-from-anywhere arrangements.
Moreover, experts note global recruitment doesn’t merely cater to employee desires, but it also empowers organisations to greatly widen their talent pool.
University of Toronto HR management professor Julie McCarthy told the Financial Post that by broadening global recruitment, organisations, “can expand their reach to hiring people beyond their immediate catchment area, and as a result, bring in diverse and different talents from all over. I think if organisations want to continue to attract and recruit top talent, these strategies are quite clever. They can be really valuable incentives for individuals.”
With more than 40 partner firms across the globe that are part of TRANSEARCH International, TRANSEARCH USA has access to world-class executive search tools and global scope of resources to provide exceptional talent acquisition expertise.
We are therefore pleased to share practical strategies to help you successfully recruit and hire the best people beyond the USA.
1. Understand, Respect, and Cater to Diverse Cultures
Searching for candidates often requires selling the virtues of the company. But these virtues aren’t necessarily universal. What candidates in Switzerland think of your global brand and what they want from their job experiences will likely be quite nuanced from candidates in India. So there must be a certain degree of tailoring the recruiting and hiring experiences, as well as the messages and cultural sensibilities for the local market, to attract international talent successfully.
Likewise, employer approaches to talent sourcing vary greatly. For example, American companies place a great emphasis on determining if a candidate is the right fit for the role. But in Asia, education credentials and strong references are emphasised. So bottom line – understand the cultural differences as best you can and cater to candidates, blending global branding with a localised twist.
2. Tap into the Benefits of Personality Assessments
Using sophisticated leadership and team assessments to help recruit the best people, for the right roles, is a common global theme. At TRANSEARCH USA, we leverage Hogan Assessments, which provide valuable insight into how people work and lead, which helps predict how successful they will be. This enables us to consistently deliver superior leaders with precision and clarity.
Regardless of which candidate assessment tool is used, your search partner must ensure the entire process of administering them in each country is unbiased, objective, and legally defensible. Also, you want potential employees to have a positive experience doing their assessments, so make the assessment process is inviting, informative and beneficial for the candidate.
3. Know the Labour Laws of the Land
Every country in the world has its own laws governing recruiting and hiring candidates. It’s imperative to comply with country labour laws, taxes, and other regulations when searching and hiring talent outside of the U.S.
For example, labour law in Romania stipulates employees with disabilities must make up at least 4 percent of the staff in large companies. As recruiters, we see this is an excellent opportunity to bolster diversity, equity and inclusion, since remote work would in many cases be ideal for workers with disabilities.
Health insurance, payroll taxes and pension regulations are also exceptionally different from one country to the next. For example, in the United Kingdom, employers typically contribute about 13.6 percent of an employee’s salary to social security programs through payroll taxes. In Germany, that figure is much higher at 20.7 percent. Make sure you’re on top of these details, as it may impact who or how many people you hire in a particular country.
Ultimately, searching for high-paying global talent is getting bigger by the day. To find and hire the best, showing people you appreciate and understand where they come from will likely entice them to be far more likely to want to come and work for you, no matter where they are.
This article is © TRANSEARCH USA and was originally published on the TRANSEARCH USA website.
Chris Swan is a Managing Director with TRANSEARCH International, co-founder of the Chicago office, and Global Practice Leader for Design, Construction, Technology and Environmental. He is a top executive search professional in the area of general contracting, environmental consulting, systems integration, cyber-security, digitisation, and new technologies. Firms value Chris' advice because of his understanding of the markets and what it takes to succeed in business. He attracts candidates when others cannot. Get in touch with Chris Swan »
John Ryan is Global Practice Leader for Power, Renewable Energy and Cleantech and US Regional Vice President for TRANSEARCH International. With a career that began in 1989, John has worked with over 250 public and private companies. He has led numerous C-suite, Vice President and director level searches across North America for public and privately held companies. He has also worked closely with private equity firms, supporting them with critical portfolio company needs. He has also provided executive coaching and leadership assessment services. Get in touch with John Ryan »
